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At the request of the Board of Directors, this presentation will examine the “social enterprise” organisation from several perspectives
First, the social enterprise form of organisation will be defined, with a focus on the social enterprise sector in the UK, and other data specific to social enterprise organisations operating in the UK. A description of the social enterprises currently operating in the UK will be presented. The presentation will then discuss the concept of “social firms” and how they fit in to the business environment of social enterprises
A Research Proposal: How to develop a business strategy to expand a business in an international market?
The globalization of the economy, internationalization of businesses and emergence of new markets are all key themes in contemporary business. Whereas international business may once have been the province of organisations with sufficient scale and reach, these types of companies – typically multi-national corporations - no longer have a monopoly on this kind of business. Increasing numbers of firms, of varying scale, are confronted with compelling reasons for expanding their activities across multiple national boundaries. In some cases, such motivation includes the knowledge that success in international markets is a pre-requisite for survival; if competitor organisations succeed in international markets, they may achieve the scale and liquidity which affords them sustainable competitive advantage.
A Barista at Starbucks must have a number of personal characteristics and skills which will enable them to carry out their role. These skills and characteristics are likely to include friendliness, attention to detail, a commitment to providing customer service and an ability to work in a fast-paced environment. Pilbeam and Coridge indicate that successful resourcing is as much to do with good organisational fit as it is to do with HRM best practice, and therefore the first stage of recruitment should be to undertake a role or person specification in order to establish the skills and attributes necessary for the role. Phillips and Gully suggest that successful recruitment, selection and retention should also be aligned to the strategic objectives of the firm and therefore care and consideration should be given to the most suitable recruitment and selection methods in order to ensure they will attract the best potential candidates and also that the entire process will result in long term employee retention.
There are three tactics which can support a strategy of growth. First a firm can adopt internal or organic development. For example Glaxo Smith Klein (GSK) a large UK drugs business reorganised its research and development (R&D) operations to improve expansion. Second, another UK pharmaceutical company AstraZeneca carried out takeovers of bio-science firms (mergers and acquisitions M&A). Compare and contrast these two approaches to growth by discussing their relative advantages and disadvantages. Use examples from any relevant sector, not just "Big Pharma".
One view of the distinction between personnel management and HRM is offered by Bloisi (2007: 12) who sees personnel management as workforce centred and operationally focused. Tasked with recruitment, selection and administrative procedures in accordance with management’s’ requirements, they are functional specialists rather than strategic managers, often with little power or status, acting as a bridge between employer and employee, required to understand and articulate the needs of both. Redman and Wilkinson (2006: 3) see the rise HRM as talking place over the last 20 years, firstly in the US and later in the mid-1980’s in the UK. The 1990’s saw the appearance of HRM journals and university courses, with the then Institute of Personnel Management, the main professional body for personnel practitioners, re-launching its journal People Management with the subtitle the magazine for Human Resource Professionals. After 2000, the professional body became Chartered Institute of Personnel and Development (CIPD), emphasising the transition.
What is The Impact of Advances in Mobile Computing Technology on Traditional Mobile Telephony?
Traditional mobile telephony is associated predominantly with first and second generation (1G and 2G) communication networks. These technologies enabled voice to be transmitted through radio and digital channels. It is widely known that the only function of the earliest mobile phones were to provide a two-way communication through the voice channel (Zheng and Ni, 2006:82), where the parties could simultaneously speak and hear each other. Nevertheless, the traditional understanding of mobile telephony has undergone considerable changes recently. Contemporary mobile operators already use third and fourth generation (3G and 4G) communication networks (Talukdar, 2010:38) and these new generations of mobile phones support such functions as video calling, mobile TV, MMS, high-speed internet access and complex mobile applications and this breakthrough was possible due to the fast development of mobile computing technologies (Talukdar, 2010:38; Heckmann, 2005:20). The literature review is aimed at a critical discussion of the impacts produced by mobile computing on traditional mobile telephony.
On a global scale, several important firms are determined to attain “Agile management” as this enhances a company’s capability to swiftly manage” internal and external” transformation and gain competitive advantage (Khosrow-Pour, 2001, p 831). An “agile” company is adept in its ability to “detect changing markets, rapidly learn to take advantage of these market changes, detect new techniques, adapt these techniques to organisational culture” in order to incorporate them into the company “while maintaining their spirit”, efficiently exploiting them to meet changing “standards in diverse markets” and adapting “products to individual preferences” (Desouza, 2006, p123).
