Human resource strategy proposal for bp

Human resource strategy proposal for bp 1.1 Introduction The changes in business and the impact of globalisation on increased competitiveness have pushed organisations to incorporate a strategic approach to human resource management (HRM) to achieve competitive advantage. Strategy is defined by the Chartered Institute of Personnel and Development (CIPD), (http://books.google.co.uk/books?hl=enlr=id=zXG_lJ8BrMwCoi=fndpg=PR9dq=the+key+to+improved+business+performanceots=GLUULx2eFZsig=I9jHj5YhE5QIBmWYn-o-U0NvDlc#v=onepageqf=false).[Online].(Accessed 05 Mar. 2011) as a plan that integrates the goals, policies and action of an organisation into a cohesive whole. Fundamentally strategy is concerned with achieving a competitive advantage. By adopting a strategic approach to HRM, organisations seek to manage its human resources in a coherent approach that replicate the business strategy. CIPD views strategic HRM from two main perspectives, CIPD, [Online].(http://www.cipd.co.uk/subjects/corpstrtgy/general/strathrm.htm?IsSrchRes=1).(Accessed 05 Mar. 11); The ways in which an organisation achieves its business goals by putting in place activities that support and guide employees behaviour. And the manner in which the human resources and activities are planned to achieve the business goals. Therefore, strategic HRM is an integrated approach that aligns the internal and external context of an organisation for organisational performance, that is, a strategic fit between strategic intent and organisation resources. In order to suggest an appropriate human resource strategy for BPs human resource issues (appendix), this paper shall adopt an integrated approach to the various views of strategic HRM; Best Fit, Resource Based and Best Practices approach. 1.2 Best Fit The best fit view is all about the vertical integration. It is a contingency view in which an organisation links its business strategy (external market) and individual performance (internal environment) to create an effective HR policies and practices and achieve competitive advantage. Beardwell J and Claydon T., Human Resource Management: A contemporary Approach (Prentice Hall, 2010) used the life cycle and competitive advantage model to explain the best fit approach. The life cycle model links the appropriate HR practices to the different stages in the life cycle of a business. This model suggests that the HR policies at start up will differ with those during an organisations growth, mature and decline phase. Drawing evidence from BPs website, a statistical review in June 2010 by then BPs CEO, Tony Howard, BP,(http://www.bp.com/sectiongenericarticle.do?categoryId=9023752contentId=7044473).[Online ].(Accessed 05 Mar.2011), shows a sharp decline on record in global energy consumption and falling energy prices caused by global recession which is likely to continue in the long term. This decline in global energy consumption will affect energy companies especially BP which is a major player in the energy market with its huge global presence. Assuming this trend continues as predicted, this would set BPs business life cycle at its mature or decline phase. This means the HR strategy for BP will be one of downsizing and redundancy of employees but which needs to retain viability and contribute to sustainable competitive advantage. This dual strategy will enable BP to master the present while preparing for the future eventualities. A proposed strategy will be to retain high performance staff, recruit less and train staffs to multi task. On the other hand, the competitive advantage model argues that HR practices work best when adapted to the competitive strategy; Redman T and Wilkinson A., Contemporary Human Resource Management (Prentice Hall, 2009). The model identifies three types of strategic behaviour which can be linked to BPs HR practices: defenders, prospectors and analysers. Defenders operate in small niche market producing high quality products and services backed by high prices. Prospectors are more flexible and use innovative strategy to change product line quite often. Analysers are less innovative but stable and efficient and will only enter the market when it is risk free. Evidence from BPs website, (http://www.bp.com/productlanding.do?categoryId=9025115contentId=7047794).[Online].(Accessed 05 Mar. 2011) shows that innovations and technology and an efficient energy are a priority to tackle the challenges to meet energy demand and environmental concern. Therefore, to gain competitive advantage BP could adopt a dual strategy of make defender and buy prospector to remain both innovative and efficient at a lower operating cost. That is a make strategy that invests in employees to seek efficiency and a buy strategy for new technology to remain innovative in the market. This is a similar dual strategy approach that has been successfully used by the Singapore Airlines (SIA), (http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/pop/articles/singapore_airlines.pdf).