Amending or Terminating Conservation Easements †MyAssignmenthelp

Question: Talk about the Amending or Terminating Conservation Easements. Answer: Presentation: Easements are typically given through legitimate methods and they permit a few people to utilize others property with the proprietors denying them. The Australian laws are having diverse segment on the making of easements and furthermore the withdrawal of easements. In addition, the courts in Australia have been utilized to determine any questions emerging from the easements[1]. The issue under this contextual investigation is where an easement is given on Waynes Lot, which is delighted in by Ralph. Under the contextual investigation, Wayne is searching for alternatives to pull back the easement from his title with the goal that he can be allowed to utilize the land as he wishes. Besides, Wayne can utilize the legitimate system, to guarantee that the easement is expelled from his Lot. In the first place, Wayne needs to break down the current easement offered in the agreement. This is on the grounds that some of easement are worldly and may due to expiry[2]. A few easements can offer choice on the condition and occasions under which they can be ended. For example, the easement may express that This easement will end when Party Y no longer needs to utilize the frontage road to pull blunder from their property. Under this circumstance, Wayne might be committed to converse with Ralph and recognize the amount he is deprived to utilize the easement gave on the land. Also, under the examination, Wayne may find that the easement gave has expiry span. Under that circumstance, if the expiry is close, it would useful for Wayne to sit tight for the expiry of the easement[3]. This will assist with settling any case which may emerge because of the forswearing of rights to utilize the property of obstructing the presence of the easement. Having comprehended the conditions and circumstances on which the easement can be ended, Wayne can in this manner call and converse with Ralph to see whether they can agree on end of easements[4]. Under this situation, plainly the two gatherings can come into understanding and help to end the easement. Besides, if the two gatherings agree, they would they be able to have the subtleties recorded as a hard copy. The records on end and expiry of the easement must be reported in the library of deeds. This will help in the evacuation and cancellation of the easement from the vault databases. Also, Wayne can utilize the union alternative so as to pull back the easement in the Lot. Through this choice, Wayne should purchase the Lot possessed by Ralph and turn into the proprietor of the two pieces. The test on this case will be for Wayne to persuade Ralph to sell the Lot 1 real estate parcel to Ralph[5]. Under the consolidation, it expresses that the easement will be ended when the proprietor of the prevailing home gets the title to the servient domain. This is essentially to imply that the two bits of bequests have a similar proprietor. Moreover, in the arrival of the easement, and for this situation one is servient like Wayne, he will be required to haggle with Ralph to give up the easement benefits. Wayne will have the errand to persuade Ralph on the acquiescence by arrangement of something in esteem for him to discharge his privileges. Wayne can offer some remuneration to Ralph when he concurs on discharging and forsaking the privileges of easement[6]. Moreover, Wayne and Ralph have an alternative of ending the surrender and remedy individually. Under this circumstance, Ralph can surrender the rights to utilize the easement under his name. Then again, Wayne can feel free to plant natural bananas as he means to do. This will be an indication that he needs Ralph to forsake his privileges on the utilization of the easement gave on this segment. The remedy choice for Wayne might be harming since Ralph can decide to take lawful activities since he has been denied his privileges on utilization of the property. Also, si nce the easement is recorded, Wayne won't have legitimate reinforcement to shield himself. Whichever way utilized, the documentation must be done on the library place to guarantee that the easement is likewise expelled from the records. This will occur after the two gatherings are in concession to end of the easement in the event that it didn't lapse consequently and no recharging understanding is made. References Byers, Elizabeth, Karin Marchetti Ponte, and Janet Diehl. 2005. The protection easement handbook. Washington, D.C.: Land Trust Alliance. Doscher, Paul, Terry M. Knowles, and Nancy A. McLaughlin. Changing or ending protection easements: fitting in with state magnanimous trust prerequisites : rules for New Hampshire easement holders. Accord, N.H.: Society for the Protection of New Hampshire Forests. 2010. Hanny and Anor v Lewis and Ors (1998) 9 BPR 16, 205; BC9804581 Minnesota Continuing Legal Education. Easements in Minnesota. 2013. New Zealand. 2008. Audit of the Land Transfer Act 1952. Wellington: Law Commission. Tennessee Valley Authority. Proposed offer of lasting easement for coal-stacking freight boat terminal on Melton Hill Reservoir tracts XMHR-79R and XMHR-80R: last ecological effect articulation. [Norris, Tenn.]: TVA. 1980.

Can Foreign Speakers Help The Irish Language Survive Essay

Can Foreign Speakers Help The Irish Language Survive - Essay Example Be that as it may, the writer of this article could have explained on the utilization of the Internet to learn dialects, as this may prompt the ascent of slang, which may additionally entangle language improvement. This article has a lot of solidarity in that it depends on examination from average instances of people contributing different focuses. By and by, it leaves an escape clause for different a variety of translations due to the author’s inability to express his target composing it.Assessment of the ArticleFrom my evaluation, this material might be creative in my future profession on breaking down the ascent and loss of different dialects. For example, the utilization of advanced procedures, for example, web and Facebook to encourage the learning of a specific language as referenced in this article may facilitate my future research. This article is an away from of the present issue of language misfortune among the contemporary age who feels that utilizing local language is a primitivism. In addition, it is a consolation to students on the need to safeguard dialects for future recognizable pieces of proof. It is, along these lines, truly outstanding to the extent anthropological research is concerned.Lingua Globa: How English Became 'Globish' by Robert McCrumSummary of the ArticleMcCrum, the writer of this article, clarifies the different manners by which the English language created and spread to the whole world. He affirms that English never created from one language gathering, but instead a commitment of different dialects, for example, Celtic and Anglo-Saxon words.

BlueHost Review A Best Hosting Service for WordPress Site

BlueHost Review A Best Hosting Service for WordPress Site BlueHost Web Hosting Service Review of:BlueHost Services:Shared, VPS, and Dedi Host Price:$3.49/mo Reviewed by: Mohammad Fazle Rabbi Rating: 4 Summary BlueHost is oldest webhosting service providing company founded by Matt Heaton and started their journey in 1996. As a result they are now become popular brand in hosting service. Selecting right hosting service for your WordPress site is the precondition for making a site awesome. If you select poor hosting then you wont able to run your WordPress site smoothly. There are various hosting service provider site available over the net. Among them BlueHost is one of the best service provider. BlueHost is oldest webhosting service providing company founded by Matt Heaton and started their journey in 1996. As a result they are now become popular brand in hosting service. BlueHost Currently serving over 2 million websites worldwide. However BlueHost is officially recommended by WordPress. You dont have to worry about their service; they are trusted by millions of users. It goes without say that BloggerSpice user will get special offers from BlueHost. There are huge reviews available over the net about BlueHost. And there is some common feature of BlueHost- Unlimited hosting features, Free Domain for first year, Anytime Money back guarantee. Those are common features of a hosting company. But the main features of BlueHost can bepoint outas- BlueHost is simple, secured and easily manageable. Free Domain that comes with hosting. Free Site Builder for making your site professional. 1 Click to Install WordPress site. Google Apps Integration for your Work BlueHost offer 24/7 Support through their expert team 30 day Money-back Guarantee in case of dissatisfaction. BlueHost users will get leverage advertising offers from Google, Bing and other popular sites. Try BlueHost 1. BlueHost is simple, secured and easily manageable For selecting an appropriate hosting site we must consider some major factors. And among them security come first. BlueHost is most secured hosting service provides and you will find the BlueHosts interface very simple and easy to use and manage. BlueHost also introduced Cloud Sites which is powerful, simple, and surprisingly affordable. Now your data is safer and faster. 2. Rock Solid Server Performance Users will impress with BlueHosts server performance. This is not only my personal opinion or judgment rather BlueHosts web host uptime score is 99.9% on average. This is amazingly super performance. And according to price server performance is pretty impressive. In addition BlueHosts site speed tested whose score is 23 and 26 milliseconds form United States West and East Coast server. And overall their score is B. 3. User friendly Dashboard A dashboard helps the users to work smoothly. BlueHosts dashboard is pretty clean and standard. They are running standard cPanel with the custom UI design. And users find it flexible; simply can be say BlueHosts dashboard is user friendly. On the other hand BlueHost offers many addons for make it more user friendly, which is not available on other web hosting service provider. Their addons are- phpPgAdmin Language preferances 404 settings Dedicated domain management system Built-in support for Spam Hammer, goMobi, Weebly, Cloud Flare and so on. 4. Google Apps Integration for your Work BlueHost integrated Google apps for your work with hosting account. BlueHost Seamlessly integrated with users hosting account. You can use Gmail with professional domain name. Users can store and share on Google Drive. Also Google Hangout helps the users to meet face to face. You can manage your work with Google calendar. In addition Google Docs, sheets and slides helps to collaborate easily. This means you dont have to worry for branded email, storing files and additional work with BlueHost. 5. 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Diversity, Assumption And Ethnocentrism - 1459 Words

Diversity is increasingly seen throughout the world and in specific Canada. I intend to focus on what diversity, assumption and ethnocentrism are and how in the nursing profession, it is important to be aware of these and the ways in which they all can hinder our nursing care. I will also focus on how we may need to find ways to accommodate diversities while providing care for clients, ways that assumption may hinder our nursing care or how some ethnocentric values may negatively influence our nursing care. Diversity According to Oregon State Universities Steering Committee, diversity is the concept that encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. This can include dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, religious beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual. (â€Å"Definition of Diversity†, n.d., 1999.). Being aware of all of these aspects of diversity while caring for clients is important, especially in our ever changing population. Diversity also means variety and the benefits of having diversity include increased productivity, cultural awareness, less stereotyping and segregation, decreasedShow MoreRelatedThe Differences Between Diversity, Assumptions And Ethnocentrism So You Can Gain Understanding, Acceptance And Respect1529 Words   |  7 Pagesdeal with the diversity. All of our patients are different and will need different care. Accommodating diversity will be easier with knowledge and experience and will make a difference in how we provide that care. If nurses can work together, we can make a difference in the health care system by not making assumptions, learning about our diverse patients and keeping our ethnocentrism in check. In this paper I will discuss the differences between diversity, assumptions and ethnocentrism so you can gainRead MoreEthnocentrism And Its Effect On Society1277 Words   |  6 Pages What is ethnocentrism, and in today’s world is ethnocentrism still in existence; if so why. So, what is ethnocentrism, it’s simply making judgment as to one’s race or culture as to their beliefs, values, and customs to which they believe in; or what constitutes their lifestyles. In other words, believing that own race is superior over their own and thinking their better than anyone else; or above the rest (as to race); while judging their existence as to how we portray them. However, this beliefRead MoreMusic Integration : Balance Between Western Music Culture And Other Music Cultures Essay1496 Words   |  6 Pagesown ways to measure. The culture also includes music culture. Michael B. Bakan states in his book that the term music is inescapably tied to Western culture and its assumptions. He also gives three possible solutions to westerners’ ethnocentrism that they want to impose their own culturally grounded perspective, biases and assumptions on pra ctices and lifeways that are different from their own. The first solution is avoiding solving the problem, the second solution is converting other music into westernRead More Problems In Intercultural Communication Essay1542 Words   |  7 Pagesculture has its distinct aspects, intercultural communication can be the cause of conflict and disorder. There are three main issues which are at the root of the problem of intercultural miscommunication : language as a barrier, cultural diversity and ethnocentrism. I will analyze these three notions in situations in which intercultural communication is frequent such as : the workplace, the classroom and vacation trips. The way people communicate varies widely between, and even within, culturesRead MoreEssay about Intercultural Communication Barriers1559 Words   |  7 Pagesculture has its distinct aspects, intercultural communication can be the cause of conflict and disorder. There are three main issues which are at the root of the problem of intercultural miscommunication : language as a barrier, cultural diversity and ethnocentrism. I will analyze these three notions in situations in which intercultural communication is frequent such as : the workplace, the classroom and vacation trips. The way people communicate varies widely between, and even withinRead MoreIs Ethnocentrism The Basic Principle When Engaged Within A Culture Diverse Practice?971 Words   |  4 Pagesbelieve that avoiding ethnocentrism is the basic principle when engaged in a culture diverse practice. While social worker engage in an effective practice, they also have potential to do harm(Chenoweth and Maculiffe 2015,P58). Because social work practice involves many ethical responds and a poor respond will trigger threats,risks and perils that threaten both the practice and clients. In the realm of cultural diversity oriented practice, it is quite evidential that ethnocentrism could lead to a poorRead MoreRacial Prejudice : What Causes It?1566 Words   |  7 Pagesspace for everyone. Religious accommodations is a two tier process. Firstly, by accommodating others differences and being tolerant of their needs society is giving its approval of those differences. Taking away negative stereotypes and reinforcing diversity. Secondly, through religious accommodations society is being exposed to others differences in a positive light demystifying the differences and building acceptance through exposure. The fact that their are so many different religious groups and beliefsRead MoreEthnocentrism: Major Effect on Organizational Behavior3918 Words   |  16 PagesEthnocentrism: Major Effects on Organizational Behavior Abstract This research paper defines the term ethnocentrism as a means to make assumptions or judgments about other cultures from one’s own point of view. This paper details the various problems that an ethnocentric view presents when dealing with different cultures. The effects of cultural diversity on organizational behavior are complex and powerful. This paper will also explain that a diverse workforce, which represents a changing worldRead MoreDiversity Issues Paper1016 Words   |  5 PagesDiversity Issues Diversity Issues Organizations who make a commitment to diversity can see a significant impact on business in many ways. Diversity â€Å"requires a significant commitment for change to occur† (Delong, 2007, p.9). It is extremely important that leaders understand the commitment and embrace it in order for a positive impact to occur. Employers with diverse cultures and leaders can build positive and successful relationships with customers, suppliers and vendors. They can better attractRead MoreCultural Awareness Project : Ethnocentrism1723 Words   |  7 PagesHi this is Brittney Del Pizzo and today for my cultural awareness project I will be discussing ethnocentrism in the imaging department. My objectives for the presentation is to explain how you can avoid ethnocentrism in the imaging department and to also explain how ethnocentrism can lead to stereotyping and how this can further have a negative impact on the department. I want to begin by discussing some general definitions so that you have a better understand of the topics that I am going to