Does the Company Educate its Consumers or Does it Serve a Unique Market Segment? In the current retailing market, Hennes and Mauritz AB (H&M) remains a unique phenomenon in part due to the observable difference in the behavior of the company’s customers. This study evaluates two theories attempting to explain the deviation in H&M customers’ behavior-patterns. The first theory suggests that the customers’ behavior is attitude-bound and learned-taught through the customer-company interaction.
This study examines the complex strategic dilemma faced by Portsmouth City Council, in its popular bid to save its two landmark Grade II listed theatres. This complex journey continues to involve a diverse range of stakeholders, the majority of which are highly attached to Portsmouth’s theatre heritage. The ‘Two Theatres for Portsmouth Project’ was clearly hugely challenging from the outset and was hampered by lack of effective strategic planning, limited funding, changing consumer trends and its ever developing, successful competitors.
Spice Man aims to establish itself as a B2B focused company specialising in the distribution of premium organic specialty Asian cooking sauces in the UK. It aims to capitalize on the growing consumer demand for quality healthy food and the UK’s love of Asian food in particular. The company has secured funds and warehouse/office facilities and its founder has already negotiated the sale of 5,000 cases each, for the four leading specialty Asian supermarkets across the UK.
A report to the directors of the Cooperative Group on the ethical concerns and suggestions of the Groups employees.
This essay examines the ethical concerns which are foremost in the communities in which the Cooperative Group operates. The discussion argues that most important among these ethical concerns are the dual problems of global ethical dilemmas, led by the issues of fair trade and climate change, but also a keen interest in supporting local communities and local suppliers.
Intrapreneurship is an inevitable aspect for the success and sustenance of an organisation that keeps in pace with the changing trends in the market and relies on innovative concepts for growth. Innovative ideas are usually suggested by the research and development experts of an organisation.
Exchange of information and financial transactions to procure goods and services over the Internet is termed as e-commerce activity. For the purpose of business progression, manufacturers, suppliers and distributors also interact via e-commerce system. Majority of organisations in the contemporary world of technological advancements have prominent presence on the web and there a number of brands which do not need bricks and mortar to prove their successful market presence.
In an increasingly global environment, organisations, its people, strategy and marketing, and its structure are finding themselves constantly seeking innovative ways to differentiate themselves from their competitors. The complex business interactions synonymous with modern society has witnessed the consumer gaining in status and decision making power whilst the retailer explores new avenues enabling them to provide superior products and services acting as the differentiator amongst competitors.
Majestic Wine Plc. opened its original wine warehouse in 1980. This Wood Green, North London warehouse merged in 1991 with Wizard Wine, which, at that time belonged to Iceland, the frozen food group, (Sunday Times, 2010, p1). Majestic Wine was listed on the Alternative Investment Market in 1996. It acquired Lay & Wheeler In 2009, a specialist in Burgundy and Bordeaux products (Sunday Times, 2010, p1).
The economy is rapidly changing. Whereas it was once focused on production, the economy is quickly becoming knowledge-based; this change of focus has drawn the management consulting firm to the forefront as the core competency of a management consulting firm is, quite simply, knowledge, both formal and tacit (Anand, Gardner and Morris 2007).
The view that TNCs aim to maximise shareholder value is a reflection of the economic model of the firm. This model sees all corporations, including TNCs, as production – distribution units whose sole goal is to provide maximum value to their owners. As such, under this model TNCs will always pursue maximum shareholder value according to the duty that they have to their owners to maximise the return on investment (Coase, 1937).
Culture within an organisational context is a widely explored paradigm. It's nature and mottled definitions have formed the basis of organisational study for many decades. From Handy's cultural forms in the notorious "Gods of Management"3, to the Morganest metaphoric representations of the concept such as, culture as a web, an onion, or an iceberg.
This report has been prepared on the request of the CEO of Crossover Technologies Limited (Crossover), a UK headquartered supplier of a range of services to health care professionals. The company has four major service groups, namely, (a) medical transcription, (b) scheduling, (c) billing and coding, and (d) customised software solutions. With delivery centres in the United States, the UK, India and Africa, Crossover has been growing steadily since its founding in 2000.
The most visible development in the business world of today is the increased use e-commerce. Introduction of e-activities has gravely influenced the consumer buying behaviour across the globe. Organisations that are still left behind in the pursuit of advanced technological development of the business world are threatened by the exceptional success and dominance of e-commerce based organisations. Corporate multinationals on the other hand are intellectually utilising the brick and click method to keep themselves equally discernible in both arenas.
Projectification of the organisational world has resulted in apparent agreement that projects and project management are an efficient means of implementing organisational strategy. By way of a literature critique, discuss this statement exploring the content, limitation and inherent problems of the strategic alignment of projects.