[Online].(Accessed 05 Mar. 2011) that adopts a cost reduction strategy while providing premium services. The best fit view has been strongly criticised for its lack of flexibility in a dynamic changing environment. To achieve dynamic fit and given that BP is; an innovative, a high risk taker, results oriented, flexible to change, quality and process focus company, it should develop a human capital pool with these broad range of skills that will promote behavioural flexibility among its employees. This should help solve the problem of flexibility in changing environment. 1.3 Resource Based View (RBV) The resource based view is a paradigm shift from the best fit approach that draws on the internal resources of an organisation. It is particularly applicable in unpredictable external environment and focuses on achieving uniqueness and sustainable competitive advantage through the manipulation of an organisations resources. The VRIO (Value, Rarity, Inimitable, Organisation) framework, Beardwell J. and Claydon T., Human Resource Management: A contemporary Approach (Prentice Hall, 2010), is a useful tool to explain RBV relationship and formulation of a strategy. Value is all about the impact of HR contribution through improved customer service and customer added value. Rarity is simply to exploit rare characteristics of the firms human resources to gain competitive advantage. Inimitability means recognising an organisations unique history and culture to develop unique practices and behaviours that make it difficult for competitors to copy. Organisation is integrating internal resources into a coherent system so that they can capitalise on adding value, rarity and inimitability. The VRIO framework has been successfully used by the Singapore Airlines, (http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/pop/articles/singapore_airlines.pdf).[Online].(Accessed 05 Mar. 2011) to develop a set of unique characteristics such as replacing its fleets more frequently than do its competitors. As a result, its fleet is young and energy efficient and operates at a lower cost. BPs website (http://www.bp.com/sectiongenericarticle.do?categoryId=9025116contentId=7046892) .[Online].(Accessed 05 Mar. 2011) shows that BP is very keen on deep sea exploration, an activity other energy companies are afraid to venture into. Using this approach, BP can make deep sea exploration its unique culture and develop unique practices such as training and developing deep sea specialists to make it difficult for its competitors to copy. Implementing HR policies has been a key issue highlighted with the RBV and BP can overcome this by creating opportunities that will improve the discretionary behaviour of both line managers and employees such as; team working, training and development schemes, long term employment security and better pay structure. 1.4 Best Practice Best practice or high commitment human resource practices are a distinctive set of successful HR practices which firms can adopt irrespective of their setting and which will lead to improvement in performance. Due to the global economic crisis, most organisations are now adopting a policy of negotiating reduced wages to maintain job security and employment commitment. In same way, BP can adopt this best practice and integrate it with others that are specific to its needs. The BPs career webpage; What BP is Looking For, (http://www.bp.com/sectiongenericarticle.do?categoryId=9031574contentId=7057908).[Online].(Accessed 11 Mar. 2011), shows that BP is committed to developing leaders and supporting its employees through continuous improvement. Therefore, the appropriate best practices for BP should focus on enhancing the skill base of employees and this could be achieved through HR activities such as; introducing succession planning scheme to train future leaders, comprehensive training and development opportunities, selective staffing, results based performance and working in teams. 