English for Economic Sciences Adriana Vintean Communication is essential to life and imperative if business is to prosper and survive in a competitive environment. It can be: Verbal - the written word Oral - the spoken word Visual - the illustration Numerical - the written and interpreted number Electronic - using a computer Communication should be received and understood so we must ask ourselves not what we want but what the audience wants. The term communication skills covers a number of defferent areas, including: -speaking clearly, fluently, convincigly. -understanding and responding to non verbal communication(body language). -Producing effective written communications, including briefs and presentations. In business life it' s important not only to be efficient and do your job but also to look and sound friendly, confident, sincere and helpful. Poor communication is the cause of all breakdowns in business relationships. When they try to communicate people go through different stages and the lack of care at any of them lead to confusion and wasted time and energy. 1.The need or desire to communicate with someone else- aiming. 2.The translation of internal thoughts and feelings into an external means of transmitting them as a coherent message- encoding. 3.The transmission of the message(spoken, pictorial, written, body language, tone of voice,
Produce a case study comparing two business organisations, investigating the extent to which each has developed an effective customer service programme, and evaluating the effect of those programmes on customer satisfaction.
Task: You need to produce a case study comparing two business organisations, investigating the extent to which each has developed an effective customer service programme, and evaluating the effect of those programmes on customer satisfaction. The organisations that I am comparing are Marks & Spencer Plc and Tesco. Marks & Spencer Plc (a) Describe the importance of customer service to each organisation. Customer service Their Vision 'Leading standards wherever we trade epitomises the Marks & Spencer approach to both the way we serve our customers and the way we run our business. As one of the UK's leading retailers, we have annual sales in excess of £8 billion. We employ more than 60,000 people worldwide, operate more than 400 stores in 28 countries, and serve tens of millions of customers every week. Whether we're working at home or abroad, within our own stores or in partnership with our franchisees, our Vision, Mission and Values remain the same. Ensuring we meet our customers' needs with appealing, superior quality products at attractive prices.' People are the lifeblood of our stores' success They launched their Foundations For Success programme to set out new ways of working in stores, and new levels of customer service to aim for. The initiative focuses attention on 'power hours', the key time of day when each different store is at its busiest, and everyone
Retailing In India A Government Policy Perspective TABLE OF CONTENTS . EXECUTIVE SUMMARY 5 2. INTRODUCTION 6 .1 EVOLUTION OF INDIAN RETAIL 7 .2 RETAIL FORMATS IN INDIA 8 .3 THE CHANGING INDIAN CONSUMER 10 .4 ANTICIPATED GROWTH IN THE RETAIL INDUSTRY 11 3. ISSUES IN INDIAN RETAILING 12 2.1 THE PROBLEM OF PRODUCTIVITY 12 2.2 OPERATIONAL PROBLEMS IN INDIAN RETAILING 12 2.3 POOR PRODUCTIVITY IN MODERN FORMATS 13 2.4 INDUSTRY DYNAMICS 16 2.5 EXTERNAL FACTORS AFFECTING PRODUCTIVITY 18 4. INDUSTRY STATUS TO RETAIL 24 3.1 PROBLEMS OF NOT BEING AN INDUSTRY 24 3.2 THE NEED FOR INDUSTRY STATUS 25 3.3 STAKEHOLDER BENEFIT ANALYSIS 26 5. FDI IN INDIA: AN ANALYSIS 30 4.1 GLOBAL TRENDS 30 4.2 INDIA'S SHARE 31 4.3 DIRECTION OF FDI INFLOW INTO INDIA 33 4.4 CAUSES AND REASONS FOR LOW FDI INFLOW INTO INDIA 35 4.5 FDI POLICY RECOMMENDATIONS 41 6. IMPACT OF FDI: THE GLOBAL EXPERIENCE 44 5.1 GLOBAL TRENDS 44 7. FDI IN RETAILING 51 6.1 INTERNATIONALIZATION: THE NEW RETAIL TREND 51 6.2 THE INDIAN RETAILING REGULATIONS 52 6.3 THE INDIAN ADVANTAGE 55 6.4 ENTRY ROUTES OF CURRENT FOREIGN RETAILERS 55 8. FDI IN RETAILING: THE DEBATE 57 7.1 FDI IN INDIAN RETAILING: WHY NOT? 57 7.2 FDI IN INDIAN RETAILING: WHY? 59 7.3 INCENTIVES FOR FDI IN RETAIL 62 7.4 REGULATING FDI IN RETAIL 63 7.5 WHAT SHOULD THE GOVERNMENT DO? 64 7.6 FDI IN RETAIL: AN IMPLEMENTATION FRAMEWORK 65 9.
