Investigating The Companies Of Tesco And Oxfam Business Essay

Investigating The Companies Of Tesco And Oxfam Business Essay Tesco is Britains largest retailer, and it is the third largest grocery retailer in the world. Tesco is a profit making business which started out by selling groceries, but now they sell a whole variety of products from tea bags all the way up to televisions. The purpose of Tesco is to please every customer and keep them loyal for a life time, as this saying says on their website. Our Core Purpose is to create value for customers to earn their lifetime loyalty. The aims and objectives of Tescos are; To capitalize on sales Develop and maintain the number one retail business in the UK. To outperform rivals and remain the market leader. Highest aim of Tesco is to maximize revenue. To supply goods/services that is low-priced and affordable to consumers or the public Tesco would want to expand their business buy making new green buildings for their stores to keep their carbon footprint down. By doing this it would appeal to wider customer bases who believe in environmentally friendly buildings are to be built to sustain global warming. On the other hand Oxfam is a charity organization, which was formed in 1995 by a group of independent non-governmental organizations. Their objectives are to work together for a superior effect on the global stage to reduce poverty and injustice. Oxfam is a world front-runner in the delivery of emergency aid; Oxfam also implants long term development programs in weak societies. Also Oxfam help people to campaign with people and organizations for things such as; Ending unfair trade Demand better health and education services for all. The aims and objectives of Oxfam would be; Support third world nations in any way they can. Get rid of poverty, distress and suffering. Educate people about natural disasters and the effect this has on poverty. To campaign for a fair-minded world. Encourage western nations to aid poorer third world countries. Oxfams main concern would be the donation of food to relieve famine, over the years Oxfam has developed plans to fight the causes of famine. In addition to food and medication Oxfam also offers tools to allow people to become self-sufficient. Ownership Tesco is a Private Limited Company or Plc., it is owned by several people or thousands of people. The reason Tesco is a Plc. is because of the sheer size of the business, it is huge. Due to its size it would be tough to raise sufficient funds for Tesco if it was owned by a sole trader or by partners whereas in a Plc., the company is owned by shareholders who fund the company. This happens by the people buying shares in the company and becoming shareholders. Sometimes this may seem more appealing to people who are investing because they have the bonus of limited liability. Limited liability is where if the business goes bankrupt then you only lose the money that you invested. Unlimited liability relates to soul traders and partnerships if one of these were to go bankrupt then they could lose all their personal assets over it and the money they put into it. Stakeholders influence the purpose of Tesco because if it werent for the investors then the business wouldnt be able to run. The investors invest their own money to better the business and receive a profit. This is how the following could influence the organization; Customers Customers would want to be treated equally and with loyalty or they would go elsewhere, Tesco could lose customers. Employees Employees want better pay or theyll treat the customers in a poor manner so this would mean the customers would go elsewhere. Shareholders Shareholders invest their own money into the business and want great returns or the share values would decrease in value. Pressure groups Pressure groups could stop the business from opening stores in small communities, which would affect many small businesses. Trade unions Trade unions want staff to be treated fairly, equally and with respect. Also to be paid reasonable wages irrespective of age, race or gender. Suppliers Suppliers want fairness in business trading or would give the company a bad reputation. Government Government want their taxes paid, also to reduce unemployment in the local areas. Local community the community could protest against Tesco or boycott the business, if they damage the local environment or wildlife. Oxfam is a charity so they wont be owned by anybody, but there will be paid staff and a CEO. The CEO would deal with all the staff and media, but all the choices would be made by a panel of directors. The panel of directors would be chosen by the individuals who pay (donors/associates). The directors have the duty to follow their members or associates desires and do what they aim or set out to do. I.e. help third world countries or provide health and education to the poor. For Oxfam the stakeholder which would be the panel of directors would influence the organization because, if they were not to listen to their members/donors thoughts then they could make the wrong decisions for the organization and this could possibly put the organization out of business. I.e. if the directors were to ignore their members then no one would support Oxfam and could damage the business. This is how the following could influence the organization; Customers Customers want to be treated fair and equal or they could go to another rival charity. Employees Employees could be working voluntary or on a wage but