1. Reading for this
   1. Kotter - Accellerate
      1. Hierarchies and standard managerial pro- cesses, even when minimally bureaucratic, are inherently risk-averse and resistant to change.
      2. The line between incremental and strategic change is becoming thinner and thinner
   2. Change Process Key Enabler
2. Types of change
   1. Strategic
   2. Incremental
   3. Transformational. Some driven by the radical changes.
   4. Radical
      1. Triggers of the change
         1. P.E.S.T
            1. Political - The government's reaction to the economic crisis
            2. Paradigm Lost Hodson & Mabbett.pdf
            3. Economical - The financial meltdown of 2008
            4. Within our Industry
            5. Within our Industry this created panic in certain organisations who were over-reliant on high turnover, affecting 'street' prices.
            6. Recognising the weaknesses of certain web-based businesses other European companies would slice & dice.
            7. The growth of 'pawn broker' type businesses poses a threat to traditional music shops
            8. Social - The crisis took hold of personal finances and The general social demeanour became down-trodden.
            9. Within our industry
            10. Artistic people are narcissistic by nature so the concept of the 'loyal customer' is even more obscure than in other situations
            11. The problem of allowing people the best of both worlds is highly important
            12. It's important to recognise that many on-line shopping experiences rapidly lose their appeal when something goes wrong.
            13. Technological - technology was advancing at a meteoric rate anyway, this pushed organisations further towards it.
            14. Within our industry
            15. The Internet revolution has made Europe a very small place.
            16. The availability of on-line audio and video content has made the visit to a music shop less relevant when it comes to purchasing high-tech equipment.
   5. Appraisal of the change
      1. SWOT
         1. Having experienced a recession before, there are certain lessons that have already been learned.
         2. Financially, we don't carry a lot of debt so we have strategic options available to us.
         3. We are a small organisation so we can adapt quickly.
         4. Communication is good, and staff are engaged with the leadership
         5. Leadership is well-informed in matters affecting the business from a local to a global level.
         6. Leadership is analytical and has a strong strategic focus with an internal locus of control
      2. Context
   6. Our change
      1. The drive towards higher gross profit margin
         1. Divesting from high-profile brands
            1. The impacct of brand equity.pdf
         2. Breaking deep-seated buying habits
         3. Applying charges to previously gratis services
         4. Actively moving into used goods purchase
3. Main Topic