Recycling

Tesco For my assignment I have chosen Tesco’s. In order for this business to operate it needs four factors of production; the capital, the labourer, the entrepreneur and the land. In this essay I will include information on Tesco’s Physical, technological, human and financial resources. Tesco’s physical resources include their premises, plant, machinery, equipment, materials and stock. Tesco’s technological recourses include; intellectual property, experience and skill, software licensing, patients and copyrights. Human Resources are known as Personnel.

Personnel teams work to ensure managers across the business have world-class skills and tools to meet the needs of the customers. Tesco’s financial resources include; is Tesco’s a successful company? Tesco’s is a worldwide well-known grocery shop. It’s a public limited company founded by Jack Cohen in 1919 and the Tesco’s name was first used in 1924 and the first store opened in 1929 in Middlesex. Tesco’s is a British store and it’s the third-largest retailer in the world. The net income reaches ? 3. 761 billion in 2012. Some of Tesco’s advantages include books, clothing, electronics, furniture, petrol and software. Every little helps’ the Tesco slogan is now well known by all of the customers. How do Physical and Technological Resources contribute to the success of Tesco? Their technology helps them be ahead because They can identify what’s selling well and the system will automatically re-order They don’t hold stock in warehouses that they don’t need They can target offers to specific customer groups. Physical Resources. Physical Resources for an organisation are machines. Without physical resources it won’t be able to run probably.

Buildings, Technology and machines are examples of Physical Resources. Physical resources like this help staff with daily activities. Tesco is a huge supermarket. In Tesco’s there is Storage to store their food, fridges, and freezers and also drink machines to pour cold drinks and also hot ones. There are also machines to help the staff cook cafe food quickly. There are Self-scanning machines to stop long queues also; there is also instant photo machine for the customers to print photos in seconds. Intellectual Property e. g. designs, music, text, video. The content of the Tesco. om Site is protected by copyright, trademarks, database and other intellectual property rights. You can display the content of the Tesco. com Site on a computer screen but you must not print copies for personal use. “You may not otherwise reproduce, modify, copy or distribute or use for commercial purposes any of the materials or content on the Tesco. com Site without written permission from Tesco. com. ” –Quoted from the website below. For more information go to: http://www. tesco. com/termsandconditions/termsconditionsGeneral. htm#Intellectual Premises. Tesco’s is a Global organisation.

This means that they have a lot of different premises around the world which make them more successful today. These premises allow Tesco’s to sell products. Tesco has many different premises around the world including Tesco Metro, Tesco Extra, Tesco express and Tesco home plus. Machinery and Plants. Tesco have a lot of machinery. Machinery in Tesco includes their self-scanning machines, Petrol stations, refrigerators, tills etc. For organizations like Tesco plant and machinery may compromise refrigerators in their food store. Building and facilities. Tesco stores are located all around the UK.

There are roughly 6,351 stores (April 2012). There are many different types of stores which you learn in this essay, sub heading Premises. Recently a new store has been made in Linwood (27th June 2011) there’s a schedule the store won’t be ready to use until 2013. Tesco also has Recycling facilities which you can have a browse of on this website http://www. tesco. com/greenerliving/greener_tesco/what_tesco_is_doing/reduse_reuse_recycle. page. Stores. Tesco’s has opened over 200 stores in 2010/2011. This allows Tesco’s to cover a bigger area and makes the stores more local which means that they will get ore customers which impacts on the amount of products they sell. Tesco’s one stop shops are just a smaller version of the Tesco supermarket and they are also local but not in the same towns or city’s as the supermarket because then this gets them more customers. Materials and Waste. Tesco recycle the waste they produce. ‘We have done this by focusing on reducing, reusing, recycling and recovering the energy from waste that would have been originally sent to landfill sites. ’ (Quote from website http://www. tesco. com/greenerliving/greener_tesco/what_tesco_is_doing/reduse_reuse_recycle. age). They move a bulk of recyclable materials from the waste stream and then put them in the recycling. Tesco are the largest recycler of cardboard in the UK – processing 300,000 tones’ per year. For unrecyclable products Tesco no longer use a landfill, they use other resources for different waste around the U. K this allows their waste to be classed as a valuable resource, generating renewable energy, alternative fuels to fossil fuels and fertilizers. Equipment including ICT. Tesco have self-service checkouts now. This also reminds customers for proof of age.

Electronic tags to prevent stealing Tesco’s products. Recording incoming goods, subtracting sales, automatic stock ordering. They use it to use the internet so they can see how other similar businesses are so successful and use their ideas. Tesco’s online website for online shopping and home delivery. And they use it for other things such as receipts, temperature alarms for fridges, to check if there are enough staff on the tills etc. email to get products from other stores for emergencies. Planned maintenance and refurbishment. Tesco make a lot of changes to the store to satisfy the customers.