either way they would want to be treated respectively, regardless of age, race or gender. Shareholders Shareholders within Oxfam would be the directors. They would want whats best for the business because it is a charity and it isnt a profit making business. Pressure groups Pressure groups could stop Oxfam from using plastic bags for their organization as it is not very economical. Trade unions Trade unions want staff to be treated fairly, equally and with respect. Also to be paid reasonable wages irrespective of age, race or gender. Suppliers Suppliers could provide free clothing to the charity but they could be in bad condition and this could affect how the charity would sell them. Government Government want their taxes paid. Local community the community could protest against Oxfam for not asking from clothes around the community instead of importing them from abroad. Tescos Organization chart As you can see Tescos organization chart is a hierarchical structure and a complex structure because Tesco have many levels of hierarchy and many leaders of certain departments. This means or shows that the power of owning the business is spread out. I.E. the people at the top of the chart (Chairman) and people at the bottom of the chart (employees) can make decisions about what happens within the business. Also each store in the Tesco series of supermarkets has a store manager who makes decisions regarding the store he/she is managing. Then all the managers in the region or area report the information to their regional manager. Tesco has a distributed organizational structure and the advantages of these are; Senior managers can concentrate on the most crucial decisions. Decision making powers held by the employees, may motivate them and increase their work ethic. Responses to challenges and alterations are much quicker in a distributed organizational structure. The span control Tescos has many leaders and people as heads of certain departments. This makes it easier for them to manage and control their employees and staff. Tescos have divided the responsibilities for leaders to look after certain amount of people. Oxfam Organization chart Oxfams organizational structure is based on just making enough money to cover costs. As you can see In the chart above everyone is working together to achieve a goal. Oxfam doesnt have many head of departments as Tesco, because they have teams based at different places around world and all work together. Directors The panel of directors would make the choices for the charity and take on board the views of the members/associates. Finance the finance department would look at the records of Oxfam, and provide the directors with information that they can use for future decision making. i.e., the cost of donating charity to the remote places in the world. But the directors would need to be continually conscious of their financial state, or could harm the business in future without knowing so. Staff and volunteers staff and volunteers could keep the charities income raising by selling the products within the store, and working as hard as possible for the business. Fundraising and supporter making decision Fundraising is key for Oxfam to survive because; it relies on people providing money so they could help needy people around the globe. Oxfam also take into account their donators and supporters views to better their services. International aid this is where Oxfam supports and helps people all over the world. They do this only by the money they are provided with from certain people and organizations. Span control Oxfam has many teams around the world that manage certain amount of employees/volunteers. So the employees are supervised and get their work done effectively. Style of Organizations The style of Tescos organization is very organized and very direct. Their aim is to please the consumer/customer as best they can. But their main purpose would be; To make money and capitalize, if it doesnt do that, it cant exist. Tesco is a major retailer in grocery and all-purpose retailing. To provide excellent quality goods and services to their customers Tesco mission Creating value for customers, to earn their lifetime loyalty. Tesco values Tescos fundamental purpose is to create value for consumers to earn their lifetime loyalty. The supermarkets success relies on their customers, i.e. if the customers like what Tesco are offering and doing then they are more likely to come back and shop with them again. To understand customers Be first to meet their requirements Act responsibly for the surrounding communities To work as a team Tesco objectives and Strategic aims to capitalize on sales Grow and maintain number 1 retailer in the UK To outshine and outperform competitors They would want to be able to keep their carbon foot prints down by making energy efficient buildings. Also to achieve specific targets that the business wants to achieve, like if they wanted to make a certain amount of profit a year they would have to change or adopt a business plan to achieve their goal. SMART Specific make a certain amount of profit a year Measurable Within a year Achievable Very possible to reach the target Realistic positively realistic Time specific it would be achieved within a period of a year Strategic plans allow a business to achieve its Purposes/objectives; they are based on whats going on during the current marketplace. So Tesco must do its research to find out lots of information about its customers, sales, competitors, market