澳洲论文代写：零售行业的组织变革
组织留在更多地方是非常重要的，在获得客户方面有更广泛的覆盖面，并且一致地管理和接受随着不同市场的扩张而出现的地区和文化差异。这一点非常重要，因为他们需要将这些差异整合到该地区的战略计划中，而仍然保持和销售以标准化方式制造的产品。由于要求随时接受变革的要求越来越高，员工和员工开发和掌握能够管理差异和相似之处，然后开展业务的技能变得越来越重要（Todnem By，2005）。
组织内部经历多重变化，使得结果更适合市场和客户，但也有一些不可控制的因素，如一个国家的社会价值观变化，文化变革改变了人们看待经营理念的方式，以及技术驱动和价值驱动型企业的看法。由于无法控制外部环境（Gardner和Ash，2003），这一点很重要。
以零售业的典型例子来看，外部的变化和波动性是否影响了企业的战略。零售业务是要求顾客从商店或其分销商或超级市场进行购买的业务。像沃尔玛，乐购，家乐福这样的大型零售商已经建立了这样一个通常的业务模式，他们始终如一地回应这些变化和公众对其业务的看法，并以一种非侵犯性和无威胁性的方式展现自己（Lawrence and史密斯，2006年）。这些零售商始终处于变革过程的最后阶段，因为他们每天都在观察变化。
澳洲论文代写：零售行业的组织变革
It is very important that organisations remain in more number of places, have a wider reach in terms of customer acquisition, and also consistently manage and accept the regional and cultural differences that come with the expansion in different markets. This is important because they will need to integrate these differences in their strategic plans for the region and still remain and sell the product that is manufactured in a standardised manner. Due to the ever growing requirement to readily embrace change, it is becoming more important that employees and staff develop and possess skills that are able to manage the differences and similarities and then run their business (Todnem By, 2005).
Organisations go through multiple changes internally to make the outcome more suitable to the market and customers, but there are some factors which are not controllable such as the change in social values of a country, cultural change which changes the way people see the business concept, and the perception of technology driven and value driven businesses. This is important to notice since it is not possible to control the external environment (Gardner and Ash, 2003).
Taking the classic example of the retail industry, it is noticed who external change and volatility affects the strategy of the businesses. Retail is a business which requires customers to come and make a purchase from the shop or their distributors or a supermarket. This is an usual business set up which major retailer like Wal-Mart, Tesco, Carrefour has and they consistently respond to the changes and public perception of their business and present themselves in a manner which is non-offending and non-threatening (Lawrence and Smith, 2006). These retailers are always at the receiving end of the change process as they observe it happening it on a daily basis.