1.5 Recommended Strategy and Main Features The recommended human resource strategy for BP to adopt will be one that integrates all the key features of best fit, RBV and best practice views proposed above and as explained in the table below. Key Strategic Features Explanation Leadership Qualities A Priority Management should introduce comprehensive leadership training and development programmes. A succession planning scheme should be encouraged and practiced. Recruitment process should be selective and make leadership qualities a priority A Deep Sea Organisational Culture Employees should be encouraged to be innovative, take risk, results oriented, flexible to change, quality and process focus. There should be continuous training for specialists and high investment in deep sea exploration. Management should invest in employees to seek efficiency. Combined Organisational and Industrial Best Policy and Practice Retain high performance staff, recruit less and train staff to multi task. Negotiate reduce wages to maintain job security and employment commitment Continuous training programme for all employees to develop a broad range of skills. Team working should be encouraged to improve on discretionary behaviour. 1.6 Conclusion Strategic HRM is a complex process which is constantly evolving. The HRM strategy identified above is unique to BP in terms of the evidence found from its website and its major human resource issues discussed during the module session. The strategy adopts an integrated approach of best fit and resource based incorporating best practice as seen fit. Given that the economy is constantly changing, flexibilities have been imbued in the proposed strategy to make it dynamically feasible. 2.0 STRATEGIC RECRUITMENT AND SELECTION PROCESS 2.1 Introduction The biggest asset in any organisation is its people. In order to remain a high performance company and stay competitive, BP needs to attract and nurture the right people with the right talent and right leadership qualities. Therefore, BPs HR practices and policies will play an important role for managing its people and achieving its business objectives. The challenges faced by BP to manage its people can be categorised as, BP,(http://www.bp.com/sectiongenericarticle.do?categoryId=9031553contentId=7057895).[Online].(Accessed 02 Mar. 2011); Attracting, developing and retaining talent. Shortage of skilled personnel. Developing a true leadership. Developing corporate social responsibility Transferring key knowledge and relationships. Responding to these challenges, BP has introduced a number of initiatives; BP, (http://www.bp.com/subsection.do?categoryId=2319contentId=7060032) [Online].(Accessed 02 Mar. 2011). Though these measures are good, a strategic recruitment and selection process can be adopted to tackle these challenges. 2.2 Strategic Recruitment and Selection Process. According to a survey by CIPD, Annual Survey Report 2007: Recruitment, Retention and Turnover (CIPD, 2007) only 51% of the organisations surveyed in the UK had a resourcing strategy. Given that eight in ten of the employers ranked recruiting as a top priority in resourcing, it becomes imperative for BP to develop a recruiting strategy. To source the right type of employees, BP can select its talents internally, externally, use a combination of both or adopt alternative methods. The internal approach is a traditional method where employees are given priorities for unfilled vacancies before an external source is considered. The advantage with this method is that it motivates employees, improves their morale and provides them with opportunities for career progression. However, internal sourcing is expensive and generally leads to inbreeding and lack of creativity while external recruitment brings in fresh ideas and skills by hiring employees with different backgrounds. Whatever method BP decides to use, it is crucial that BP adopts a strategic approach that will identify the skills required before selecting the most suitable people to meet the human resource needs of an organisation; Boxall P. and Purcell J., Strategy and Human Resource Management, (Palgrave Macmillan, 2003). Furthermore, Beardwell J. and Claydon T., Human Resource Management: A Contemporary Approach (Prentice Hall, 2010) emphasis this need of a strategic approach as a prime source of competitive advantage to ensure the organisation has the right people in the right place at the right time. The strategic recruitment and selection process include techniques that stretch from attracting, selection and induction. 2.2.1 Attracting Talents: BPs Brand Strategy CIPD, (http://www.cipd.co.uk/hr-resources/factsheets/employer-brand.aspx) .[Accessed 03 Mar. 2011) defined employers brand; as a set of attributes and qualities often intangible that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture BPs brand strategy will depend on its brand strength and how it differs from its competitors. A useful strategic approach is that by CIPD: A no-nonsense approach, (http://www.cipd.co.uk/hr-resources/factsheets/employer-brand.aspx).[Online].