shares etc. Tesco strategic process making their shopping spree as relaxed as possible continually seeking to reduce their prices to help you spend less offering the convenience of either large or small stores bringing simplicity and value to complicated markets Oxfams organization is more based on working together internationally to achieve greater impact by our collective efforts. Also to work mostly through local responsible organizations, pursuing to strengthen their authorization. Oxfam mission and values are to; Further Oxfams common goals Promote, assist and co-ordinate collaboration among the Oxfams where this will result in a greater impact of the sum total of their joint efforts Protect the Oxfam name and enhance its standing. http://www.oxfam.org/en/about/what/mission Strategic aims and objectives aim to help the poor in the developing countries and to try and make a change in a persons life. To address structural causes of poverty and related injustice Help people directly where capacity is inadequate or unsuitable for Oxfam purposes To have peace and substantial arm reduced for development SMART objective Specific To reduce poverty and hunger for the poor Measurable within 10 years Achievable with hard and dedication yes Realistic with hard and dedication yes Time specific within 10 years of starting development in poorer countries M1 The points of views from different stakeholders would vary because they would have different opinions on certain topics. For example the customers who hold a stake in Tescos could want cheaper prices for customers, but on the other hand store managers could go against lowering prices as this could lead to not making enough profit. Or they could have to sell more products to break even. Customers customers points of views or opinion if they were to effect Tesco strategic aims and objectives would be about the service they receive. As a customer you would want to receive the highest level of customer service from such a big store like Tesco. I would think that most of Tesco strategic aims are based around or on their customers feedback, like if they wanted to expand into other areas of business, like selling hardware and home furniture they would have to see if customers were interested and would they actually buy from them. We are used to seeing Tesco in all places as they are looking to expand and dominate their competitors. This would be good for customers because Tesco would expand and open large stores giving jobs and services to customers and local people. Oxfam customers The customers of Oxfam would expect Oxfam to claim more aid etc, to meet their specific aims and strategic aims. They would also expect Oxfam to open many stores across the nation to help provide jobs and aid for suffering people, also to provide customers/local people with jobs and by opening more stores this could help raise the amount that Oxfam donate to suffering people. Customers that influence the charity would like to see more posts for voluntary work which could help them reach their objectives and aims in the specific time. Tesco suppliers the suppliers of Tesco would benefit from their strategic aims and objectives because Tesco are always looking to expand. This would mean more demand for products from their suppliers, also meaning that more stores are open and more jobs made for people. This indicates more revenue made, and more cash spent on suppliers for products. The supplies would be needed throughout the world and would need to be reliable because Tesco would rely on their supplies heavily. Tesco would rely on their suppliers to deliver goods and products to all their stores nationally and internationally, so suppliers would be needed around the world, in order to cope with the demand of products that Tesco require. The strategic aims and objectives would give the suppliers of Tesco a good contact

Kodak and Fujifilm Essay

Growing up in a family that loves taking pictures and capturing moments. Kodak and Fujifilm played a huge role and are known companies to me and to many other households around the world. When it comes to the history and the competition few people know. The difference in management strategies plays a key role in the way the two companies’ embraced innovation. Complacency and slow adaptation dominated in Kodak Company while Fujifilm embraced innovation spirit and diversified in all aspects to ensure market relevance. Each of the company’s approach to ethics and social responsibility clearly reflects in both company’s profitability. With an aim to give back to the community and exercise ethical practices, production standards were maintained that satisfied consumers on both ends. A possible change of decision-making process that could embrace flexibility would be the best way to ensure diversity and innovation in any organization History George Eastman who was the founder of Kodak built a foundation of business on four basic principles: mass production at low cost international distribution, extensive advertising and focus on the customer at the age of fourteen he had to quit school and work to support his mother and two sisters. He took a job as an insurance messenger boy and was paying $3.00 a week. In 1874 at the age of 20 he became a junior clerk at the Rochester Saving Bank were there his salary tripled to $15.00 a week. In 1878 when Eastman took a trip to Santo Domingo in the Dominican Republic one of his  colleague that he record the trip. Eastman had fascination