Effective Change Communication For A Private Tertiary...

1 Introduction A communication audit is â€Å"a comprehensive and thorough study of communication philosophy, concepts, structure, flow and practice within an organisation† (Emmanuel, 1985, p. 50). A communication audit is an important process for an organisation, as through the review of their communication tools, any issues they may have in regards to their communication and ineffectiveness thereof are exposed. Effective change communication involves transparency and inclusiveness of all members of the organisation. It is timely, informative and detailed yet not resulting in information overload. Change communication needs to reduce employee uncertainty regarding the change. This can be done by ensuring communication answers questions regarding why the change is taking place, what the change is intending on doing, the time frame of the change and exactly how each group of employees will be kept up to date regarding the change (Nilakant, 2014). This essay outlines various methods of change communication required by a private tertiary education provider, Mainland Training, when merging two teaching departments. Discussing each stakeholder in turn, the importance of these communication methods will be justified and ways of auditing them will be explained. Finally, what is expected for a successful communication audit will be examined. 2 Stakeholders 2.1 Heads of Department 2.1.1 Types of Change Communication Because both the Heads of Department (HoD) have occupied their rolesShow MoreRelatedAsian Americans : Asian American Women868 Words   |  4 Pagesliving in the United States (2012 Census Bureau population). Even if all Asian Americans have the same traits, such as strong family values, importance in educations, following tradition and valuing personal relationship, still there are many differences in language and culture among Asian American groups as well. In 2012, the total private insurance coverage for Asian Americans was 68.8 percent, as compared to 74.4 percent for the non-Hispanic White population. 15 percent of Asian Americans wereRead MoreEmployee Engagement Of Long Term Unemployed1216 Words   |  5 PagesContext Australia is a leader in Tertiary Education initiatives in research, innovation and reforms. The development of a national flexible framework has improved flexible learning and distance education. Increase in effective use of Information, Communication and Technology (ICT) based learning has been fuelled by employer s hesitation to release trainees during working hours (Chinien, 2003). In the present technological environment, Australia recognises quality education and training is a critical issueRead MoreCustomer Service Excellence4474 Words   |  18 Pagessupport orders, including information, advice, configuration, order processing, handling, post-sale communication and special services. The primary objective of customer service is to increase customer satisfaction, operational efficiency and customer loyalty. Customer Vs. Consumer: A customer is the person who makes the buying decision. He is involved in the final transaction with the service provider or the intermediary in the last chain of service distribution, experiencing the encounter. A consumerRead MoreStrategic Development and Swot Analysis at the University of Technology, Mauritius.5247 Words   |  21 Pagesitself. 2.0 INTRODUCTION 2.1 The Tertiary Education Commission (TEC) The Mauritian tertiary education landscape has witnessed major transformation since the country’s accession to its independence in 1968 when only one institution, namely the University of Mauritius was in existence. The Sector today encompasses a total of 61 institutions, both public and private, and a regional institution each with its own specificity. Within the public sector, tertiary education revolves around the University ofRead MoreIndia s Impact On Healthcare Essay1305 Words   |  6 PagesIntroduction It has been four decades when inception of Internet happened, and what dramatic change it has brought in our lives. It has touches almost all the aspects our lives, and healthcare can’t be excluded from this list. The major concern associated with healthcare has been increasing costs. In fact it has become a general consensus that progress in medicine is related with more and more sophisticated technology which is often expensive and out of reach of average citizen. Unlike other industriesRead MoreComparative Education13537 Words   |  55 Pagesorganized educational system, which is divided into primary, secondary and tertiary (college) education. Primary and secondary education is usually imparted at public schools although a strong network of private schools also exists. All educational programs in France are regulated by the Ministry of National Education. Schooling in France is mandatory as of age 6, the first year of primary school while secondary education consists of collà ¨ge for the first four years after primary school and theRead MoreThe social and economic disparities between rural and urban communities in Australia are well2900 Words   |  12 Pagesloss of services, are typical of rural Australia. Although it would appear that Australia is paying too little attention to all of these factors in the rural context, it is argued that, for many rural young people, their restricted access to tertiary education is a significant barrier to the development of a skilled knowledge-focused workforce in rural and remote regions of Australia. This essay delves into this area of research and seeks to answer the following question; how does geographical locationRead MoreDevelopment Of The Current Nursing3012 Words   |  13 Pagesdevelopment of the current nursing and that molded system wide health care, related to nursing. With this pap er, we can demonstrate how throughout the history of nursing, have been necessary changes related to the overcoming of the nurse; the need to implement titles and different categories to make effective the intellectual grade of our nurses and the effectiveness of its work. We will also try the differences and importance of different levels of nursing and how both the prevention and the promotionRead MoreCvd Management And Prevention Of Indigenous Australians2058 Words   |  9 Pagesrehabilitation (CR) is well recognised as being effective in CVD management and secondary prevention and is a common intervention, supported by the Australian state and federal government policy (7, 8). (7, 8). Improved clinical and behavioural outcomes have been found due to CR, such as a reduction in successive cardiovascular events and hospitalisation as well improved survival rates (7). CR services are multi-factorial and deliver guidance and education for personalised secondary prevention and pati entRead MoreThe Role of Adult Education in Womens Empowerment16079 Words   |  65 PagesArt of Adult Learning and Education in Botswana Ministry of Education and Skills Development 2008 1 FOREWORD Honourable Jacob D. Nkate Minister of Education and Skills Development The Fifth International Conference on Adult Learning and Education (CONFINTEA V) has motivated the nation of Botswana to accelerate its effort in the provision of adult learning and education. That kind of action was necessary because we firmly believe that we must provide the best education for all the people of Botswana

Molex Case Analysis Essay - 916 Words

Case Analysis 1. What factors do you think influenced Molex management’s decision not to raise the issue with the auditors? The factors that I think influenced Molex management’s decision not to raise the issue with the auditors could have been many but I think the most significant was probably that they thought it was immaterial. The accounting error accounted for $8 million of inventory that had affected results for several years. Management did not find this error until mid-July 2004. The review states that Molex had struggled financially in 2002 and 2003. In first quarter of 2004 (ending September 30, 2004) revenue had increased by 29 percent for the first quarter of 2003. Gross profit margin was 35.7 percent for the first†¦show more content†¦However, when Deloitte Touche discovered that King and Bullock had signed the letter and did not disclose the issue, that is when the auditors came out and said that the problem was bigger then previously assumed that they c ould not work with King and Bullock. It appears that even though the $8 million was not material, the trust needed between the auditors and the CEO and CFO was material and that line of trust had been breached. Another factor why the auditors were so concerned about the reporting problems was because of what happened to their competitor Arthur Anderson a few years earlier. The SEC rules had been tightened and the Sarbannes Oxley Act of 2003 had been enacted. All of the audit companies were under much tighter control and they did not want to be in a position where they had to justify their actions to the government for fear of being shut down. 3. If you were a member of the board of directors would you agree with the auditor’s concerns, why or why not? If I were a member of the board of directors I would probably agree with the auditors concerns. I would be concerned that the King and Bullock signed the letter and was not completely honest with the information that they knew about. I would be concerned and it would defiantly be a black mark in their files but I don’t think that I agree with the auditor’s decisionShow MoreRelatedCase Analysis : Molex Inc. Designs, Manufactures, And Distributes Electronic Connectors Essay1585 Words   |  7 PagesIntroduction Molex Inc. designs, manufactures, and distributes electronic connectors that are used by a variety of industries. Despite being a successful company, Molex experienced some downfall in 2002 and 2003. Demand for their products sunk and their financial performance declined. This occurred around the same time as the accounting scandal with Enron happened. Then, in 2004, Molex ended up having an inventory error that was caught by Diane Bullock, CFO and brought to attention to Joe King, CEORead MoreMolex Essay1604 Words   |  7 PagesReporting Problems at Molex, Inc. INTRODUCTION This report discusses Molex, Inc.’s conflicts with its auditor, Deloitte and Touche, over a reporting issue in 2004. The report explains the details of the firm’s issue while also addressing the intentions behind Molex’s decisions, Deloitte’s concerns, and the resolutions for the conflict. MOLEX’S PROBLEMS In mid-July 2004, Molex’s corporate finance group identified an on-going accounting issue within the firm: for several years, Molex had mistakenlyRead MoreThe Molex Inc Case Study1227 Words   |  5 PagesIntroduction The Molex Corporation is an electronic connector manufacturing firm, which is based in Illinois. This company is facing a financial reporting problem in which the financial statements were overstated. Joe King ,the CEO of the company, was appointed in July of 2001, and was responsible for managing and inventory control, among other very important duties. Diane Bullock was hired in 2003, to replace the previous CFO. Both Bullock and King were being accused of what? by the externalRead MoreBusiness Strategy For Competitive Advantage2164 Words   |  9 Pagesglobally†. Using a pre-requisite module like business strategy for competitive advantage, it can be assumed that Molex are using theoretical concepts from porters generic strategies like focused low cost and differentiation in order to gain an advantage over their competitors as previously mentioned in the case study. (Sowell, 2006) further illustrates this point stating firms like Molex â€Å"will drive their cost lower through investments in plant efficiencies†. Linking this back to (Hill, 2009) whereRead MoreBecton Dickinson and Company: Multidivisional Marketing Programs6857 Words   |  28 Pagescustomers all the way through to wooing them back for more. Thc successful users have also exhibited a healthy skepticism, discounting overblown claims that the ultimate payIIAliVAriD BUSINESS REVIEW tional, and electronic connector manufacturer Molex. Well also lay out some basic considerations that can help firms determine which CRM proiects are likely to yield the most value. Is It Strategic? Theres no getting around it: A CRM program involves complicated business and technology isstiesRead MoreCMIT Quiz25794 Words   |  104 Pagesimportant  e ­mails  from  Outlook  and  need to  restore  them. 2)  You  need  to  restore  several  word processing  files  that  were  accidentally deleted  from  My  Documents Your  laptop  carrying  case  is  designed  from a  15 ­inch  laptop,  yet  you  think  you  can squeeze  your  16 ­inch  laptop  into  it.  Before slipping  the  laptop  into  the  case,  what should  you  do  first? Remove  any  ExpressCards  from  their  slots http://quizlet.com/64705886/combo ­with ­combo ­with ­testout ­pc ­pro ­a ­220 ­801 ­220 ­802 ­troubleshooting ­and ­7 ­others ­and ­1 ­other ­flash ­cards/Read MoreEssay on Porters Diamond Model29755 Words   |  120 Pagesindustry. In this paper, Porter’s Diamond Model of national competitiveness and some critiques that attempt to extend the usefulness of the model are analyzed. The Doubled Diamond and the role of MNEs in a host country are both examined through a case study research of the foreign-owned automobile industry in Mexico. The findings of this study show evidence of a broader role of MNEs than in the original framework, as well as the usefulness of the doubled diamond extension to explain alternativeRead MoreApple Inc.: Managing a Global Supply Chain11078 Words   |  45 PagesrP os t W14161 APPLE INC.: MANAGING A GLOBAL SUPPLY CHAIN 1 Ken Mark wrote this case under the supervision of Professor P. Fraser Johnson solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. op yo This publication may not be transmitted, photocopied, digitized or otherwiseRead MoreProject Managment Case Studies214937 Words   |  860 PagesPROJECT MANAGEMENT CASE STUDIES, SECOND EDITION - PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION HAROLD KERZNER, Ph.D. Division of Business Administration Baldwin-Wallace College Berea, Ohio John Wiley Sons, Inc. This book is printed on acid-free paper. @ Copyright O 2006 by John Wiley Sons, Inc. All rights reserved. Published by John Wiley Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in

