When put into any competitive position the situation evoke tasks that reflect on priorities and trade-offs to defend that position. Operations strategies for an organization focus on getting better at the things necessary to have a stake in an industry (Hayes & Pisano, 1994, p. 78). Moreover, Hayes & Pisano (2004) go on to say that when managers consider the capabilities they want to develop and use it as an intended direction, skills and capabilities are then able to excel a company, over the long-run, and provide a competitive advantage.

This overview of operations strategy allows me to share my experience with a well-known Coffee Company. The strategies and approach they use to bring new capabilities to the front lines are quickly implemented and quickly changed. 



The example that comes to mind is the reduction of syrup flavors to run an efficient business (the store) and still satisfy customers. Why this example? It makes sense to share this because the activities that transpired were for future activities to match the operational strategy (Jacobs, Chase & Aquilano, 2009, ch. 2).

A few years back there were over 16 different syrup flavors that a customer could choose from; and it was imperative to have these flavors on hand at all times. No exceptions; as sales and customers would be lost. The efficiency and cost effectiveness of having a large selection of syrups were not showing needed or desired results; the reason to make a change. The strategy was to quickly change the menu selection to minimize costs; yet, still maintain customer count, and not compromise the needs of the customer. This was a huge change to endure and see as an improvement for the company to move ahead. As the store manager, the owners/leaders do get the opportunity to hear from the operations management team the reasoning of the change and how it will impact the company from top to bottom. Some trade-offs that were marketed was more labor would be able to be awarded to stores, the menu board would not overwhelm “new” customers, a broader range of products and services could be available in the future and so on. Ultimately, it was important to align the design of operations with the mission statement; and really dig deep to satisfy the internal and external customers at all levels. 

Owners, leaders, and managers [any decision maker in a business] need to make hard decisions, and it may include changing their traditions. It is the only way to grow from “small business” to “big business.”