Link to corporate social responsibility.....
Monday, 31 January 2011
Unit 3 & 4: CSR - Links to PLC Corporate Social Responsibility Reports
Link to corporate social responsibility.....
Saturday, 29 January 2011
Unit 3: Emerging Markets: Excellent summary video
Here is another ‘perfect plenary’ video for the topic of emerging markets.
At under 4 minutes it provides an excellent summary and looks at how emerging markets are proving profitable for YUM brands as some of the YUM brands experience slow growth in the States.
It also covers issues such as first mover advantage and inflation in emerging markets.
Shame it's 4 days too late, but could be useful for any potential retakers....
At under 4 minutes it provides an excellent summary and looks at how emerging markets are proving profitable for YUM brands as some of the YUM brands experience slow growth in the States.
It also covers issues such as first mover advantage and inflation in emerging markets.
Shame it's 4 days too late, but could be useful for any potential retakers....
Friday, 28 January 2011
Monday, 24 January 2011
GCSE Economics (Unit 3 'A' Level also): Protectionism
Sunday, 23 January 2011
Unit 3: How to find an export market
The main topic of this story on the BBC website is a new report by the British Chambers of Commerce, which says that while the UK’s service sector is suffering domestically, many manufacturers are enjoying an export-led boom. It gives a great example of clockmakers Smiths of Derby, who were suffering from a lack of domestic demand in the recession for their expertise in renovating and maintaining clocks around the UK from St Paul’s Cathedral to Arsenal’s Emirates stadium.
So, in need a new strategy, they looked for export markets which might be in an economic upturn instead, and found out where in the world the concentration of construction cranes was highest, and focused their efforts there. As a result, they have found that buyers in emerging markets like China, India and Russia greatly value the ‘Made in Britain’ label, and it now sees 90% of its business in new clocks coming from outside the UK, pushing profits up by 30% in the past three years. in line with Porter’s generic strategies for analysing market strategies, they have avoided competing with local low-cost producers in those markets, aiming for differentiation instead by emphasising manufacturing excellence for the luxury goods niche markets.
Their success is in stark contrast to service sector businesses also in Derby, which rely on a buoyant local market and cannot change their market easily. A long-established family clothing retail business is in the process of closing down, as they cannot survive in the face of lower consumer spending and the prevalence of low-cost high street clothing chains. The growth of the service sector has relied on the consumer spending boom from the mid-90’s to 2007, but is now really struggling to deal with the prospect of a much smaller market for their services.
A link to the British Chamber of Commerce press release with a summary of their report is here, including their estimate that GDP growth is being held back by the service sector, and that most businesses are expecting to be forced to raise prices in 2011.
So, in need a new strategy, they looked for export markets which might be in an economic upturn instead, and found out where in the world the concentration of construction cranes was highest, and focused their efforts there. As a result, they have found that buyers in emerging markets like China, India and Russia greatly value the ‘Made in Britain’ label, and it now sees 90% of its business in new clocks coming from outside the UK, pushing profits up by 30% in the past three years. in line with Porter’s generic strategies for analysing market strategies, they have avoided competing with local low-cost producers in those markets, aiming for differentiation instead by emphasising manufacturing excellence for the luxury goods niche markets.
Their success is in stark contrast to service sector businesses also in Derby, which rely on a buoyant local market and cannot change their market easily. A long-established family clothing retail business is in the process of closing down, as they cannot survive in the face of lower consumer spending and the prevalence of low-cost high street clothing chains. The growth of the service sector has relied on the consumer spending boom from the mid-90’s to 2007, but is now really struggling to deal with the prospect of a much smaller market for their services.
A link to the British Chamber of Commerce press release with a summary of their report is here, including their estimate that GDP growth is being held back by the service sector, and that most businesses are expecting to be forced to raise prices in 2011.
Unit 2, opic 4: On-the-job-training - The Come Fly With Me approach
Come Fly With Me looks like it will soon join the likes of Little Britain and The Office as a rich source of video clips for business teachers. Take this example of on-the-job training, featuring aspiring pilot Tommy Reid.
This is also a reference to the concept of internal recruitment. From Happy Burger to Airline Pilot? Possibly!
This is also a reference to the concept of internal recruitment. From Happy Burger to Airline Pilot? Possibly!
Unit 3: Adding Value, the low cost airline way!
Another terrific clip from Come Fly With Me - this time featuring low-cost airline entrepreneur Omar Baba. Omar is the owner of the nation’s “eighth favourite low-cost airline” FlyLo. He has worked hard to make his airline the great success it is and knows that the frequent news stories about poor service and dangerous conditions are down to a biased and unfair media. And now Omar has a great idea to add value by providing a new premium service for customers on FlyLo’s flights…
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