about the complicated with the compelling activity of photography. In 1879 Eastman invented an effective dry – plate formula and the machine that coat the plates in large numbers. By April 1880 he leased a small office in a building on State Street in Rochester, NY and began to manufacture dry plates. Henry A. Strong a local businessman investor and in 1881 Eastman resigned from the bank and Strong and him founded Eastman Dry Plate Company. The company did have a mishap that almost shut down the company when the dry plates that they sold went bad. Eastman came up with a quick solution to recall all of the bad plates and to replace them with good ones. In 1888 the Kodak came debuted the slogan stated â€Å"You press the button, we do the rest†. Kodak made the process of taking pictures and developing easy and accessible for everyone. In 1889 celluloid replaced paper film in the camera, and then by 1891 a factory was open in factory in Harrow in north London. The Brownie camera was introduced in 1900 which was named after the famous cartoon. In1925 Eastman retires at the age of 78 in 1932 he committed suicide . In 1930 Eastman Kodak Company launched on Dow Jones Industrial Average Index where in remain for the next 74 years. Throughout history Kodak has been used to capture historic moments such as Apollo 11 in 1969. Kodak was the first company in 1975 to build an actual working digital camera. By 2004 Kodak stop selling camera with film to increase popular digital alternatives. When CEO Antonio Perez took over in 2005 Kodak was the largest seller of digital camera in the U.S. revenue .By 2007 they fallen to fourth place and by 2010 was seventh place. By2011 Kodak’s shares fell more than 80% and has struggled to maintain market share and they were hit a huge pension costs for workers. With the changes in new technology Kodak was not prepare well. The company decided in 2012 to file bankruptcy protection. The company has worked out a credit plan with Citigrioup for 950 million to keep it afloat. History Fujifilm, formerly registered as Fujifilm Photo Film Co., Ltd. was started in 1934. They became established in the U.S. in 1965. Its core business much or less reflected the businesses that made Kodak prosper in the US:  photography and imaging. The company monopolized the Japanese market, ranked second placed in photography film usage after the US. Its ambitious management ventured overseas in the mid-90s without a fear of the already established Kodak. Despite its slow growth in the overseas markets, Fujifilm developed production bases outside its hub. A joint venture with Rank Xerox, a U.K based Limited company, strengthened Fujifilm’s position in the global market. A breakthrough was imminent in 1984’s Olympics held in Los Angeles which is Kodak’s home turf. Gradually, Fujifilm started eating into Kodak’s shares in the US due to near-equal products that were cheaper and actively marketed Fujifilm’s core businesses diversified faster with realization of looming transition by the management. Its imaging domain not only focused on personal, family and media moments but also diversified in the health sector. Its main businesses include film, photographic color paper, photographic equipment, medical equipment that included X-rays, and chemicals. More recently, Fujifilm’s early preparation to satisfy the fast-changing needs in the digital world ensured it widened its business scope to digital cameras, panel displays, printers, photocopiers and a variety of optical devices Management Approaches Kodak’s management approach on pursuing innovation by representing the latest innovation in the company’s consumer inkjet portfolio, marrying effortless connectivity with Kodak’s unique combination of high quality output and affordable ink. Kodak is committed to providing customers great value and lowest total ink replacement cost and exceptional cost per page. Fujifilm’s management approach on pursuing innovation by increasing a range of fields from imaging to medical systems. Fujifilm also became a much diversified company than Kodak by having a longer term vision in store and by investing a lot. Kodak’s Ethics and Social Responsibility Approaches Eastman Kodak Company is committed to operating in an environmental, ethical, and socially responsible manner. This commitment includes maintaining safe facilities and operations and providing goods which are safe and minimize environmental burdens throughout their business life cycle. Kodak’s Supplier  Standard sets an expectation for supplier health, safety, environmental, labor and ethical performances, and formalizes expectations in which they have always asked suppliers to commit to. In 2004 Kodak were praised in the â€Å"Business Ethics† magazine for anti-discrimination policies for gay, bisexual, and transgender employees. Kodak also believed in fair treatment of minorities and women and overall their employees. For years, Kodak has played a key role of social responsibility in Rochester, New York, where the headquarter is located. Charitable donations were for years made to the symphony hall and the orchestra club hosted at the same venue. This act paid off as the company maintained its customer and got even more customer for the way it gave back to the community. Further, tax abatements were considered for the company in its role of contributing huge sums to a community project. Kodak had given the drive of the donations where it is in favor of the shareholders’ interests. Acting otherwise