Naming of parts by Henry Reed Essay Example For Students

Naming of parts by Henry Reed Essay He felt the same vibe that both Hem Reed and Stephen Crane felt in their poems, Naming of Parts and War is Kind. Although these authors may not have said it as straightest,vary as Starr did in his hit single War, they still had just as much hatred favor, Goth Reed and Crane have developed their perspectives on war through their writing styles, their usage of figurative language, and their attitudes toward war in general, Henry Reed and Stephen Crane both have very different writing styles. Reeds style in Naming of Parts is built upon juxtaposition. Guns and gardens, soldiers and bees: the poem relates the unrelated in order to draw a clear line between the horrors of war and the fruits of nature. However, the poem goes further than just contrasting opposites. The Structure and language Of the poem combine to show how one should become the other in hopes that the harmonious image of this Eden transforms the unnatural feat Of war. His overall Structure also serves o make nature better. Each stanza is split between the dry. Unimaginative language Of the first speaker, probably the drill sergeant, and the poetic language used by the second speaker to describe nature. In every stanza, the gentle and peaceful language of the second speaker is quite dominant over the monotone voice of the drill instructor. This shows that war disturbs the balance of nature. Stephen Crane, in War is Kind, develops his style by using vivid imagery and irony. Through doing this, he leads the reader directly to his perspective of war. He feels war is a horrible way to solve problems and uses irony to tell us that war is blatantly stupid. Nothing good has ever come from it and nothing ever will. The American flag, The unexplained glory, flies above them to symbolize that the glory they were fighting for was not earned righteously, it stolen by these little men Born to drill and die. Both authors also heavily use figurative language to help create a picture of what they saw in their minds as they wrote these poems, Henry Reeds entire poem is entangled in figurative language. He shows us a perfect balance of the world of nature in the sections of the poem that describe the garden. The garden is a symbol of life and beauty: a magical place, silent and eloquent. In the garden, we see the personification Of branches Which hold in the gardens their silent, eloquent gestures. We are told of blossoms that are fragile and motionless, never letting anyone see / any Of them using their finger. We also witness bees assaulting and fumbling the flowers. These examples of figurative language create a picture in our mind to Which Reed can build his theme upon. Crane uses more subtle figurative language to get his point across in War is Kind. The excellent use of irony draws us to his imagery and metaphors. The metaphor in the middle of the second stanza helps point in the direction of the true meaning of the poem. And his Kingdom a field where a thousand corpses lie, proves that all of the dead bodies after the war do not belong there. This world is Gods creation and ovary avgas not part of His plan. In War is Kind and Naming of the Parts, both authors attitudes toward war are similar but only on the basic level. They both believe war is a tremendous waste of time for it solves nothing at all. For Stephen Crane, this deeply ironic poem is not only an attack on war and all Of its horror but also a statement against violence of any kind. This includes the violence that we observe daily, mans inhumanity to man, and the rage and fury within our own hearts, which are equally as destructive. The poem comments on those little souls who thirst for fight, who find virtue in something as horrifying as slaughter and excellence in a field of a thousand corpses. .ub4e838df556f42dc51143d68ceff95a6 , .ub4e838df556f42dc51143d68ceff95a6 .postImageUrl , .ub4e838df556f42dc51143d68ceff95a6 .centered-text-area { min-height: 80px; position: relative; } .ub4e838df556f42dc51143d68ceff95a6 , .ub4e838df556f42dc51143d68ceff95a6:hover , .ub4e838df556f42dc51143d68ceff95a6:visited , .ub4e838df556f42dc51143d68ceff95a6:active { border:0!important; } .ub4e838df556f42dc51143d68ceff95a6 .clearfix:after { content: ""; display: table; clear: both; } .ub4e838df556f42dc51143d68ceff95a6 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ub4e838df556f42dc51143d68ceff95a6:active , .ub4e838df556f42dc51143d68ceff95a6:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ub4e838df556f42dc51143d68ceff95a6 .centered-text-area { width: 100%; position: relative ; } .ub4e838df556f42dc51143d68ceff95a6 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ub4e838df556f42dc51143d68ceff95a6 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ub4e838df556f42dc51143d68ceff95a6 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ub4e838df556f42dc51143d68ceff95a6:hover .ctaButton { background-color: #34495E!important; } .ub4e838df556f42dc51143d68ceff95a6 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ub4e838df556f42dc51143d68ceff95a6 .ub4e838df556f42dc51143d68ceff95a6-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ub4e838df556f42dc51143d68ceff95a6:after { content: ""; display: block; clear: both; } READ: Adjuster Fraud Investigation Checklist EssayIn Naming of the Parts, Reed tells of the instructor that insists that the men not let / see anyone using his finger. At the end of the same stanza, the blossoms are seen never letting anyone see / any one of them using their finger Although not directly stated in the poem, perhaps the soldiers should take a cue from the blossoms, and in turn nature, not to use their fingers, especially on the trigger. This contributes to his negative view of war. He structures nature to be more powerful than these soldiers and in turn society. Natures silent and eloquent state of being show that war should never be used as a solution to a problem Although both of these poems ever in some way about the topic offer, each author has developed their own way of conveying how they feels through their unique Writing styles, how they use figurative language, and their Own attitudes about war. Imagine what the world would be like if only we stopped and actually thought What we were doing. Maybe then we would realize, like Edwin Starr and these two authors did, that war is not the solution to the problem, but instead the root.

The Sea Raiders Essay Example

The Sea Raiders Paper The sentence structure varies in the two different narratives. The author of The Sea Raiders, H. G. Wells, uses longer sentences overall than the author of The Fog Horn (Ray Bradbury). This is because The Sea Raiders was written in the Victorian era, unlike The Fog Horn, which is more modern from the nineteen seventies. Therefore H. G. Wells uses a lot of archaic language throughout the story, and this alters the sentence length. In The Fog Horn, Ray Bradbury uses short sentences in order to build up and keep suspense throughout a section of the story on page 91 when the writer is building up to the destruction of the tower, The tower shook. The fog horn cried; the monster cried, The fog horn and the monster roared, Quick). This syntax helps to create tension and to keep the readers attention throughout, with sentences such as McDunn seized my arm, and the tower fell. The writer of The Sea Raiders however, builds up to the pinnacle of the story (on page 425 when Hill is attacked by the monsters) with continued use of long and intricate sentences, and also with complex vocabulary, which slowly builds up and keeps tension and suspense throughout the passage. Various language devices are also used. In The Fog Horn, use of direct speech is frequent, and used mainly to answer questions asked by Johnny, and also any that the reader may ask. We will write a custom essay sample on The Sea Raiders specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Sea Raiders specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Sea Raiders specifically for you FOR ONLY $16.38 $13.9/page Hire Writer This is very effective because direct speech is intended to be spoken rather than narrated, and so it makes more of an impact when read out than if it were simply reported. Direct speech is also used in The Sea Raiders, for example on page 424 when the boatman shouts, help here! Alliteration of the h sound is another device which draws attention to this speech because it is so hard-hitting. In my opinion The Fog Horn includes three main characters The monster, Johnny, and McDunn. Johnny is the narrator: he explains the scenes in the story to the reader, and he also describes all that can be seen in each of these scenes. McDunn voices some of the direct speech in this narrative, but we do not always see what he is thinking in great detail. Johnny does not go into detail about how he feels at any point in the story, and I feel that this is done deliberately by the author to draw attention away from these two characters and onto their surroundings, and also onto the monster and its emergence. In my opinion McDunn is almost like a father figure in this passage taking Johnny under his wing and looking after him as his apprentice; teaching him about the lighthouse as a father might teach his son. He also tells Johnny all he knows about the monster, in order to prepare him for the moment when it appears. Carrying through the biblical theme that has been set in this passage with the use of capital letters (Voice) and other devices, McDunn comes across as almost god-like. He is seemingly omniscient, and appears to know everything that is going on. He also knows everything about the monster. McDunn understands the monsters emotions because he empathises with it, as he remains out at sea in his lighthouse, totally isolated and alone just like the monster. We know that McDunn is often cut off from humanity because he becomes so lonely that he even fabricates stories to pass the time, for instance his story on page 87 (I made up that story). As McDunn does not freely express his feelings and opinions frequently in the narrative, the only way that we can understand what he feels and thinks is through Johnnys character, and we get an insight into the philosophical nature of McDunn. As the story progresses we start to become somewhat closely associated with Johnny, as we relate to him because the lighthouse, the monster and McDunn are all connected and are all seemingly together as one in the story. Johnny is the outsider to the situation, and can be likened to the reader whilst they read the passage. The story is written in the first person narrative, and we figuratively become Johnny throughout the story because we are an outsider to all that is happening. This makes the story more personal because we can relate Johnnys point of view. In The Sea Raiders, we have a birds eye view of the story, and are not as involved, as H. G. Wells has written the narrative in the first person. The Sea Raiders was written in the Victorian era, and at this time many things were unknown to science a common preoccupation of the Victorians was discovery, and it was a time of great exploration. The society and history in which the story was written is reflected in the narrative Mr Fison and the other men went out into the sea in their boat to try and discover more about the monsters, just as many Victorians were travelling the world to discover new things at the time that this story was written. Mr Fison and his team are keen to find out more about these monsters because they are unknown to science and society. In this way the men in the story are symbolic of the male status in society at the time that H. G. Wells wrote The Sea-Raiders.