(Accessed 03 Mar. 2011). In this step-by-step approach, BP will first need to investigate by communicating with top management, the employees, and external talent sources to understand the true perception of its employees experience. Secondly, BP should use the feedbacks from this investigation to create a distinctive Value Propositions (VP); a unique and compelling offer by BP to attract, retain and engage the employees in return for their performance. A suggested unique and compelling VP for BP is shown in fig 1 below; Next BP is to make sure it can deliver on its brand promise. By doing this and thinking about the employees experience not only from the recruitment stage but through induction to actual work life experience, BP will be using its employees to sell itself in a process known as employee branding. Therefore a good employee branding should be reflective of the employee experience as shown in fig 2 below; Finally BP will need to continuously measure, evaluate and review its brand strategy to make sure it is delivering real value.  This will be reflected through increase in application and enquiries, employees going the extra mile, and advocating for BP. 2.2.2 Strategic Recruiting Methods Globalisation and the global economic recession have pushed many employers to search creative employment channels and target a diverse application group. A CIPD report, Annual Survey Report 2007: Recruitment, Retention and Turnover (CIPD, 2007) indicated that local newspaper and corporate website were still favourite routes used by most employers. But due to technological changes and employees preference for a more flexible approach, organisations are now resorting to online recruitment techniques such as social networking sites like Facebook because they are cost effective and faster. BP a strong promoter of diversity, (http://www.bp.com/sectiongenericarticle.do?categoryId=9023446contentId=7058326).[Online].(Accessed 05 Mar. 2011), can win the war on diversity by creating a diverse recruitment policy that is inclusive of both the traditional (newspapers and corporate website) channels plus mainstream recruiting channels. Fig 3 portrays the diversity recruitment process; To use both traditional and mainstream recruiting methods such as; Newspapers, Universities, E-recruitment, social networking sites, career fairs, and iPhone, to develop a heterogeneous group of applicants. Top management to become involved and support line managers in implementation. To provide management with diversity training. To keep altering recruitment practice so as to avoid recruiting every time from same social background and age groups in case it discriminates against certain job seekers. 2.2.3 Strategic Selection Techniques Strategic recruitment is a continuous process and includes adopting the right selection techniques. There are different techniques organisations have used to select potential employees: interviews, integrity test, curriculum vitae, assessment centres and psychometric tests. CIPD, Annual Survey Report 2007: Recruitment, Retention and Turnover (CIPD, 2007) reported that local newspapers and corporate websites were still favourite routes used by most employers though the psychometric and assessment centres have been popular. Whatever method BP chooses, it is important that the method is reliable and valid. Reliability measures the accuracy and consistency of the selection test while validity measures its predictability. The psychometric test has typically been associated with the best practice for employee selection; Redman T and Wilkinson A, Contemporary Human Resource Management (Prentice Hall, 2009). The psychometric tests are designed to accurately measure a candidates knowledge, abilities and personality traits. These tests have become popular with recruiters because they are designed to be reliable and predictable and are effective for handling large volumes of applicants. Assessment centres on the other hand focus on behaviours required for the job and involves candidates completing a number of different tasks as part of the selection process; CIPD, (http://www.cipd.co.uk/hr-resources/factsheets/selection-methods.aspx).[Online].(Accessed 05 Mar. 11). BP website shows its corporate website is the preferred selection route; (http://www.bp.com/sectiongenericarticle.do?categoryId=9031578contentId=7057906) .[Online].