rather than in the best interest of the company’s shareholders to increase their wealth and create good faith with the population would be deemed unethical by all measures. Quality products produced by the company were a result of an honest recruitment process. The company ensured it only recruited the best talent to ensure maintenance of quality assurance. The process involved was undeniably ethical and in a big part contributed to the profitability of the company. Kodak’s single-use recycling program ensured that over 70 million pounds of waste was avoided. This promoted Kodak’s image as an environmental friendly company, as well as ensured that it saved resources from having to acquire new raw material for manufacturing. Fujifilm’s Ethics and Social Responsibility Approaches Fujifilm holds in high esteem the ethical and social responsibilities it is obligated to provide. In 2004, the company formed action standards of ethical and social responsibility values the company had to comply. This was inclusive of all affiliates of the company, especially the double venture of Fuji Xerox. The guidelines have since been observed by every employee, uplifting the work standards and thus providing efficiency that translates  to profitability. . The company has formed an Ethics and Compliance hierarchy that is aimed at promoting ethical and corporate social responsibilities. Fujifilm believes compliance includes acting correctly in the light sense of common sense and ethics. Fujifilm compliance statements are in all aspects of their corporate activities they emphasize compliance and endeavor to create new value. If compliance requirements conflict with business profits or the demands of third parties, they give priority to compliance. An open, fair and clear corporate culture is the basis for all their activities Kodak and Fujifilm Adapting to Changing Market Conditions Kodak management failed to a new marketplace and new consumer attitudes, they focused on selling new product thinking that its new digital technology would cannibalize its film business. Instead of marketing the new technology the company held back from fear of hurting their film business. Most of Kodak’s strength was its brand and marketing, they began to fail when they underestimated the threat of the digital. Fujifilm management were prepared more to adapting to the changing in market, they realized that there was a need for them to develop an in-house expertise within new businesses. Fujifilm also focused on applying its technologies to new areas for instance today, Fujifilm has a medical imaging equipment business in which is growing quickly. Openness: A company with a management open to the democratic perspectives of other employees and customers is one of the best ways to adapt flexibility in the decision-making process. Openness will allow free flow and exchange of ideas, information, tasks and new perceptions of various processes (Sharfman & Dean, 1997). Recursiveness: This is a term used to define the repetitive process of formulation and implementation. Feedback is a significant part of this model as the decision-making team will always rely on the feedback, negative or positive to refine their decisions. This method goes against the perfect decision making hierarchy of problem definition, followed by search, analysis and eventually choice and implementation (Sharfman & Dean, 1997). Globalizing R&D: This is a model that would delocalize the centrality of r esearch and development. This would eventually increase the scope of decision makers’   perception. Limiting research to an area reduces the chance to get global feedback especially if a brand aims at conquering global markets. Companies today should build flexibility to back up its decision-making process in order to adapt to changing market conditions by these three recommendations: 1. Have an enterprise mindset that will be open to change. 2. Be able to adapt the company’s design to changing conditions. 3. Make decisions interactively using a variety of method.

Fall Of Rome CCOT Essay

Rome fell due to a plethora Of reasons such as economic instability and succession issues. However, a major factor that contributed to the fall of Rome was the invasion of the Germanic tribes. The Germanic tribes were outside invaders who attacked the borders of the Roman Empire and created political disruption which inevitably lead to the fall of Rome. In 200 CE, Rome was at its height. But after the fall of Rome, Europe turned to feudalism. After the fall of Rome in 476 CE, Europe socially stayed the same. In 200 CE, Rome was socially stratified, meaning that it was hierarchical with people in different classes.At the top were the king and his patricians. Then, there were the nobles. Subsequently, there was the merchant class. And finally, at the bottom of the social hierarchy, there were the common people who included freed men and women, and slaves. Rome was also patriarchal, meaning that the father or man in a family or clan was supreme. In other words, men were superior to wome n. Thus, women were oppressed in Rome during this period. After the fall of Rome in 476 CE, when Europe turned to feudalism, Rupee's social structure virtually stayed intact.However, women's lives did slightly get better probably because their roles increased as economic conditions worsened. They were most likely needed more often to keep up the barter economy and care for the children and household. Thus, they would have higher roles. Rome