The Cheesecake Factory’s major communication barriers, and outlook for the future

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The Cheesecake Factory
Most organizations face communication barriers that are more common and persuasive. However, the barriers maybe considered as either personal or environment; it all depends with the structure of a business. Cheesecake Factory is a distributer of cheesecakes and other foodstuffs in the whole of the United States. The factory has tried to strengthen its relationship with its customers through designing a modern communication model that yields better results about company’s profit (Silverstein, Michael and Neil 20 ). On the contrary, the corporation faces various communication barriers that increase worry among the management and the shareholders.
First, the Factory faces the cultural communication barrier. The way messages and another information is conducted in a business determines the relationship the management, employees and customers have for the well-being of the whole corporation. For instance, some businesses allow input from the employees and consumers that guide the production and other operation department. A Culture that is open and persuasive allows the two-way flow of information where the management and the employees interact and exchange ideas. On the other hand, some cultures disclose their information and only allow their messages to reach the employees without giving room for negotiation or even suggestions of grievances. Cheesecake Factory’s executive is now concerned with working together with the employees; they will not only help identify the sustainable potential improvement but also they will help the corporation implement all the opportunities available for the entity.

Second, role conflict can hinder communication as well in large corporations compared to small organizations. In large companies like Cheesecake Factory, it is very hard to see superior management and subordinates being in good terms. Unlike the large entities, small entities allow the employees and the management to interact slowly due to the shorter gap. Thus, addressing consumers’ grievances via the employees becomes much easier in small business. Moreover, relationships between business owners and employees in small businesses are not affected by bureaucracy and hence making it more casual.
Third, Cheesecake Factory suffers from the misunderstanding as a communication barrier. In some cases, the management may alter some words that yield a conclusion opposite from the intended one. Such incidences changes were completely how various individuals relate in a company as well as their beliefs (Lee, Irving and Laura 15). Therefore, it is the responsibility of all business owner, employees and even customers to be sure of the meaning behind each message passed. It will ensure personnel work in harmony with the aim of achieving organizational goals.
Also, Cheesecake Factory is aspiring to improve and change its revenues in the coming years. Its outlook for the future bases on the increase in customers as well as the value of products they produce. In 2013, Cheesecake Factory was among the affected restaurant industries in the United States. The drawbacks relate to consumer confidence index that was under irresistible pressure. As a result, the consumption rate decreased and hence affecting the revenues of most industries. Currently, the sentiment has improved and hence promising a good progress in the future. However, Cheesecake Factory outlook for the future is moderate and well designed to favor all parties involved. First, the management targets to go international; they want to extend their services to more people worldwide on value, customer satisfaction, and economic growth. Furthermore, they have seen a very good opportunity while collaborating with other related companies. It a chance of creating awareness to people as well as gaining more knowledge on how to handle clients and deliver as per their needs. Cheesecake Corporation has been active in the project and currently doing great on the progress.
Moreover, the factory targets on going digital where there will be digital ordering procedures as well as delivery. To achieve the fore mentioned outlook, the factory is investing on the mobile phone application that will enable quick ordering and delivering (Lee 10). Through research, the company has realized that most of the youths between the ages of 18 and 34 years prefer going to restaurants with high technology. Also, the factory has tried to link up with people from different places through social media platforms. Also, consumers use a channel whenever they want to communicate an issue or pass an idea to the management.
Furthermore, the factory is targeting to add more staff in their menu. It is a way of capturing more opportunities as well as increasing customers. More and different foods and beverages will capture a large population as well as increase the income. It will also enable the factory to fight the stiff competition in the market. Shining in a business requires the ability to produce beyond competitors (Feldstein 18). Therefore, Cheesecake Factory should ensure there products are unique and no substitute that can surpass them. On the other hand, becoming a global factory means exposing themselves to the world of both competitors and opportunities. Cheesecake is a growing company and hence to brighten its future, all employees, the management and the customers should work with the aim of improving the whole system of the business for both the short and long-term investments.
Work cited
Silverstein, Michael J., and Neil Fiske. Trading Up: Why Consumers Want New Luxury Goods–and How Companies Create Them. Rev. ed. New York: Portfolio, 2005. Print.
Lee, Irving J., and Laura Louise Lee. Handling Barriers in Communication; Lecture-discussions and Conferee’s Handbook. New York: Harper, 1957. Print.
Feldstein, Martin S. Aspects of Global Economic Integration: Outlook for the Future. Cambridge, MA.: National Bureau of Economic Research, 2000. Print.
Lee, Stuart D. Electronic Collection Development: A Practical Guide. New York: Neal-Schuman, 2002. Print.