(Accessed 05 Mar. 2011). But selection is more than just using a particular technique, BP needs to implement a strategic psychometric approach which takes into account a social framework that includes selection as best fit and as an interactive discussion process; Redman T and Wilkinson A., Contemporary Human Resource Management, (Prentice Hall, 2009). To adopt a best fit approach, BP will need to identity its unique qualities such as values and culture, employment patterns, market segment and use these qualities to differentiate it selection practices from a best practice approach. Furthermore, BP should make its selection process interactive. The HR department should exchange information with other managers that are directly affected. Moreover, negotiation with participants should be a two-way process and designed to be perceived as fair. That is; treating participants with respect and dignity, providing them with information and making them part of the whole process. In addition, it is important that BP should provide adequate training courses for all those involved in assessing candidates at all stages of the selection process and that they are adequately briefed about the jobs. 2.2.4 Induction It is the process whereby employees adjust to their jobs and working environment; CIPD, (http://www.cipd.co.uk/hr-resources/factsheets/induction.aspx).[Online].(Accessed 05 Mar. 11). The purpose, which is to ensure a smooth integration of staff into the organisation. BP can make its induction process more effective by; Making induction a vital part of its recruitment process. Designing a well structured induction programme to ensure that all new recruits receive information consistent with BPs values and culture. Carrying out physical orientation to describe where the facilities are and an organisational orientation to show new employees the important role they play in the overall business strategy. Ensuring a quality welcome because employees develop lasting impressions within their first few weeks of working. In a nutshell, if BP decides to adopt a strategic recruitment and selection approach to tackle challenges in its people management it will be vital that BP differentiates its brand strategy from that of its competitors. Furthermore, BP should be able to determine its core competencies to determine the correct recruiting channel(s). Finally, how it assimilates its new employees speak loud about its culture and values. TOTAL WORD COUNT: 3000

Essay --

The Creeds of the church were key parts of the origins of the church. They lay the foundation for the first years of the church in order to accomplish the mission given to the Apostles by Jesus. Two of these creeds were the Apostles Creed and the Nicene Creed. Culture during that time period was key to the layout of these creeds and the messages they set. A creed was an early statement of Christian beliefs, and a symbol for others to follow by. There were numerous cultures and needs that led to the ultimate development and writing of the creeds, which are still used for their original purpose today. One of these needs was for the church to have a basic statement of beliefs, which was accomplished by the Apostles creed. Early Christians knew that people needed to have an understanding of what they believed in that wasn’t requiring a lot of research. Cultures of the people and the time period also had a great influence on the creation of these creeds. They needed a way to sprea d the word of Christ to all people, in a time period where we didn’t have the technology and communication options that we have today. A combination of the churches basic needs for success and the fact that the word needed to be spread were two of the leading causes in the creations of these creeds. One of the most important reasons that led to the creation of the church was the essential need of the early church to have a document which listed the basic beliefs and practices of the Catholic Church. This was created by the authority of the church, the apostles appointed by Christ to lead the church. They had to find a way to spread the church of God, and these creeds provided a method to complete this task. None of the churches at the time had all books tha... ...hrist, along with making sure everyone in the Church understood the basic beliefs of the Catholic Church. The creeds provided both of these, as they clearly stated what things the Catholic Church supported and instructions for its followers. These were vitally important to the success of the Church. Now, there was a set list of things that every catholic person could look to if they began to lose sight of their faith in the Catholic beliefs. They also served as an effective method of communicating the ideas of God to all cultures, allowing the word of God to be communicated to people of many different cultures and beliefs. The languages they were written in were widely spoken in that time period; therefore many could understand it without needing a translator. This allowed the Creeds to spread the word to the entire world, just as Jesus instructed the apostles to.