CONTENTS .0 PLAN 2.0 INFORMATION GATHERING 3.0 INTRODUCTION NINTENDO GAMECUBE 4.0 AN INTRODUCTION TO MARKETING 5.0 MARKET RESEARCH 6.0 ANALYSIS OF CURRENT MARKETING STRATEGIES 7.0 MARKETING PLANNING AND THE MARKETING AUDIT 8.0 EXTERNAL INFLUENCES 9.0 THE MARKETING MIX 0.0 SUMMARY OF THE GAMECUBE MARKETING STRATEGY FEATURES OF APPENDIX * NINTENDO GAMECUBE BUYING GUIDE * A GAMES GUIDE TO THE CONSOLES * GAMES LEAFLET FROM EDGE MAGAZINE * GAMING JARGON BUSTER * PRESENTATION SLIDES USED IN THE POWERPOINT PRESENTATION * NOTES AND CUES USED IN THE POWERPOINT PRESENTATION * BLANK SAMPLE QUESTIONNAIRE * SOME COMPLETED QUESTIONNAIRES * EVIDENCE FOR E-MAIL CONTACT WITH THE SONY CORPORATE SITE * ARTICLE FROM THE BBC WEBSITE ABOUT A BOOTS ADVERT * ARTICLE FROM THE BBC WEBSITE ABOUT THE GAMECUBE * ARTICLE FROM AN ADVERTISING WEBSITE ABOUT PROMOTION * ARTICLE FROM THE GUARDIAN WEBSITE ABOUT THE TIMES NEWSPAPER .0 PLAN ABOUT UNIT THREE This unit entitled 'Marketing' requires me to produce a marketing strategy for a new or existing product. The product that I have chosen to devise a strategy for is the forthcoming video games console, "Nintendo Gamecube", which is released in Europe on May 3rd 2002. I will have to carry out research about the principles of marketing; the way that close competitors will compete when the console is released; the strength of the brand
As a short-term business Consultant, I have been hired by Alton Towers PLC to find out information about the magical theme park, and produce a report.
Contents page * Chapter 1 - Introduction Page 2 - 11 * Chapter 2 - Departments within Alton Towers Page 12- 24 * Chapter 3 - Culture and management styles Page 25- 35 * Chapter 4 - Input of ICT Page 36-47 * Chapter 5 - Production and quality Page 48-55 * Chapter 6 - Bibliography Page 56 * Chapter 7 - Appendices Page 57 CHAPTER ONE - Introduction Introduction As a short-term business Consultant, I have been hired by Alton Towers PLC to find out information about the magical theme park, and produce a report. The report will include details about Alton Tower's objectives, structure, organisation, and channels within the business, culture, communication, quality assurance and control system. In order for me to complete the report I will need to investigate the running of Alton Towers carefully. Historical background Alton Towers has a large and interesting background history, which can be dated all the way back to the 8th Century when the towers was a fortress and was held by Ceolred, the king of Mercia. The castle remained upon this ownership up until 1412 when the Earls of Shrewsbury taken over the Tower
REPORT TITLE: MANAGING HUMAN RESOURSES IN MARKS & SPENCERS Terms of Reference I will be producing a report on how Mark and Spencer manages human resources, the report I will carry out will be a full detailed reports looking at the process of the human resources is carried out by Marks and Spencer. Procedure I will carry out my research by using the Internet for information on Marks and Spencer 2 I will also be using the Heinemann AVCE Business book. 3 I will visit the Marks and Spencer stores in my local area to find out how they operate in the human resources function. Introduction This report has been written in order to show how successfully the company - 'Marks and Spencer' is in running its human resources department in order to meet its business objectives. The report has been divided into four parts to ensure a comprehensive coverage of Marks and Spencer has been researched and also to give the report a main structure of the human resources departments. Part 2 will be discussed in depth. Part 1 = Planning Part 2 = Recruitment & Selection Part 3 = Training & Development Part 4 = Performance Management This unit provides an insight into how businesses recruit and manage their human resources. It shows that if businesses are to achieve their objectives, they must plan their human resource function so that they have the right number of employees with the
E1: Accurately describe the responsibilities covered by the human resources function in the business, showing a thorough unde