General Analysis and Critical Evaluation of the Proposed Management Control System

General Analysis and Critical Evaluation of the Proposed Management Control System Introduction The human resource function in any organisation is often charged with the responsibility of planning and controlling the human resource needs of the organisation. Organisations must have the right skills to be able to achieve their objectives and targets.Advertising We will write a custom essay sample on General Analysis and Critical Evaluation of the Proposed Management Control System specifically for you for only $16.05 $11/page Learn More A control mechanism must be in place to enable the HR department perform its roles and functions in the most efficient way. This paper carries out an analysis and evaluation of a typical management control system adopted for use by the HR department. Personal and Control Cultures Recruitment Recruitment entails getting the right worker for a given job and, therefore, the HR staff must be able to consult with the candidate to determine whether he or she has the right qualifications for the job. Recruitment in terviews are an example of communication exercises where ideas are exchanged. Without better communication skills, the HR staff will not be in a position to determine whether the responses given are accurate, thus, making it appropriate for the firm to hire the worker. Information technology has become integral in the present day operations of firms. It has the potential of reducing HR costs, while also improving the quality of performance. Having an understanding of the basic software used in office operations helps the HR to offer quality performance and lower the overall costs of the function. In other words, it enhances efficiency of the department. The right motivation as well as professionalism helps in boosting the level of one’s performance. It potentially influences the performance of other staff members, as well. Being proactive and working independently enhances initiative on the part of the HR. A worker’s background must tally with the organisation’s culture, integrity, and ethics for the firm to achieve its intended success. HR staffs must be ready to fit within the cultural framework of the organisation to influence the rest of the workforce toward aligning in the same direction.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Drawbacks The control mechanism does not identify the need for HR staffs to have leadership skills. Unless the HR staffs are leaders, their recruitment roles will never achieve the right workers. Strong leadership qualities enable recruits to follow on the staff and perform their roles to the expectation. Promotion and Training The HR is about planning and organising personnel resource such that the organisation can achieve its desired objectives. Thus, knowledge of the firm’s culture, design of jobs and position, as well as ability to select the right person and evaluation management are all c ritical for HR staff in as far as promotion and training is concerned. It will enable the staff to determine areas that need additional skills and help in designing new skills that will be appropriate for the running of the organisation. Drawbacks Apart from employee tests, it is important to establish a mechanism that evaluates the actual performance of staff. Some people are capable of passing exams highly, yet they lack the practical ability to execute their roles. On the other hand, there are workers who would perform dismally on their tests, but perform excellently when it comes to execution of roles. Cultural Controls Because the executive management may issue cultural values expressed in complex terms, the HR department must transform the language without changing the meanings in order to make it easy for the staff to understand. Drawback The cultural values of a firm must not strictly be a reserve for the executive management to formulate. It should involve even the middle a nd lower cadre managers because they are also stakeholders in the running of the organisation. An all-inclusive culture value formulation will make the entire HR feel as part of the culture and, thus, perform excellently in its execution. Action Control The control mechanism must establish a standardised framework upon which judgments and measurements must be carried out. The main drawback of this HR control system is in its subjective and flexible structure. Such an arrangement gives a leeway to the HR staff to bend rules as they may find it suitable for them. In essence, this would end up affecting the quality of performance of the HR department.Advertising We will write a custom essay sample on General Analysis and Critical Evaluation of the Proposed Management Control System specifically for you for only $16.05 $11/page Learn More Result Control The HR department, like all the departments in the organisation, must seek to achieve cost efficiency. Its ac tions and decisions must be weighed against the compensation decisions, motivation, and turnover. Drawbacks The HR department needs to operate on its own budget for specific periods. This will enhance planning. Thus, the department must have its own financial results for each year to help in its financial planning and drawing of budgets. Relying on non-financial KPIs affects the quality and ability to plan financially for the department (Merchant Stede, 2011, p. 236). Conclusion The human resource department within any organisational set up undertakes the role of planning the human resource and ensuring it is capable of achieving an organisation’s objectives. Control of the HR’s activities and operations is critical in enabling the organisation to enhance its performance. The control system ensures that the HR staff has attained the right qualification in the department and ensures that the recruitment exercise obtains the right skills for the workers. HR staffs must have predetermined qualifications and personal attributes to enable them achieve greater results in their roles. List of References Merchant, KA Stede, WAV 2011, Management control systems: Performance measurement, evaluation and incentives, Financial Times/Prentice Hall, Harlow

Administrative law in Britain Essay Example | Topics and Well Written Essays - 750 words

Administrative law in Britain - Essay Example British Administrative Law is a part of British public law. It involves law pertaining to the control and authority of British departmental agencies or those agencies that are given constitutional power by the administration (Leyland and Anthony, 2008, 45) There is great popularity of such law reforms in most of the countries, however, they have been extensively criticised too. Main constituents of British Administrative Law are Ombudsmen, Tribunals, Judicial review and Freedom of Information. Ombudsman According to the Administrative law post of Ombudsman is connected to the Parliament of Westminster and some other posts at the Parliament of Scotland, some of the government institutions and Welsh Assembly. The main responsibility of Ombudsman is to inspect problems of malpractices of administration. Tribunals This constituent of British Administrative Law includes numbers of local public bodies, which are also called non-departmental public bodies (NDPBs). Judicial review This conte nt of British administrative law includes supervision of implementation of general public power by the Administrative Courts. If someone feels that an act of a government body, for instance his/ her local council or a constitutional court, is against the law, or it has dishonoured his/her civil rights, they may register a complaint at the Administrative Court (which is a branch of High Court) for legal reassessment of the decision and get their problem solved or perhaps take compensation. (Leyland and Anthony, 2008, 35) ... Nevertheless, the basic aim and objective of both these Acts is well indistinguishable – same sort of public bodies that are included in Britain, Northern Ireland and Wales are also included in Scotland Act. . (Leyland and Anthony, 2008, 42) Moreover, its basic terms and conditions are very closed to each other, despite the fact that the Freedom of Information Act of Scotland is a little stronger than English Act in support of disclosing information. But Freedom of Information Act 2000 is not applicable for public bodies in the foreign territories. (Barnett, 2004, 221) The former Prime Minister Tony Blair who actually brought main idea of the Freedom of Information Act, showed his disappointed from the Act afterwards. According to him, this Act obstructs the capacity of government officials to act under a sensible level of privacy. Implementation of the Administrative Law is seen as a major constitutional change that has been implemented in the course of past few years. Number s of changes have also taken place within British House of Commons too, like pre-legislative trials are now given much more importance, select committees have been made much stronger, change in work hours etc. This is not possible to do justice to all the reforms, however this is a major thing that it is an obligation for the British Prime Minister to present himself at the Liaison Select Committee of the House two times in every year to be questioned about any subject whatsoever. Critics have shown their reservations on the commitment to this sort of well-planned constitutional programme. UK Administrative and Constitutional Law have remarkably changed since year 1997. (Barnett, 2004, 225) There are several public bodies too, whose resolutions can also be

Inland freight assisgment Essay Example | Topics and Well Written Essays - 2500 words

Inland freight assisgment - Essay Example vernment concerning the operation of the system as well as regulating the issue of licences to the drivers with a view to keep the transport system safe and legal. This paper studies the depth of such regulations in maintaining the road safety and makes a critical analysis of the effect of the regulations on the operators and drivers in that direction. This paper also takes a role of a counter campaign against those criticising the operation of the LGV transport system as unsafe by analysing the regulations and at the same time bringing out the shortcomings or lacunae in the system. It also attempts to suggest some useful hints for the future developments. Note: To make the paper more user-friendly, some provisions have been adapted as such or paraphrased from the original Handbook prepared by Vehicle and Operator Service Agency (VOSA) and the regulations of other statutory bodies. With globalization of the industrial and business activities, the effective management of supply chain system ensuring the availability of the right material at the right time and at the right quality has become an immediate and important necessity to any business organisation. . This also necessitated the development and maintenance of new and speedy ways of inland freight movement systems and thereby to succeed the fight against the time to reach the merchandise at the destination at the proper time. In such an effort, due to human errors there are umpteen possibilities due to the improper maintenance of the vehicles or the carelessness of the people operating such transport vehicles that accidents do happen on the city roads and the highways. Under those circumstances it becomes absolutely essential to find out the cause of such an incident to fix the onus of compensating the aggrieved party and punishing the erring person. This analysis will lead us to so many debatable issues w hich will finally culminate on the government’s responsibility to efficiently administer the system of

A football match Essay Example for Free

A football match Essay After analyzing my performance in a football match I was able to notify and identify my strengths in a game and how these had a positive effect on my performance. I have good awareness and I am also capable of running up and down the right wing to make and receive passes. Also allowing me to make successful crosses into my opponents area. I have good all over body strength and can use it to stop a defender from tackling me. I can dribble the ball in different directions and keep control of it then I am able to look up and make a successive pass to a team mate in the goal area and have an increased opportunity of scoring goals to win the match. I always dribble the ball with two feet allowing me to move inwards or outwards so I can confuse my opponents the I put my self into a passing or shooting position very quickly. I also try to use my voice as much as possible and try to communicate with my other team mates and tell them to either pass or shoot the ball. When I am in danger I am able to pass to a near by team mate or clear the ball from my teams half into my opponents half which can be difficult at certain times. I am also able to header the ball or volley the ball into my opponents goal when one of my team mates crosses the ball into my opponents goal area. I have a lot of speed and strength which can be useful in matches and is an appropriate fitness level at certain ages. I may have a lot of strengths but I do also have a lot of weaknesses in attacking and defending. When a through ball pass is made past a defender for me to run to I am sometimes not quick enough to get to it or I do not react quick enough to receive the ball. As a result the ball either goes of the pitch or my opponents team defender gets to the ball before me which can reduce my teams chances of scoring goals to win the match. In certain goal scoring opportunities I have the eagerness to move and make a hard shot but my shot accuracy is very of target and sometimes goes of the pitch or the goal keeper saves it. I am sometimes not in a ready position to receive the ball and seem to make poor contact with the ball when it has been passed or crossed to me. As a right midfielder I need to take advantage of these opportunities and score for my team to win. Into the end of the first half of the game I seem to show weakness in my stamina and seem to be out of breath quite quick. My body feels very exhausted when I finish running up and down the wing and I am unable to move around the wing area quick as I use to move before. When we lose the ball or possession I sometimes walk back on defence instead of running back to try and tackle the attacker with the ball or help my defenders get the ball back. When my team are taking a corner kick I seem not to be moving around the area so I can get the opportunity to jump up and header the ball into my opponents goal. I have a low shot power in my left foot and hardly use my left foot in matches which could be a big help in certain situations

Guns in the home :: essays research papers fc

  Ã‚  Ã‚  Ã‚  Ã‚  Statistics on the National Safe Kids Campaign Website reveals that â€Å"Americans possess nearly 200 million firearms, including 65 million handguns. Approximately one-third of families with children (representing more than 22 million children in 11 million homes) keep at least one gun in the home. Gun owners keep firearms in the home for hunting and recreation (60 percent) or for protection and crime prevention (40 percent)†. Although 40 percent seems to be on the minority, households with guns are at higher risk of homicide, and there are few beneficial effects of gun ownership; as a result, alternative methods for crime prevention and protection should be adopted.   Ã‚  Ã‚  Ã‚  Ã‚  The most startling examples of these risks usually involve children. Children are very curious and will stop at nothing to discover new ideas. When they play, it is normal for them to move about and find bits and pieces around the house. This innocent, normal behavior becomes dangerous when children start finding guns hidden or lying around. A typical story was told by the Physicians for Social Responsibility, an organization working together for nuclear disarmament, (PSR) when â€Å"three-year-old Billy Higgins sat in the corner of his parent’s bedroom, trembling and confused, a gun having just gone off in his hand. His 2 year old sister, Anne Marie, lay motionless on her back, a small hole in her chest. While playing with his sister, Billy had found his father’s loaded handgun in a bedroom drawer. The father, John Higgins, never dreamed his small children were capable of finding or using his gun. He was wrong. And his daughter died†. ( "Billy Higgins†) Obviously, John Higgins thought that he had his gun only accessible to himself, and even if his kids found it, they would not be able to shoot it. However, the National Safe Kids Campaign website shows that â€Å"Children as young as age 3 are strong enough to pull the trigger of many of the handguns available in the United States†.   Ã‚  Ã‚  Ã‚  Ã‚  Not only are children at risk but also adults. A study by Arthur Kellerman shows that â€Å"the risk of homicide in the home is three times greater in households with guns.†(2) He implies that guns stored in the home are more often used to kill a familiar person than an intruder. Gun owners do not always know who they’re shooting when they pull the trigger, often the victim of this shooting is a family member.