First Day at College Essay

My first day at college is a memorable day in my life. I had been earnestly waiting for that day for a long time, because I heard many things about college education from my elder brother and neighbors who were college students. I started feeling that they had the advantage of moving about with an air of superiority. At last the long-sought day came and it was the 20th of July, 2002. A new pulsation began to urge me since morning to start for the place where the college stands. So, it was quite early when I reached the college. I was loitering hither and thither until I met a friend. He advised me to take down the routine which was displayed in the notice board. He showed me the notice board. I went there and took down the routine. It was the first thing that I did on my first day at college. I started to experience that the system in the college was different from what I was accustomed to in the school. With the ringing of the bell announcing the end of a period, the students change d class-rooms unlike in a school where rooms were fixed for different classes. The professors looked comparatively grave and composed and not grim and frightening like school teachers. The students behaved with chastening politeness. Even the menial staff appeared relatively refined and cultured in their dealings. I did not know before that roll-call was done in each period. All that, in fact, gave me a new kind of experience. On that day I had three classes, scheduled for the third, fifth and sixth periods. In the third period I had English. The Professor came, called over the rolls; told us a few words of welcome and then focused on the importance of learning English. In the fifth period we had the professor of Math. I enjoyed the class very much, while in the sixth period, the professor of Logic and Philosophy gave us an introductory talk on Deductive logic. All teachers were past masters in their respective subjects and I felt proud to have become a student of such erudite scholars. I had a big gap in the fourth period followed by recess. I was moving about in the college compound while a new class-fellow took me to the college canteen. He entertained me with a tea and snacks and we felt like being great friends. From there we went to students’ Common Room where I skipped over the newspaper head-lines and he played a game of ping pong with other students. A big gathering near the Botanical Garden drew my attention and I felt curious to see what happened there. I took leave of my new friend and made for that place. Having gone near, I noticed that a student, ostensibly a leader, was addressing the crowd. I did not like the harangue and went to the nearby building. I found that it was the library building. I entered into the spacious reading room wherein many students were engrossed in study. I felt highly tempted to sit with them but I had no library card. So, I had to check my temptation. I came out the intention to procure a library card as soon as possible. Meanwhile, the bell for the fifth period rang and I moved into the college hall for the class in Math. After my class-hours I straight came back home with a strange thrill of pride and pleasure. In fact, I started feeling that I was on the threshold of shaping up.

Global Value Chain Lincoln University Essay - 1297 Words

Lincoln University Global Value Chains Ereatara Enari ID: 1119812 COMM110 – The Global Business Environment Dr. Anthony Brien 19/03/2015, 12:00pm 1.0 Table Of Contents: 1.0 Table Of Contents †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.1 2.0 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 3.0 Global Value Chain Definition†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2 4.0 GVC Example 1: Adidas†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...3 4.1 Value 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.3 4.2 Value 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 5.0 GVC Example 2: Dell†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....5 5.1 Value 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦5 5.2 Value 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦6 6.0 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦7 2.0 INTRODUCTION: The 21st century has come with big changes to production processes within Global Value Chains (GVC) as different stages of production are being conducted in a variety of different countries. Businesses have been locating their operations internationally in the past few decades through outsourcing and offshoring value chain activities such as production, marketing, design and distribution. (Global Value Chains, 2015) The purpose of this report is to clearly define the concept of Global Value Chains. I will contextualise this information through two businesses of which I will provide examples of the GVC in action. For each of these businesses, I will discuss two different examples of the element ‘value’. 