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McKinsey 7-S Model: - In the first weekend retreat to Sea Island to discuss and provide clear

priorities for change to revitalize Renfield farm, when Brent Cooper, the executive vice president of
sales and distribution suggested to use SWOT framework, some of the people thought SWOT needed
to be followed up with more detailed framework such as the Mc Kinsey 7-S Model.
Developed in the early 1980s by Tom Peters and Robert Waterman, two
consultants working at the McKinsey & Company consulting firm, the basic premise of the model is
that there are seven internal aspects of an organization that need to be aligned if it is to be successful.

Strategy: The plan devised to maintain and build competitive advantage over the
competitors. In order to do so Marie Jackson decided to go for only three strategic priorities .
1) Win back customers
2) Keep things fresh
3) Optimize their resources

Structure: The way the organization is structured and who reports to whom. Earlier
Renfield used to follow a decentralized policy but Marie Jackson took matters to her own hands.
She created a brand group to coordinate product and brand strategies with product line reporting
directly to the chief marketing officer.

Systems: The daily activities and procedures that staff members engage in to get the job
done. The three strategic priorities were reinforced with small group meetings, podcast and even
required a screensaver that recounted the principles. Jackson spent time speaking about brand
strategy internally.

Shared Values: called "superordinate goals" when the model was first developed, these
are the core values of the company that are evidenced in the corporate culture and the
general work ethic. Marie Jackson kept constant the guiding principles that dictate their daily
efforts. They still believed in nutritious, high quality ingredient, they actively partnered with their
customers and retailers, they believed in continuous innovation for the products and organization
and they committed to sustainable business practices and integrity in all their actions.

Style: The style of leadership adopted. Marie Jackson adopted both Transactional and
Transformational leadership.

Staff: The employees and their general capabilities.

Skills: the actual skills and competencies of the employees working for the company.