Marks ; Spencer Group Anaylsis Essay

Marks and Spencer Group plc  © MarketLine Page 2 Marks and Spencer Group plc Company Overview COMPANY OVERVIEW Marks and Spencer Group (M&S or â€Å"the company†) is one of the leading retailers of clothing, foods and homeware in the UK. The company operates in more than 40 countries across Europe, the Middle East, and Asia. It is headquar tered in London, the UK and employs 78,169 people. The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in the financial year ended April 2011 (FY2011)*, an increase of 2. 1% over FY2010. The operating profit of M&S was ? 836. million (approximately $1,302. 5 million) in FY2011, a decrease of 1. 8% compared to FY2010. The net profit was ? 612 million (approximately $952. 5 million) in FY2011, an increase of 16. 3% over FY2010. *The financial year ended April 2, 2011 was a 52-week period whereas the financial year ended April 3, 2010 was a 53-week period. KEY FACTS Head Office Marks and Spencer Group plc Wa terside House 35 Nor th Wharf Road London W2 1NW GBR Phone 44 20 7935 4422 Fax Web Address http://www. marksandspencer. com Revenue / turnover 9,740. 3 (GBP Mn) Financial Year End April Employees 78,169 London Ticker MKS Marks and Spencer Group plc  © MarketLine Page 3 Marks and Spencer Group plc Business Description BUSINESS DESCRIPTION M&S is the holding company of the Marks & Spencer Group of companies. The company is one of the UK’s leading retailers, with more than 21 million people visiting its stores each week. M&S offers clothing and home products, as well as foods, sourced from about 2,000 suppliers globally. It operates through both wholly owned stores and franchise stores. As of FY2011, the company operated 703 stores in the UK. M&S operates over 361 owned and franchised stores in over 42 territories. Though the company primarily repor ts its revenues in terms of geographic segments (UK and international), its operations can be categorized under two divisions: food and general merchandise. The food division concentrates on four main areas: fresh, natural, healthy food; special celebration products; authentic ready meal ranges; and exceptional ever yday food such as â€Å"Oakham† chicken. It operates a chain of 163 Simply Food owned stores and 202 Simply Food franchise stores in high streets, motorway service stations, railway stations and air por ts in the UK. The general merchandise division of the company is categorized into two segments: clothing and home. The clothing segment offers women’s wear, men’s wear, lingerie, children’s wear, and accessories and footwear. Some of the prominent brands offered by this segment include Autograph, Limited Collection, Collezione, Blue Harbour, Girls Boutique, Per Una, Ceriso, Adored, and Truly you. The home segment offers homeware and home accessories, kitchen and tableware, lighting, and furniture products. In addition to selling products through regular stores, the segment also offers catalogue services. M;S offers its products and services online as well as through flagship stores, high street stores, retail park stores, M;S outlets, Simply Food stores, and Simply Food franchised stores. Marks and Spencer Group plc  © MarketLine Page 4 Marks and Spencer Group plc History HISTORY M;S was founded in 1884 as a stall in an open market in Leeds, the UK. Then known as Marks’ Penny Bazaar, it was the household goods, haberdasher y, toy, and sheet-music business of Michael Marks, a Jewish refugee from Poland. In 1894, he took Thomas Spencer as a business par tner. In 1903, M&S was registered as a private limited company. Although a clothing design depar tment had first been set up in 1938, it was not until after the Second World War that it became fully developed under a leading designer. In 1973, the company entered Canada, and bought Peoples Depar tment Stores and D’Allaird’s, a national women’s wear retailer, both of which it later sold. The company also had direct retailing investments in Canada. It tried to move south of the border in 1988 with the purchase of Brooks Brothers, but the US operation never took off as the company had hoped. Five franchised stores were closed down in Turkey in 1999 when the franchise par tner Turk Petrol Holding couldn’t meet its bank obligations and collapsed. Later in the year, Marks and Spencer Canada, after 25 years of business, closed its 38 stores. The company sold its US clothing chain Brooks Brothers for $225 million in 2001. In 2003, M&S announced the launch of its â€Å"&more† credit card. Alongside this, Marks & Spencer Financial Services was re-branded â€Å"Marks & Spencer Money. † In 2004, M&S completed the sale of Marks & Spencer Retail Financial Services Holdings (M&S Money) to HSBC. During the course of 2005, the company opened 31 Simply Food stores as well as closed the Lifestore project in the UK. M&S expanded the â€Å"Simply Food† format with the acquisition of 28 stores on a leasehold basis from Iceland Foods for a consideration of ? 38 million (approximately $76. 3 million) in 2006. In the same year, M&S sold Kings Super Markets, its only non-M&S branded business to a US investor group consisting of Angelo, Gordon & Co, MTN Capital Par tners and Mr. Bruce Weitz for $61. 5 million in cash. In 2007, M&S and two of its long-term suppliers decided to star t the development of M&S’ first â€Å"eco-factories†, pioneering innovative methods of sustainable manufacturing. One factor y in Sri Lanka would make lingerie and two factories in Nor th Wales would manufacture furniture upholster y. In the same year, the company launched its own branded LCD widescreen TVs. This range was in addition to the existing collection of Sony TVs currently available at M;S. Fur ther in the year, M;S launched school wear made from recycled plastic bottles. The company’s first standalone home store in Lisburn, Nor thern Ireland was launched in 2007. In the same year, M&S launched Big & Tall, an exclusive online men’s wear offering more than 450 items online ranging from tailoring to knitwear to casual shir ts and trousers. Also in 2007, M;S reduced saturated fat level as much as 82% in more than 500 company’s products. The company reduced saturated fat levels in products including sandwiches, ready meals, crisps and savor y snacks. Marks and Spencer Group plc  © MarketLine Page 5 Marks and Spencer Group plc History Towards the end of 2007, a new Made to Measure shir ts ser vice was launched by M&S, which allowed customers to design a tailor-made shir t within 21 days. The company added new products to its men’s wear por tfolio in FY2008. M;S also launched climate control underwear featuring temperature regulating technology developed by NASA, expanded Collezione brand collection by introducing new shoes, wool and cashmere mix trousers. M;S reinvigorated its Blue Harbour brand to attract 35 to 44 year old men. Also in FY2008, the company star ted to freeze its ready meals for international sale and launched a range of 70 lines in eight countries. Later, the company also launched a 25-piece capsule collection called GD25 from Per Una. In 2008, M;S removed ar tificial colors and flavorings from its entire food and soft drinks range. In the same year, the company improved the quantity of space in a number of major out of towns and city centre stores through store extensions and also added 35 stores to its Simply Food por tfolio, including 25 BP franchised stores. A new flagship store in new Westfield Centre at White City, West London was opened at the end of 2008. To fur ther progress in Asian markets, the company opened its first 38,000 square feet store in Shanghai. M;S then entered into a par tnership with Scottish and Southern Energy, as per which M;S Energy would supply electricity and gas to domestic customers and reward them with M;S store vouchers for helping the environment by reducing their energy usage. M;S announced plans to close 10 of its Simply Food stores in 2009. The company opened Food to Go outlets in Hong Kong in the same year. Also in 2009, M;S announced plans to enter new categories in the Indian market, with the launch of luggage and footwear for men. The company introduced a Ramadan and Eid fashion collection in all the 13 stores throughout the Middle East in the UAE, Bahrain, Qatar, Kuwait and Oman in 2009. Fur ther in the year, M;S launched personalized greetings cards business online. The company also announced to open its second mainland store in Guangzhou, the capital of Guangdong province in southern China. M;S also launched a beer and cider range to complement its wine selection. M;S launched a revamped version of its website in 2009, the first major update since 2007. Fur thermore, in 2009, the company began to offer its online international deliver y service to 73 more countries as par t of a drive to grow annual sales of M;S Direct. The company began its offering within the homeware sector in 2009. M;S announced plans to open a store in Marbella, Spain by the end of 2009. In the same year, M;S and India-based Reliance Retail planned to open approximately 50 stores in India in the following five years under the banner of their joint venture company Marks ; Spencer Reliance India. Later in the year, the company outlined plans to cut costs by ? 50 million (about $150 million) by optimizing its supply chain and IT systems. M;S also announced plans to open a new store at the Swords Pavilions shopping center in the Dublin Airpor t, Ireland, in 2009. The company opened its new 22,000 square feet store at Morpeth’s Sanderson Arcade in the same year. M&S decided to launch â€Å"Simply Food† in Western Europe. Fur ther in 2009, the company a nnounced plans to sell a selected range of around 400 branded grocery and household products in all of its UK stores, following a 16-month trial in its stores in the Nor th East and South East of England. In 2010, M&S launched a new Home Energy Service division that would offer customers a suite of energy efficiency products and services. Building on the success of M&S Energy, which was servicing Marks and Spencer Group plc  © MarketLine Page 6 Marks and Spencer Group plc History over 125,000 homes, the company would roll-out a number of new products including bespoke energy advice, renewable energy solutions such as solar panels and heat pumps, and energy efficient heating solutions. In the same year, M&S announced a program to be the world’s most sustainable retailer by 2015, launching 80 major new commitments under M;S’ eco and ethical plan, Plan A. The new commitments will mean that the company ensures all M&S products become ‘Plan A products’ with at least one sustainable quality. This program will also enable the company’s 2,000 suppliers to adopt Plan A best practice and encourage M;S customers and employees to live ‘greener’ lifestyles. Fur ther in 2010, M;S launched a new version of www. marksandspencer. om designed specifically for use on mobile phones and mobile devices—the first mobile site from a major UK high street retailer. Through this, the company aims to expand its multi-channel offering. During the same year, M;S launched England Football team suit exclusively in M;S stores, to take advantage of the football World cup spending. The company opened its new 1. 1 million square feet distribution centre at ProLogis Park Bradford in the UK in 2010. This warehouse in the UK will serve all the company’s stores with furniture products and store equipment. Later in 2010, M&S launched a range of Solar PV and Solar Thermal water heating solutions. Fur thering the sustainability initiatives, the company also announced that it will use polyester made from recycled PET drinks bottles instead of virgin polymer to make more than 300 million clothing care labels a year. Towards the end of 2010, M&S announced plans to move into rail distribution to reduce its carbon footprint. More than 300,000 general merchandise products per week would move from road to rail distribution. The company also opened a new shopping center in Vilnius, Lithuania at the end of year. In April 2011, M&S opened its greenest ever store at Ecclesall Road in Sheffield. This is the first store of a number of new Sustainable Learning stores planned by the company as par t of its drive to become the world’s most sustainable major retailer by 2015. The company opened 20 stores in the UK during FY2011, including 17 Simply Foods. In international, M;S opened 49 new stores and closed 15 stores. During the same period, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo. The company, in July 2011, launched a new iPad application for its investors. This application will provide investors with latest M;S financial news. In the following month, M;S signed a traceability deal with Historic Futures. As per the deal, Historic Futures will provide the company full traceability on ever y single clothing and home product it sells. M;S is the first major retailer to commit to full traceability for non-food products. In September 2011, M;S opened a new store at Westfield, Stratford City with the latest ‘Only at Your M;S’ innovations and customer experiences. In the following month, M&S launched its new French website, http://www. marksandspencer. fr/, marking its first international transactional website. Marks and Spencer Group plc  © MarketLine Page 7 Marks and Spencer Group plc History The company, in November 2011, opened its new flagship store at 100 Avenue des Champs-elysees in Paris. M&S, in February 2012, launched its outlet format on its website at www. marksandspencer. com/outlet. M&S Outlet will permanently offer a selection of more than 1,300 quality M&S clothing products with up to 40% off the regular high street and online prices. In the same month, the company recalled four products (Crispy Prawn Wonton, Crispy Vegetable Balls, Prawn Baguette Toast, and Prawn Siu Mai Selection) from its Chinese range due to mistake in ‘use by’ date. In March 2012, the company, announced plans to launch a new website for its Irish customers, http://www. marksandspencer. ie/. In April 2012, M&S announced that it will accept secondhand clothes at UK outlets in order to recycle into other fabrics or reuse overseas by the Oxfam charity in an aim to cut waste. Marks and Spencer Group plc  © MarketLine Page 8 Marks and Spencer Group plc Key Employees KEY EMPLOYEES Name Job Title Board Marc Bolland Chief Executive Officer Executive Board 975000 GBP Alan Stewar t Chief Finance Officer Executive Board 550000 GBP Kate Bostock Executive Director, General