flourished politically in 200 CE. The Roman Empire was large and in it was a very strong powerful bureaucracy. Under this empire and bureaucracy, power was centralized and the empire was stable. The Roman law code assured a safe and civilized environment.Also, the empire contained a vast, strong military to protect the region from outside invaders. After the fall of Rome, this region experienced major changes. There was no longer a Roman Empire. Instead, this area turned into feudal Europe as the political system. There was no longer a king, bure aucracy, or someone at the top Of the hierarchy, and so, power was decentralized. The church rose to fill in this gap of leadership and stabilize this Mediterranean area. Politically, very little dated the same because there was no longer a Roman Empire but rather a feudal Europe.Europe probably turned to feudalism because it had no other option now that the political system collapsed. This area desperately needed to regain stability or otherwise turn to anarchy. As a result, Europe would have established a feudal system to prevent that from happening. Economically, agriculture and trade were the basis of Roman economy in 200 CE. They traded with surrounding regions which increased revenue for the Empire. They were also involved in long distance trade with China through he Silk Road.This allowed them to enjoy more luxuries such as silk that they could not create themselves. Overall, they had fair flung trade. After the fall of Rome, this area saw many economic continuities and chang es as it struggled to cope with worsened conditions. A major continuity was that farming and agriculture remained crucial. Trade shrank and became a barter economy which was one of the changes that took place. Some other changes include a more localized economy since cities shrank. Trade also shrank because there was no more long distance trade with the Chinese.Manorial rose and guilds Were developed. Economically, this Mediterranean region experienced changes and continuities alike as a result of the fall of Rome. Agriculture probably remained the basis of economy because it is unlikely that people would abandon their traditional farming techniques which began sedentary life in Europe first of all. Trade would have shrunk because chaos within the country made it very unlikely that they would be connected to foreign countries through trade. They had to get themselves in order before they could do business with other places.Finally, cities shrunk as a direct result of the fall of Rom e and could only be reinstated after stability in Europe was restored. Moreover, the political transformation of the fall of Rome in 476 CE contributed to social, political, and economic continuities and changes in the cultures of the Mediterranean region during the period be;en 200 CE and 1000 CE. Socially, there were still distinct social classes and a patriarchal society but women enjoyed more freedom after the fall of Rome than they did before because their roles would have increased in order to keep up with he barter community.

Essay The Thought Process of Shakespeares Hamlet

The Thought Process of Shakespeares Hamlet If Hamlet from himself be taen away, And when hes not himself does wrong Laertes, Then Hamlet does it not, Hamlet denies it. Who does it then? His madness. Ift be so, Hamlet is of the faction that is wrongd; His madness is poor Hamlets enemy. (V.ii.230-235) Hamlets self-description in his apology to Laertes, delivered in the appropriately distanced and divided third-person, explicitly fingers the greatest antagonist of the play†¹consciousness. The obligatory cultural baggage that comes along with Hamlet heeds little attention to the incestuous Claudius while focusing entirely on the gloomy Danes legendary melancholia and his resulting revenge delays. As Laurence†¦show more content†¦The chief definition of thought revolves around the basic concept of the mental process: The action or process of thinking; mental action or activity in general, esp. that of the intellect; exercise of the mental faculty; formation and arrangement of ideas in the mind (OED, 1a). A further subset of definitions can be catalogued into a Manichean vision of positives and negatives and which equally apply to Hamlets central consideration of consciousness as a blessing or a curse. There is a stress on thoughts potentiality which fits with Hamle ts obsession with the infinitude of man: Conception, imagination, fancy (OED, 4c). But following this comes the negative view of thought as quasi-action, a direct link to Hamlets stall tactics: The entertaining of some project in the mind; the idea or notion of doing something, as contemplated or entertained in the mind; hence, intention, purpose, design; esp. an imperfect or half-formed intention; with negative expressed or implied = not the least intention or notion of doing something (OED, 4d). Similarly, the past neutral sense of Remembrance, Å’mind (OED, 5e) is countered by the negative anticipatory connotation of: Anxiety or distress of mind; solicitude; grief, sorrow, trouble, care, vexation (OED, 5a). This current of duality is important to keep in mind as we explore itsShow MoreRelatedLove Thy Mother Most Peculiar Essay1235 Words   |  5 PagesAbstract: Does Hamlet, a character in Shakespeare’s historical play, have the Oedipus complex? Do we truly understand the semantics of the Oedipus complex? Many critics have had different opinions. 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