Quality assurance systems are an important element of any business strategy. As Porter (1985 and 2004) suggests, quality is now seen as a major force for gaining competitive advantage, particularly with the consumer. There is no commercial activity where this is more important than in the hotel sector. As Yavas et al (1995) state, “the question is no longer whether to have quality assurance programmes, but rather how to make these programmes work,” within this sector of hospitality.
“It is said that life without chocolate is like a beach without water” (Christou, 2009). The UK Chocolate confectionary market is the largest within the European Union (30 percent of the EU market) with British citizens consuming more chocolate than any other EU nation (Barnett, 2006). Within the UK adults are the primary consumers eating £3.5 billion a year compared to children who consume £390 million a year, with the over 55’s the highest consumers of all adults (Scott-Thomas, 2009) Twenty-one per cent of the total chocolate and confectionery sold in Britain is consumed by people above the age of 55, who spend on average £700 yearly (Datamonitor, 2005).
In conducting the research for this coursework a number of sources of data have been used. In the first instance, the bulk of the research conducted has been done making use of secondary sources of research, including books, journal articles, company annual reports and items from the business and trade press. Secondly, where relevant the researcher has also made use of a number of contacts within the retail sector which have facilitated primary research into a number of the companies which have been used as case study examples in the coursework.
This essay presents an analysis and discussion of the strategic position of the Valentinos Personal Introductions Agency and the value/feasibility of an information systems update with regards to the competitive advantage of the business within the UK market. The findings of this essay highlight that the companies computer systems are an important contingent factor in the strength of their organizational culture, their levels of productivity and motivation, and most importantly the maintenance of their strong and valuable reputation.
This paper presents a review of the literature relevant to the topic of intercultural communication in the hospitality industry. It begins with an examination of Brown and Levinson’s politeness theory, followed by a critique of Hofstede’s five cultural dimensions and Edward Hall and others’ theories of cultural awareness, concluding with a synthesis of the research on intercultural communication by leading commentators in this field. This analysis thus provides insight into the issues influencing the perception of politeness between the Spanish and English cultures in the hotel workplace.
A PESTLE analysis provides and analysis of six of the key macro level factors which affect a business and the decision which it makes (Grant, 2008). This assignment will apply the relevant factors within the PESTLE framework to the international clothing retailer Next and its subsidiaries. Data upon which the assignment is based comes from a variety of sources including the company's annual report (Next, 2012) and released and well as information from the academic and business press. In order to give the assignment a greater level of focus, the report will be limited to an analysis of the external environment in the UK.
The objectives of a business are to achieve growth, become profitable and to satisfy the customer's needs. Many of the business have not optimally achieved this but Wimm-Bill-Dann has utilized its strategies in achieving a significant growth and this has been through mergers and acquisitions. Wimm-Bill-Dann is a Russian company that deals with dairy products, nectars, fruit juices and baby food. It is a market leader across the Russian territory with its best selling J-7 juice and agusha baby food. Its market extend from Russia, former soviet republics and 10 other countries all with more than 280 million consumers.
Wimm-Bill-Dann has 37 plants in Russia,Ukraine,Georgia and central Asia. The company mission is ensuring that families live a healthy life by enjoying the companies nutritious and beverage products each day throught their entire lifespan. The company has several committees whose aim is to ensure that the company's objectives are achieved. These committees include audit committee, investment and strategic planning committee and personnel and compensation committee. Audit committees goals and objectives is to assist the board of directors in carrying its responsibility in matters concerning preparation of financial statements, ensuring that there is an effective internal control, ensuring liaising and working with internal auditors and keeping with requirement of legislative and normative acts.
Good company reporting is absolutely necessary and vital as it provides valuable information to its shareholders, creditors and other stakeholder groups who may have the interest in knowing the position of the companies and their activities. It is equally important to maintain an equilibrium or balance between the cost of collecting and publishing the information and the cost of finding the information by the respective readers. It does not necessarily mean that adding bulks of information make the report a good one. It is the quality of information that counts.
Government is highly dedicated to affirm that reports maintain a certain degree of quality rather than large and unwieldy information. Trade and Industry Committee (2002) Clarity of purpose is the key to economic success. The companies are most likely to pretend their motto is to maximise shareholders value. Company reports serve the useful information to those interested in the activities of the company, mainly the stakeholder groups. Stakeholders act as nucleus, around which the future activities and strategies would be framed. Company law explicitly guards stakeholder's value in different areas of disclosure. Zairi, M., and letza, S. (1994
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