Merchandise Executive Board 590000 GBP John Dixon Executive Director, Food Executive Board 540000 GBP Steven Sharp Executive Director, Marketing Executive Board 655000 GBP Laura Wade-Gery Executive Director, Multi-channel E-commerce Executive Board Amanda Mellor Group Secretar y and Head of Corporate Governance Executive Board Rober t Swannell Chairman of the Board Non Executive Board Vindi Banga Director Non Executive Board Miranda Cur tis Director Non Executive Board Jeremy Darroch Director Non Executive Board 85000 GBP Steven Holliday Director Non Executive Board 85000 GBP Mar tha Lane Fox Director Non Executive Board 70000 GBP Jan du Plessis Director Non Executive Board 70000 GBP Clem Constantine Director, Proper ty Senior Management Tanith Dodge Director, Human Resources Senior Management Dominic Fr y Director, Communications and Investor Relations Senior Management Jan Heere Director, International Senior Management Nayna McIntosh Director, Store Marketing and Design Senior Management Steve Rowe Director, Retail Senior Management Darrell Stein Director, Information Technology and Logistics Senior Management Marks and Spencer Group plc  © MarketLine Compensation 450000 GBP Page 9 Marks and Spencer Group plc Key Employee Biographies KEY EMPLOYEE BIOGRAPHIES Marc Bolland Board: Executive Board Job Title: Chief Executive Officer Since: 2010 Mr. Bolland has been the Chief Executive Officer at Marks and Spencer Group since 2010. Previously, he was the Chief Executive Officer at Morrisons Supermarkets from 2006 to 2010. Prior to this, Mr. Bolland worked at Heineken for 20 years in various management roles, including Executive Board member and Chief Operating Officer, and responsibility for operations and business development in the US, France, Italy, Spain, the Caribbean and Latin America. He also ser ves as a Director at Manpower. Alan Stewart Board: Executive Board Job Title: Chief Finance Officer Since: 2010 Mr. Stewar t has been the Chief Finance Officer at Marks and Spencer Group since 2010. Before joining the company, he was the Chief Financial Officer at AWAS, an aircraft leasing company. Mr. Stewar t spent 10 years at HSBC Investment Bank before joining Thomas Cook in 1996, where he held various senior roles, including Chief Executive at Thomas Cook UK. Mr. Stewar t joined WH Smith in 2005 as Group Finance Director. He also ser ved as a Non Executive Director at Games Workshop Group. Kate Bostock Board: Executive Board Job Title: Executive Director, General Merchandise Ms. Bostock is the Executive Director of General Merchandise at Marks and Spencer Group. She joined the company in 2004. Previously, Ms. Bostock was the Product Director for Childrenswear at Next from 1994. She also ser ved as the Product Director for the George brand covering all areas of clothing and footwear at Asda. John Dixon Board: Executive Board Job Title: Executive Director, Food Marks and Spencer Group plc  © MarketLine Page 10 Marks and Spencer Group plc Key Employee Biographies Since: 2009 Mr. Dixon has been the Executive Director of Food at Marks and Spencer Group since 2009. He joined the company as a Store Management Trainee. Mr. Dixon held various senior roles at the company for over 20 years, including Executive Assistant, Chief Executive, and Director of Home and M&S Direct. Steven Sharp Board: Executive Board Job Title: Executive Director, Marketing Mr. Sharp is the Executive Director of Marketing at Marks and Spencer Group. He joined the company in 2004. Previously, Mr. Shar p served as the Marketing Director at Asda, the Bur ton Group, Booker, and Arcadia Group. Currently, he is a Non Executive Director at Adnams. Laura Wade-Gery Board: Executive Board Job Title: Executive Director, Multi-channel E-commerce Since: 2011 Ms. Wade-Gery has been the Executive Director of Multi-channel E-commerce at Marks and Spencer Group since 2011. Prior to this, she worked at Tesco and held a variety of senior roles, including Chief Executive Officer of Tesco. com and Tesco Direct. Ms. Wade-Ger y also held various roles at Gemini Consulting and Kleinwor t Benson. She has also been a Non Executive Director at Trinity Mirror since 2006. Amanda Mellor Board: Executive Board Job Title: Group Secretary and Head of Corporate Governance Ms. Mellor is the Group Secretary and Head of Cor porate Governance at Marks and Spencer Group. She joined the company in 2004 as the Head of Investor Relations. Ms. Mellor spent her early career in investment management at James Capel before becoming a Director within its Corporate Finance team. She then served at Rober t Fleming, Investment Banking prior to joining The Bur ton Group as the Director of Cor porate Relations and Investor Relations. Robert Swannell Board: Non Executive Board Job Title: Chairman of the Board Marks and Spencer Group plc  © MarketLine Page 11 Marks and Spencer Group plc Key Employee Biographies Since: 2011 Mr. Swannell has been the Chairman of the Board at Marks and Spencer Group since 2011. He joined the company in 2010 as a Non Executive Director. Prior to this, Mr. Swannell was a Senior Independent Director at The British Land Company, and 3i Group. He spent over 30 years in investment banking at Schroders/Citigroup. Mr. Swannell was previously the Vice Chairman at Citi Europe and Co-Chairman at Citi’s European Investment Bank. Vindi Banga Board: Non Executive Board Job Title: Director Since: 2011 Mr. Banga has been a Director at Marks and Spencer Group since 2011. He is currently a Par tner at Clayton Dubilier ; Rice, a private equity investment firm. Prior to this, Mr. Banga spent 33 years at Unilever, where he held several senior positions, including President of the Global Foods, Home and Personal Care businesses, and was a member of the Unilever Executive Board. He also serves as a Non Executive Director at Thomson Reuters and Maruti Suzuki India. Miranda Curtis Board: Non Executive Board Job Title: Director Since: 2012 Ms. Cur tis has been a Director at Marks and Spencer Group since February 2012. She is currently the Chairman at Waterstones, and a Non Executive Director at Liber ty Global. Ms. Cur tis has also been a Non Executive Director at National Express Group since 2008. She also serves on the Boards of the Institute for Government, the Royal Shakespeare Company, and Camfed (the leading African girls’ education charity). Jeremy Darroch Board: Non Executive Board Job Title: Director Since: 2006 Mr. Darroch has been a Director at Marks and Spencer Group since 2006. He also ser ves as the Chief Executive at British Sky Broadcasting. Previously, Mr. Darroch ser ved as the Chief Financial Officer at British Sky Broadcasting. Prior to this, he was the Group Finance Director and Retail Finance Director at Dixons Retail (formerly DSG International). Marks and Spencer Group plc MarketLine Page 12 Marks and Spencer Group plc Key Employee Biographies Steven Holliday Board: Non Executive Board Job Title: Director Since: 2004 Mr. Holliday has been a Director at Marks and Spencer Group since 2004. He is the Group Chief Executive Officer at National Grid. Prior to that, Mr. Holliday served as the Director of UK and Europe and was responsible for the UK Elect ricity and Gas businesses. He is also the Chairman of the UK Business Council for Sustainable Energy. Prior to joining National Grid, Mr. Holliday was an Executive Director at British Borneo Oil and Gas. Previously, he held several senior positions at Exxon Group. Martha Lane Fox Board: Non Executive Board Job Title: Director Since: 2007 Ms. Fox has been a Director at Marks and Spencer Group since 2007. She is the UK’s Digital Champion, the Chairman of Race Online 2012, and a Non Executive Director at Channel 4 Television. Ms. Fox is founder and Chairman of Lucky Voice, and of her own grant-giving foundation, Antigone. She was co-founder of lastminute. com. Jan du Plessis Board: Non Executive Board Job Title: Director Since: 2008 Mr. du Plessis has been a Director at Marks and Spencer Group since 2008. He is the Chairman at Rio Tinto. Previously, Mr. du Plessis was the Chairman at British American Tobacco and a Non Executive Director at Lloyds Banking Group. He also ser ved as the Chairman at RHM from 2005 to 2007. Mr. du Plessis was previously the Group Finance Director at Richemont, a position he held until 2004. Clem Constantine Board: Senior Management Job Title: Director, Proper ty Mr. Constantine is the Director, Proper ty at Marks and Spencer Group. He joined the company in 2006. Mr. Constantine was appointed the Group Proper ty and Retail Planning Director at Arcadia Group in 1999. He was appointed to his first finance directorship in 1993, for the IS brand at the Marks and Spencer Group plc  © MarketLine Page 13 Marks and Spencer Group plc Key Employee Biographies Bur ton Group, and moved through several other finance directorships with variable responsibilities including systems and retail. Mr. Constantine was trained as a Char tered Accountant at Stoy Hayward, and joined Debenhams in 1989 as a Financial Analyst. Tanith Dodge Board: Senior Management Job Title: Director, Human Resources Since: 2008 Ms. Dodge has been the Director, Human Resources at Marks and Spencer Group since 2008. She was formerly the Group Human Resources Director at WH Smith since 2003. At WH Smith, Ms. Dodge was also responsible for Public Relations, Communications and Post Office Operations. Prior to this, she was the Senior Vice President Human Resources for Europe, Middle East and Africa (EMEA) at InterContinental Hotels Group. Ms. Dodge also served as the Human Resources Director at Diageo’s two business divisions. She was also the International Human Resources Manager at Prudential Corporation. Dominic Fry Board: Senior Management Job Title: Director, Communications and Investor Relations Mr. Fry is the Director, Communications and Investor Relations at Marks and Spencer Group. He joined the company in 2009. Prior to this, Mr. Fr y ser ved at Tulchan Communications. In 1996, he was appointed the Communications Director at J Sainsbury and ser ved in the same role at ScottishPower from 2000 to 2005. In 1989, Mr. Fr y became the Communications Director at AT&T in the UK before moving from there to head up communications at the Channel Tunnel in the mid ’90s. He star ted his career in 1982 working in PR consultancy at Traverse-Healy ; Regester and then Charles Barker. Jan Heere Board: Senior Management Job Title: Director, International Since: 2011 Mr. Heere has been the Director, International at Marks and Spencer Group since 2011. He joined Inditex in 2002 where he held a several international roles, most recently as General Manager for Inditex Russia. During 2000–02, Mr. Heere held various senior management roles at Zara, Groupo Inmobiliario Lupaco, and Charanga. He began his career at Manpower in Spain in 1997. Nayna McIntosh Marks and Spencer Group plc  © MarketLine Page 14 Marks and Spencer Group plc Key Employee Biographies Board: Senior Management Job Title: Director, Store Marketing and Design Ms. McIntosh is the Director, Store Marketing and Design at Marks and Spencer Group. She joined the company in 2005. Prior to this, Ms. McIntosh was par t of the Management Team that set up the per una brand in 2001. Previously, she served as the Sales and Marketing Director for the George brand at Asda stores. Before joining George, Ms. McIntosh was at Next for four years as a Divisional Executive for the South of England. Steve Rowe Board: Senior Management Job Title: Director, Retail Since: 2008 Mr. Rowe has been the Director, Retail at Marks and Spencer Group since 2008. He joined the company in 1989 and held a variety of positions in store management, having previously worked at Topshop as a Store Manager. Mr. Rowe joined Head Office in 1992 as a Merchandiser for Menswear. In 1998, he was promoted to Category Manager in the Furniture Depar tment. In 2001, Mr. Rowe led the team developing the Home Growth Strategy, working with McKinsey Consultants, and became Head of Home categories in 2003. He was promoted to the Director of Home a year later in 2004. From 2004 to 2008, Mr. Rowe was also responsible for Beauty and New Business Development. Darrell Stein Board: Senior Management Job Title: Director, Information Technology and Logistics Mr. Stein is the Director, Information Technology and Logistics at Marks and Spencer Group. He has been working in IT for 17 years star ting his career at the company in 1990. Mr. Stein re-joined M;S in 2006 as the IT Director. From 2001 to 2006, he ser ved at Vodafone, becoming IT Director for Vodafone UK in 2004. Prior to this, Mr. Stein was Vodafone’s UK Network Director and Global IT Strategy and Architecture Director. From 1996 to 2001, he ser ved at Ernst & Young, leading a number of major IT and Change Programmes in the financial services, retail and utility sectors. In 1994, Mr. Stein joined Mars as a Project Manager. Marks and Spencer Group plc  © MarketLine Page 15 Marks and Spencer Group plc Major Products and Services MAJOR PRODUCTS AND SERVICES M&S is one of the leading retailers of clothing, foods and homeware in the UK. The company’s key products and services include the following: Products: Women’s wear Men’s wear Lingerie Children’s wear Footwear Food and grocery items Homeware and home accessories Kitchen and tableware Lighting Furniture products Services: Credit cards Car, home, travel, and pet insurance Personal loans Brands: Autograph Limited Collection Collezione Blue Harbour Girls Boutique Per Una Ceriso Adored Truly you Marks and Spencer Group plc  © MarketLine Page 16 Marks and Spencer Group plc Revenue Analysis REVENUE ANALYSIS Overview The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in FY2011, an increase of 2. 1% over FY2010. For FY2011, the UK, the company’s largest geographic market, accounted for 89. 7% of the total revenues. M;S generates revenues through two business divisions: food (51. 5%% of the total revenues in FY2011), and general merchandise (48. 5%). Revenues by division* During FY2011, the food division recorded revenues of ? 4,499. 4 million (approximately $7,002. 4 million), an increase of 1. 9% over FY2010. The general merchandise division recorded revenues of ? 4,233. 6 million (approximately $6,588. 8 million) in FY2011, an increase of 2% over FY2010. *The revenue breakdown by division is only for the revenues from the UK market. Revenues by geography The UK, M;S’ largest geographical market, accounted for 89. % of the total revenues in FY2011. Revenues from the UK reached ? 