3.0 GLOBAL VALUE CHAIN DEFINITION: A Global Value Chain is a production model where businessesShow MoreRelatedFords Vision Statement : Ford6350 Words   |  26 Pageshelped drive its global organization to reach its higher performance levels. Both areas assist in the overall foundation that Ford’s strong beliefs stand on. Both mission and vision statement are factors that solidify the success and strategic direction in the automotive industry. Ford’s vision statement, â€Å"people working together as a lean, global enterprise for automotive leadership† (Thompson, 2015) has three major points that surrounds the vision statement; which are global leadership, emphasisRead MoreDefinition Of Global Value Chain Essay2048 Words   |  9 Pagesconstantly assess the value of their existing product stakeholders/customers. Part of the paper involves how the product/service business security elements - this is usually not by business, but the actual final product is of vital importance and/or customer experience. Within the enterprise must realize the effective work of opportunities and challenges of the value chain, in order to ensure their business success. This report will discuss the definition of global value chains, and provide two examplesRead MoreMerger, Acquisition, And International Strategies2215 Words   |  9 PagesInternational Strategies Antwon Speller Strayer University BUS499 Capstone Professor David Gray, Ph.D. February 26, 2016 Ford Motor Company Merger, Acquisition, and International Strategies Ford, one of the oldest car manufacturers in the world, designs, builds and sells cars, utilities vehicles and Trucks (Ford Motor Company, â€Å"Market Line†.,2015.p.4). Part of the company core and affiliated automotive brands include Ford and Lincoln. Ford, through its subsidiaries, also provides vehicle-financingRead MoreSupply Chain Management at WUp Bottlery1938 Words   |  8 PagesLINCOLN UNIVERSITY EXTENSION in Addis Ababa Course Title: Import-Export Management (BA318) Global Supply Chain Analysis-W’up Bottlery Submitted to: Mike Guerra, Ed.D Prepared by: Group 2 Abiy Hailemariam- 70120 Abaynesh Mekonen-70119 Daniel Assefa-70126 Eskatnaf Lulseged-70129 Menkir Hailu-70130 Yetenayet Befekadu-70147 June 2015 Supply- Chain Management at W’Up Bottlery Background W’UP Bottlery is one of the four bottling company which produces and distributes Coca- Cola and other soft drinksRead MoreIndira Nooyi5487 Words   |  22 PagesCalcutta (1976). * Master s Degree in Public and Private Management from Yale University s School of Organization and Management (1978). Board member * Federal Reserve Bank of New York * Motorola * Lincoln Center for the Performing Arts * International Rescue Committee Trustee Asia Society Chairwoman Board of U.S.-India Business Council Member * Board of the International Rescue Committee * Lincoln Center for the Performing Arts in New York City * International Advisory BoardRead MoreMetrics That Speak to the C-Suite2198 Words   |  9 Pagesharvardbusinessonline.org For reprint and subscription information for Supply Chain Strategy: Call 800-988-0866 or 617-783-7500 http://www.supplychainstrategy.org For customized and quantity orders of reprints: Call 617-783-7626 Fax 617-783-7658 For permission to copy or republish: Call 617-783-7587 120 O P E R AT I O N S Metrics That Speak to the C-Suite With supply chain management’s growing importance to corporate strategy, supply chain executives must make sure they are following the metrics thatRead MoreSample Questionnaire On Measure Personality Traits2159 Words   |  9 Pages16PF Questionnaire, Fifth Edition 16PF Questionnaire, Fifth Edition Purpose: Designed to Measure Personality Traits Scores and Scales: 16 Primary Factor Scores, 5 Global Factor Scales Administration: Group Price Data, 1994: $82 per complete kit including 10 test booklets, 25 answer sheets, 25 individual record forms, scoring keys, manual, and one prepaid processing certificate for a basic interpretive report; $12.50 per 10 test booklets; $25 per scoring keys and norms tables; $12.50 per 25 answerRead MoreFord Motor Company Written Case Analysis2381 Words   |  10 PagesTABLE OF CONTENTS 1. INTRODUCTION 2 2. Case Question 2-8 2.1 Define and discuss Fords business-level strategy. How can the companys value-chain activities be better linked to create value for the company? 2.2 How can Ford successfully position itself in terms of the five forces of competition? 2.3 In what ways can the company effectively manage customer relationships to increase strategic competitiveness? 2.4 What conditions and toolsRead MoreStrategic Management, Its Phases and Useful Concepts for the Formulation and Implementation of Value-Oriented Corporate Level Strategy6710 Words   |  27 PagesStrategic Management, its Phases and useful Concepts for the Formulation and Implementation of value-oriented Corporate Level Strategy Final Paper Strategic Management Department of Business Administration of SHANDONG UNIVERSITY [pic] written by: Priscila de Oliveira Vieira 2012.01.09 Table of Contents 1 Introduction 3 2 Origins of Strategic Management 4 3 Phases and Concepts 6 3.1 Goal-setting 6 3.2 StrategicRead MoreBmw Five Forces5073 Words   |  21 PagesTable of contents BMW: case study analysis Q1: Business environment and main trends in 2004 The global car market started decline in 2003, led by market falls in North America and Western Europe. Other regions of the world led by East Asia are seeing further car market expansion in 2003. In 2004, projections for livelier economic growth underpin the resumption of car market growth in Western Europe and North America. (Langley 2004, p691-711) Although the more stringent laws can eat away at