E1: Accurately describe the responsibilities covered by the human resources function in the business, showing a thorough understanding of the importance of these resources to the business Introduction I am going to look at a tyre company called 'Bridgestone'. Bridgestone is a limited liability company based in Japan but who are expanding through out the world and therefore there are many employees working for this company about 110,000 in 2003. The most valuable resource in business is its people, or human resources. There is a direct relationship between the quality of the workforce and business success. Human resource management used to be called personnel management which was a function limited to recruiting, selecting, rewarding, managing and developing employees and it meant that employees were costs to the business and had to be controlled and kept to a minimum. However things changed in the 1990s from personnel management to human resources and this approach has changed to support employees to fulfil their own needs and aspirations and to meet the objectives of the company. Employees started to be recognized as resources and therefore this encouraged investment in training and development and other activities which increase the worth of these investments. The human resources department is important because it manages one of the business's most important and
Case Study: The Home Depot Preface This Essentials of Strategic Management assignment has been made by three persons which have been working together and individually to finish the assignment properly and in time. Secondly, we would like to thank the company whose websites we were able to visit and use, to get additional information that we could use for leading the assignment of Home Depot to a successful ending. We can say, that it was a pleasure to work on this assignment and would, in the third place, like to thank each other. The persons who worked on this assignment, for the effort and time that is put in the assignment, that brought us to this finished version. Content .Preface 2.Introduction 3.Problem definition 4.Summary 5.Conclusion 6. Chapter 1: External analysis of Home Depot Inc. 7. Chapter 2: Internal analysis of Home Depot Inc. 8. Chapter 3: Strategic forces. 9. Chapter 4: Core Competencies Home Depot Inc. 0. Chapter 5: Distinctive Competencies Home Depot Inc. 1. Chapter 6: Competencies transferred to different markets 2. Chapter 7: Large box (endless selection) versus smaller stores 3. Chapter 8: The home improvement industry. 4. Chapter 9: Corporate Stock 5. Chapter 10: Competitor strategy 6. Chapter 11: Corporate Strategy 7. Chapter 12: The corporate culture of Home Depot 8. Chapter 13: Strategic Managers 9. Literature
Bachelor Thesis International Business Administration: The Quest for Optimal Asset Allocation Strategies in Integrating Europe Faarnaz Chavoushi Erasmus University Rotterdam May 2004 Abstract: This paper examines the effect of the process of monetary and economic integration in the EMU on the optimal diversification strategies for the mean-variance optimising investor. Previous literature has mostly focused on the relative importance of country versus sector effects for the explanation of stock returns, but following Ehling and Ramos (2002) and Moerman (2003), this paper takes a more practical approach to the question at hand. It aims to directly investigate the evolution of the optimal diversification strategy since the establishment of the EMU. The methodology is based on the portfolio theory first introduced by Markowitz (1952), as well as the mean-variance spanning test initiated by Hubermann and Kandel (1987). The paper finds that different diversification strategies have been optimal in the four different subsample periods specified, and that no clear trend is to be detected, except that diversification over both industries and countries has always been superior. These two findings cast doubt on the traditional top-down allocation strategy which is widely been used by most investment institutions, and which conventionally focuses on geographical
TABLE OF CONTENTS SECTION 1 Introduction 1 SECTION 2 Vision 2 Mission 2 Objectives 3 Strategic Planning 4 Business Ethics & Conduct 5 Inspiring Relationships 7 Nation-Wide Distribution 10 Corporate Information 11 Awards and Achievements 12 Corporate Citizenship 14 SECTION 3 Organizational Structure 15 * Organizational Structure Of Head Office 16 * Hierarchy In Bahawalpur Branch 18 SECTION 4 Groups and Divisions 19 . Operations And Credit Group 19 2. Corporate Banking Group 21 3. Retail Banking Group 23 Products of ACBL 27 SECTION 5 Departments of ACBL 29 . General Banking i. Account Opening 29 ii. Bills And Remittances 38 iii. Deposit Department 43 iv. Cash Department 48 2. Credits And Advances Department 51 3. Foreign Exchange 68 Online Banking 81 Internet Banking 82 SECTION 6 Summarized Performance 88 A Decade of Performance 90 SECTION 7 Financial Analysis 94 SECTION 8 SWOT Analysis 106 SECTION 9 Suggestions 112 Conclusion 113 Future Out Look 114 SECTION 10 Annexure INTRODUCTION Askari bank was incorporated in Pakistan on October 9, 1991, as a public limited company. It commenced its operations on April 1,