8,733 million (approximately $13,591. 2 million) in FY2011, an increase of 1. 9% over FY2010. International operations accounted for 10. 3% of the total revenues in FY2011. Revenues from international operations reached ? 1,007. 3 million (approximately $1,567. 7 million) in FY2011, an increase of 4% over FY2010 . Marks and Spencer Group plc  © MarketLine Page 17 Marks and Spencer Group plc SWOT Analysis SWOT ANALYSIS M&S is one of the leading retailers of clothing, foods and homeware in the UK. The company has expanded its food product offering significantly in the recent years. New products launches, focus on expanding healthy products, promotions, and competitive prices are all helping the company attract customers in a highly competitive market. However, surge in shoplifting could negatively impact the cost structure for M&S. Strengths Weaknesses Expanding food offering Strong market position in the clothing segment Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market M&S etched a highly effective CSR strategy M&S legacy stores and systems are a ompetitive disadvantage Declining general merchandise division sales due to inadequate stocking Opportunities Threats Online channel continues to boom and will enable M&S to boost revenues Focus on China and India can lead to expansion in two of the fastest growing markets Surge in shoplifting losses costs the retailers and customers Weak consumer spending in the UK Rising labor c ost in the UK Strengths Expanded food offering The company has expanded its food product offering significantly in the recent years. In 2009, M&S consistently highlighted it is cheaper than Waitrose on a basket of 1,200 items by about 2%. The company, in 2009, decided to invest in its margins in order to provide its customers better value. As a result of this, M&S saw improved perceptions of value by its customers. The company, in FY2011, launched around 1,800 new products in food and positioned itself as the UK’s leading high quality food retailer. The key product launches of the company include Taste Italia, and Made Without Wheat range of gluten-free bread and cakes, With the success of Made Without Wheat product range, the company launched gluten-free sandwiches, sausages, stuffing, and crisp bakes. As of FY2011, the company offered 125 gluten-free products. M&S also became the UK’s second largest favorite health food brand with the launch of its Simply Fuller Longer range which encourages customers to manage their weight with a menu plan. The gross margin of food division increased by 20 basis points to Marks and Spencer Group plc  © MarketLine Page 18 Marks and Spencer Group plc SWOT Analysis 30. 8% in FY2011. This was mainly driven by better management of promotions and waste. Fur ther, in the four th quar ter of FY2012 ended March 2012, M&S launched 500 new products in the food division. The sales in this quar ter increased by 3. 1%, The company’s promotions such as roast dinner for ? 5 ($7. 8), Dine In, etc offered its customers with great value solutions for special occasions. M&S’ food division has been performing well in a ver y competitive market and against tough competitors. By launching innovative products and with an expanded food offering, the company has been able to attract the customers in a highly competitive market. Strong market position in the clothing segment M&S has a strong market position in the clothing segment. With more than one in 10 clothing items bought from M&S, the company ranks amongst the three largest clothing retailers in the UK. According to a repor t released by Verdict (Datamonitor’s retail arm) in May 2012, M;S is known for its product quality. The company was ranked first with a score of 49 for its product quality above the market average of 23. According to another repor t released by Verdict in April 2012, M;S enjoys highest conversion rate of 50. 7% and is very successful in conver ting visitors to loyal main users through its varied product offer, in-store service and garment quality. This indicates that M;S is a trustwor thy brand, which all main users would return to knowing that the quality, fit, and ser vice are reliable and consistent. The retailer has recognized that its core market of predominantly mature customers has been especially hard hit by rising core costs of living, falling interest on savings and worse prospects for pensions, and in reaction has lowered its entr y prices to compete more effectively with high street/value operators and supermarkets, helping to maintain the loyalty of its main users and prevent them from shopping elsewhere. Verdict, in its repor t in March 2012, ranked, M;S seventh in the global depar tment store market with a share of 3. 2%. This market leadership enabled M;S to excel throughout the economic downturn, while other mid-market retailers are pressured from the ever expanding value players. Leading market position indicates access to a large customer base and also popularity of M;S’ offering in the clothing segment. Going forward, this market position would enable the company to drive revenues as consumer spending recovers. Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market With a por tfolio of over 361 owned and franchised stores in 42 territories M&S continues to grow its international business. This mix of ownership models and countries enabled the company to perform well in FY2011, even when individual markets were weak. Fur ther, during FY2011, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo. M&S’ international business grew by 4% in FY2011 despite tough economic situation. As an established retailer in a mature market, it is going to be hard for M;S to continually deliver significant increases in UK sales. However, in the long run, its international business offers an oppor tunity for high growth. By generating much higher volumes, it can deliver margin benefits with suppliers. With production costs rising, this will be an advantage in the UK. International expansion will enable the company to access multiple sales points for most of the product ranges. This is especially relevant for clothing and homewares segments. Also, through expansion in the international markets M;S can reduce Marks and Spencer Group plc  © MarketLine Page 19 Marks and Spencer Group plc SWOT Analysis vulnerability to mature UK market. The company can also par ticipate effectively in some of highest growing markets such as China and India. All these factors would enable the company to reduce the overall business risk and facilitate increased revenues. M;S etched a highly effective CSR strategy M;S has to its credit an effective corporate social responsibility (CSR) strategy. CSR has been gaining prominence not just among the stake holders and governments but the consumers as well. The company has the highest propor tion of consumers believing it to be a responsible retailer and this can largely be attributed to the success of its Plan A, a ? 200 million (approximately $320. 3 million) 100-point plan launched in 2007 with five areas of focus: climate change, fair par tnership, health, sustainable raw materials, and waste. In FY2011, the company included two more areas in its Plan A: involving customers, and making Plan A how we do business. In the last few years, initiatives launched under the Plan A banner include launching the company’s first eco-store, encouraging suppliers to set-up eco-factories, removing hydrogenated fats from its ready meals, increasing the propor tion of organic food, reducing the salt content of its produce, cer tifying a larger percentage of its fish as originating from sustainable populations, and beginning to sell recycling and composting bins. It is the high profile presence of Plan A in adver tising campaigns, product labeling and store signage that gives M&S one of the best consumer perceptions of a retailer for social responsibility. The campaign works not just as a direct to consumer channel, but also because of the positive coverage it creates. Perhaps more impor tantly, it has publicized all of these initiatives extensively. In 2008, M&S launched a TV adver tising campaign focusing on its ethical, environmental and health-conscious credentials, highlighting that it only uses free range eggs and that its products are now free from ar tificial colors and flavorings. Other, more innovative, ideas have included a joint venture with Oxfam to promote the recycling of old clothes. In addition, more controversially, the retailer introduced a 5p charge for carrier bags at all of its food depar tments in 2008. Though many consumers resented this charge, it has undoubtedly boosted M&S’ reputation as an ethical retailer. Overall, sculpting its CSR strategy into such a high publicity campaign, divided into such clear action points and highly visible benefits, has seen the company move to the forefront of responsible retailing. In FY2011, the company launched Indigo Green, its first range of clothing made using more sustainable fabrics. In April 2012, the company announced to accept secondhand clothes at all the UK outlets except Simply Food stores, to recycle them into other fabrics or to reuse them in order to cut waste. Plan A has seen CSR become core to M;S’ principles in the eyes of the consumer and it has reaped the benefits of this, gaining shoppers as a result and repor tedly saving more than ? 70 million (approximately $108. 9 million) in efficiencies gained in FY2011 compared with ? 50 million (approximately $77. 8 million) in FY2010. In addition, M&S improved energy efficiency in its stores by 23% and warehouses by 24% in FY2011 compared to FY2007. It also improved the fuel efficiency of its deliver y fleets by 20% and total carbon emissions have been reduced by 13%. The company now recycles 94% of all the waste it generates from its stores, offices and warehouses. The total waste is down by more than a third. M&S also met its sustainable standards by sourcing 90% of wild fish in FY2011 (62% in FY2010) and 76% of wood in FY2011 (72% in FY2010). Marks and Spencer Group plc  © MarketLine Page 20 Marks and Spencer Group plc SWOT Analysis By actively promoting a product’s greener attributes (for example fewer, more recognizable and natural ingredients), retailers such as M;S have positioned products as improving one’s personal environment while benefiting the global environment too. Many of their successes have come from emphasizing the former rather than the latter, especially as consumers often associate ethics with a sense of wellbeing. In terms of the issues that concern consumers, the sustainability of natural resources is a major fear, as are climate change and the fairness of sourcing arrangements. Consumers are also attracted to products with health benefits and there is a clear trend that consumers can be persuaded to par t with more money in return for products with a positive impact, not just to them personally, but also to wider society. Indeed, differentiating between products becomes harder and harder to achieve, Verdict expects consumers to turn to auxiliary considerations such as ethicality and sustainability to guide their choices. Consumers are no longer purely satisfied with how a product looks and functions; they want assurances over aspects such as nvironmental impact, hygiene, safety, and fairness. In light of the above mentioned trends where the customer choices are increasingly guided by the sustainability issues, M&S will benefit due to its reputation of being a responsible retailer. Weaknesses M&S legacy stores and systems are a competitive disadvantage M&S suffers some competitive disadvantages compared to Tesco, which has been able to drive earnings before interest and tax (EBIT) growth even in the mature UK market. Tesco benefits from supplier power and state-of-the-ar t IT, supply chain and systems compared with M&S legacy systems. The supermarket retailer has been able to break up the demand cur ve with metro, express and big box store formats out of town and on the high street. Moreover, Tesco stores have been carefully designed with consistent store layouts in order to facilitate store navigation. Extra back room store space has also been allocated to allow for smooth execution of its picking and distribution model. Tesco sells both own label and branded goods (food and non-food) in a bid to drive up footfall and sales conversion. M&S legacy stores are inconsistent in terms of layout. Store size tends to dictate product availability, while a lack of back room store space does not facilitate the same style supermarket pick and delivery model. The legacy systems and stores of M&S are constraining effective servicing of customer demands on a consistent basis. This is placing the company at a clear competitive disadvantage compared to a formidable opponent, Tesco. Declining general merchandise division sales due to inadequate stocking The company’s general merchandise division sales declined in recent times, M&S’ general merchandise division sales decreased by 2. % in the four th quar ter of FY2012 ended March 2012. This was mainly due to shor tage of stock in its stores, Due to this, the company was also not able to meet customer demand for 300,000 knitwear garments under the M&S Woman label. It only sold Marks and Spencer Group plc  © MarketLine Page 21 Marks and Spencer Group plc SWOT Analysis 100,000 knitwear garments during this period. Fur ther, in times of high demand, inadequate stock could hamper the sales of the division and result in loss of sales to competitors. This not only affects the revenues of the company but could also result in shift of customers to its competitors. Opportunities Online channel continues to boom and will enable M&S to boost revenues Online retail sales in the UK have grown significantly over a period of time. According to Office for National Statistics, non-seasonally adjusted average weekly value for internet retail sales in the UK was ? 414 million (approximately $644. 3 million) in Februar y 2010, this increased to ? 573. 6 million (approximately $892. 7 million) in February 2012, representing an increase of 18%. Internet sales accounted for only 8% of the total retail sales (excluding fuel) in Februar y 2010. This figure increased to 10. 7% in February 2012. The growing desire for convenience is seeing shoppers buy more online, especially in the category of food and grocery. Consumers have also become savvier, using the internet more to get the best deal they can. Voucher codes, and cashback sites have been instrumental in this. Additionally, improved deliver y and fulfillment options have been encouraging consumers to shop more online. The company operates in the internet channel through M&S Direct where the products are offered through website and newly launched ‘Shop Your Way’ facility, a new ordering service that has been rolled-out in 444 stores (including 151 in Simply Foods stores) during FY2011, allowing customers to place orders either in stores, online or over the phone, for deliver y to either a nominated address or free of charge to their nearest store. M&S Direct’s sales increased from ? 413 million (approximately $642. 8 million) in FY2010 to ? 543 million (approximately $845. million) in FY2011, an increase of 31. 5%. Fur ther, in the first half of FY2012, M&S Direct’s sales increased by 11. 7% with more than three million visitors per week. Thus, by leveraging its online presence, M&S can cater to the requirements of a growing number of customers who are looking for convenience and better deals over the internet. Focus on China and India can lead to expansion in two of the fastest growing markets China and India are two economies which are recording highest growth rates which, in turn, are expected to aid the retail market growth in these two countries. Asia’s retail sales are estimated to increase with China driving the growth. According to the preliminary estimation, the gross domestic product (GDP) of China was CNY47,156. 4 billion ($7,285. 7 billion) in 2011, a year-on-year increase of 9. 2% at comparable prices. The fast pace economic development in China coupled with the rise of the middle class income group and their increasing disposable income have fur ther pushed up the demand for several consumer goods. According to National Bureau of Statistics of China, the total retail sales reached CNY18,391. 9 billion (approximately $2,841. billion) in 2011, representing a year-on-year nominal growth rate of 17. 1%. Fur ther, according to industr y estimates, the countr y’s total retail sales are expected to increase from approximately CNY20 trillion ($3 trillion) in 2012 to approximately CNY26 trillion ($4 trillion) in 2016, representing an increase of about 30%. Strong Marks and Spencer Group plc  © MarketLine Page 22 Marks and Spencer Group plc SWOT Analysis underlying economic trends, population growth and the increasing wealth of individuals are key factors that contribute to the retail market expansion in China. The retail industry in India is large owing to a large population and is set to grow as several factors contribute. According to the industry sources, the retail sales in India are forecast to grow from around $411 billion in 2011 to $804 billion by 2015. The key factors behind the forecast growth include strong underlying economic growth, population expansion, increasing wealth of individuals and the rapid construction of organized retail infrastructure. Also, as middle and upper class consumer base expands, there will also be oppor tunities in India’s second and third-tier cities. The greater availability of personal credit and a growing vehicle population are to improve mobility which will also contribute to a trend towards retail sales growth. M;S is strengthening presence in India and China as par t of its geographic expansion and for some time to come, these countries would be the key contributors to the company’s international expansion strategies. The company in with par tnership with Reliance Retail, an established retailer in India, can tap into this lucrative market while expansion in China also continues. Indian and Chinese markets would provide a huge potential revenue base for M&S. Threats Surge in shoplifting losses costs the retailers and customers The UK retailers are exposed to increased costs of shoplifting. Shoplifting has assumed massive propor tions in recent times. According to industry estimates, retail crime costed UK stores ? 1. 4 billion ($2. 2 billion) in 2011. There are about two million thefts per year, which concludes to an average of more than one per minute. According to another industr y repor t, the thefts across the UK stores increased from ? 4. 2 million ($6. 5 million) in 2009 to ? 5. 1 million ($7. 9 million) in 2011, an increase of 20%. Long-term trends also show the figure is likely to continue rising. As a result, retailers have been increasing their surveillance spend. This is increasing the costs for retailers as well as for the end consumers. The shoplifting losses are adding to the costs for the retailers and the customers have also been bearing the brunt. The surge in shoplifting could negatively impact the cost structure for M&S as well. Weak consumer spending in the UK The UK market is suffering from weak consumer spending. The European debt crisis added more downward pressure to the growth prospects of the UK. According to Eurostat, the UK economy grew by 0. 7% in 2011 and is expected to grow by 0. 5% in 2012. In addition, the UK has witnessed high unemployment rate. According to the Office of National Statistics, the unemployment rate for the three months period November 2011 to January 2012 was 8. 4% with 2. 67 million unemployed people in the UK. Increasing unemployment rate is expected to fur ther put pressure on the economy of the UK. High inflation, led by the increase in VAT to 20% and public spending cuts reduced disposable Marks and Spencer Group plc MarketLine Page 23 Marks and Spencer Group plc SWOT Analysis income, leading to a fall in consumer spending on discretionary items. Consumers have been cautious with their spending especially due to soaring petrol prices, tax increases and uncer tainty over jobs. The UK is the key market for M&S. In FY2011, the UK accounted for 89. 7% of M&S’ total revenues. Thus, the sluggish consumer spending and high unemployment rate in the UK could affect most of the non-food retailers and lead to reduced sales volume or shrinking profit margins. Rising labor cost in the UK Labor costs are rising in the UK. In recent times, tight labor markets, increased over time, government mandated increases in minimum wages and a higher propor tion of full-time employees are resulting in an increase in labor costs, which could materially impact the company’s results of operation. The National Minimum Wage (NMW) Regulations came into force in 1999 and since then the NMW rates have been increased annually. The national minimum wage increased from ? 5. 93 per hour ($9. 23 per hour) in October 2010 to ? 6. 08 per hour ($9. 46 per hour) in October 2011. Fur ther, the national minimum wage is expected to increase to ? 6. 19 per hour (9. 63 per hour) from October 2012. In FY2011, M&S employed 78,169 people. Increasing labor costs can adversely affect the company’s operating costs as its wage bills would escalate. This, in turn, could impact its margins adversely. Marks and Spencer Group plc  © MarketLine Page 24 Marks and Spencer Group plc Top Competitors TOP COMPETITORS The following companies are the major competitors of Marks and Spencer Group plc ASDA Group Limited Debenhams plc H ; M Hennes ; Mauritz AB J Sainsbury plc NEXT plc Selfridges plc Tesco PLC Gap, Inc. , The French Connection Group Plc House of Fraser Group Plc John Lewis Par tnership plc Arcadia Group Limited Home Retail Group Plc Marks and Spencer Group plc  © MarketLine Page 25 Marks and Spencer Group plc Company View COMPANY VIEW A statement by Rober t Swannell, the Chairman of the Board at Marks and Spencer Group, is given below. The statement has been taken from the company’s Annual Repor t for FY2011. I feel ver y privileged to be Chairman of this unique company and at such an exciting time in our evolution. Since joining Marks ; Spencer in October and assuming the role of Chairman in Januar y, I have spent much of my time getting to know the business better – meeting our employees, shareholders, customers and suppliers. I first became deeply involved with M;S during the unsolicited takeover attempt in 2004, when I led the advisory team that helped put the M;S case to its shareholders. It was then I learned first hand about this unique company: about the extraordinarily strong relationship it has with its many stakeholders and about its very special ethos. This ethos is a reflection of the high standards our customers expect from M;S – trusting us not only to deliver great value, great quality products but also to do the right thing – socially, environmentally and ethically. We know that putting Plan A at the hear t of how we do business is not just the right thing to do; it is also fundamental to our long-term success. Performance In a challenging marketplace M;S has continued to grow, with underlying profits up 12. 9% on the year. We delivered this by staying true to our heritage of quality and innovation, reminding our customers what makes M;S special. This year Marc Bolland set out a clear medium-term plan for the business, after extensive discussions with colleagues and us, the Board. This is covered in detail in Marc’s review. From day one, I have been struck by the passion and commitment of our people. I am delighted that this year we are paying a bonus to all employees to thank them for their energy and enthusiasm in what has been a difficult trading environment. Dividend We are committed to delivering consistent returns for our shareholders. To this end we have adopted a progressive dividend policy, with dividends broadly covered twice by earnings. We intend to pay a final dividend of 10. 8p per share (last year 9. 5p) in respect of the 2010/11 financial year. Governance Marks and Spencer Group plc  © MarketLine Page 26 Marks and Spencer Group plc Company View This year we returned to the traditional governance structure of a separate Chairman and Chief Executive, providing clarity between Marc Bolland and me, with regard to our respective roles. Put simply, I run the Board and Marc runs the business. The Board has a wide range of responsibilities. There are three that I think are par ticularly impor tant for the success of the business: first, to debate and agree our strategy and hold the executive team accountable for its execution; second, to ensure that we have the most talented team to execute this strategy and that we plan effectively for succession; and third, to set the tone for governance, which is par ticularly impor tant at M;S where ‘doing the right thing’ is an integral par t of our ethos. My ob is to ensure the Board has the right mix of skills and talents and to ensure that it works effectively as a team towards shared goals with the right mix of enquir y and suppor t of the executive directors from the non-executive directors. During the year we commissioned a formal Board evaluation from an independent consultant, the findings of which are outlined in the Governance section. This process highligh ted the real enthusiasm of the directors in suppor ting a shared ambition: to guide M;S to the ver y best future. We know that you expect high standards from M;S; it’s our responsibility to learn how we can improve. This review was an impor tant par t of that journey. As stated in our 2009/10 Annual Repor t, we reviewed the senior remuneration structure this year. Following extensive shareholder consultation, we believe we now have a framework that is both relevant to today’s M;S and fully aligned with our strategy. The Board Over the last year the Board has been strengthened by a series of executive appointments. In May 2010 Marc Bolland joined the business as Chief Executive, assuming the day-to-day running of the business from Sir Stuar t Rose in July. In October Alan Stewar t joined as Chief Finance Officer and in February we announced the appointment of Laura Wade-Gery as Executive Director, Multi-channel E-commerce; she will join the Board in July. Whilst the Board features some new faces, these changes have taken place around a core of executive and non-executive directors that has remained stable over recent years. I would like to pay par ticular tribute to Sir Stuar t Rose. When he became Chief Executive in 2004, M;S was at a low ebb. He restored confidence in M;S, re-established its values and built a strong business. The solid platform from which Marc is now implementing his plan is a credit to Stuar t’s energy and tireless commitment to M;S over the last seven years. The smooth management transition – the meticulous handover to me and the suppor t of Marc – is also a credit to Stuar t. In that connection, I would also like to thank Sir David Michels, and the Nominations ; Governance Committee he led, for managing a change of leadership over the past year that was accomplished quietly and effectively. David has decided to step down from the Board at the end of his second term in February 2012, but I am delighted that he will continue his role as Deputy Chairman until then. Marks and Spencer Group plc  © MarketLine Page 27 Marks and Spencer Group plc Company View I must also thank Louise Patten for the significant contribution she has made over the last five years, playing an impor tant role in each of our Board Committees. As Louise reaches the end of her second three year term on the Board, she has decided not to seek re-election at the upcoming AGM. Looking ahead Our priorities for the year ahead are clear. We have a plan and it is now our collective job to make it happen. The Board will concentrate on delivering exemplary governance at the highest level to enable our executive team to drive this strategy forward. The economy still gives us reason to be cautious. Yet in difficult times, our core values of Quality, Value, Ser vice, Innovation and Trust matter more than ever to M;S customers. These values remain at the hear t of our strategy and I therefore look forward to the future with confidence. Marks and Spencer Group plc  © MarketLine Page 28 Marks and Spencer Group plc Locations and Subsidiaries LOCATIONS AND SUBSIDIARIES Head Office Marks and Spencer Group plc Waterside House 35 Nor th Wharf Road London W2 1NW GBR P:44 20 7935 4422 http://www. marksandspencer. com Other Locations and Subsidiaries Marks and Spencer International Holdings Limited Great Britain GBR Marks and Spencer (Nederland) BV NLD Marks and Spencer (Ireland) Limited IRL Marks and Spencer (Asia Pacific) Limited HKG Marks and Spencer Simply Foods Limited Great Britain GBR Marks and Spencer Marinopoulos Greece SA GRC Marks and Spencer SCM Limited