Tesco have a refurbishment license and change their stores around very often so that customers can see some of the stock they probably haven’t seen before and they will possibly buy it if they can. Tesco sometimes close stores while they are refurbished so they can refurbish them with new technology which gets more customers and makes Tesco more successful as a business. They refurbish stores to increase customers and to prevent stores looking dated. Also, to improve safety in the store. Insurance and security. From Tesco you can get insurance on things such as your home and you’re your car.

For these you must have a Tesco clubcard. SECURITY: When you register to use the Tesco. com Site you will be asked to create a password. This must be kept confidential. Tesco has security officers at the door to prevent stealing. Staff also have a lot of training before they can work in Tesco stores. Tesco has CCTV to protect the store from shoplifters etc. and this also helps with proof. If Tesco. com has reason to believe that there is likely to be a breach of security or misuse of the Tesco. com Site, they may require you to change your password or deactivate your account.

Tesco also has security on other things such a tags in and electronic devices which goes off if they are taken out of the shop without them being removed. And proof of age being asked on age restricted items. INSURANCE: all business’ need insurance so if anything happens they are insured to claim from it. Tesco has car insurance, home insurance, pet insurance and life insurance products. Tesco also have delivery vans which have to have insurance. The workers have to have insurance in case of an accident at work with machinery etc. to learn more about Tesco’s insurance click this link: http://www. escobank. com/personal/finance/insurance/travelins/index. html. Tesco even have their own self storage insurance. They also need insurance because if customers try to make a claim over slipping over things etc. Technological Resources. Technological Resources are things such as software, designs, music or text. They are known as intellectual property. The laws of intellectual property let people own ideas and have rights over them. Technological resources include accumulated experience and skill, software licencing protection (patents and copyrights). Accumulated Experience and skill.

This means that all the staff has the experience and skills to work there. There are many workers at different levels of working, the top being more skilled for example, the workers at the till get to interact with their customers so they would be at the top, In order to do this they must be good at maths to do the counting. tesco have over 520,000 Employees and all of them must have accumulated experience and skills for their job. Tesco need to import things customers like for example, customers like certain wine so Tesco need to employ people to go to other countries and find certain wine to sell in the store.

Also, Tesco need to have experienced drivers when the customers have home delivery, the drivers need to have good people skills and need to have knowledge of the area. Software licensing. Software licensing in Tesco means that you can only use the programme on a single computer; they can move the programme from one computer to another, if the owner owns it and they are for personal use only. They can also transfer the software onto another notebook that they own. This means they are only licensed with a single use licence.

Tesco Internet Security is value for money, it’s fast and easy to use, updates itself and protects. Also, again it was trouble logging onto Tesco bank so people were not able to get their money. Protection: Patents. Patents are things that make a business unique. Tesco has designed many things that are unique, like Tesco priced products, online photo center (unique Personalised Photo gifts), online banking and many other things. These products help Tesco become successful because people will want these products and are only able to get them from Tesco. Copyrights.

Tesco have copyrighted products. These products have this symbol on it “©”. This means you can’t copy or experience and skill to work in Tesco’s. Tesco also have a software licence but they reproduce any part or all of the Program or its documentation. The staffs can only use the program on one computer but the program can be transferred to other computers. Also, there’s a 90 day warranty where you can take things back to the shop that are not working or if they are the wrong item. They have protection over their clothes with their personal brand F&F (Florence & Fred).

Copyrights are used so that Tesco could have unique products that attract customers to Tesco stores. This then helps Tesco get more income from the customers. There’s recently been an issue with a 22 year old fashion student whose face has been printed on a child’s Tesco jumper without her permission, she sued Tesco because they didn’t ask for permission and the yellow jumpers were being sold in hundreds of stores within the U. K the picture was taken of the student, Miss Nicola Kirkbride’s blog, which clearly states that all artwork on the site belongs to her. How is Tesco so successful?

Tesco became so successful when they analysed what people were buying and made their own products and lowered the prices. Also, because Tesco try to make their products cheaper than other stores like Asda and Sainsbury’s etc. The Tesco website also makes them successful. Its separate to the stores but it allows customers to buy Tesco products online and have them delivered to their house. This gets them more customers because people who cannot go to the stores are still buying their products online. A lot of people have an internet connection so it’s an easy way for Tesco to sell their products.

Tesco also have an iPhone app which is also successful and giving Tesco a bigger market. Tesco also have their own Facebook page where they update their cheaper products. Another reason that they are so successful is because of their club cards. This allows them to see what customers purchase from the store. If they are missing some products then Tesco’s knows that they are getting that product elsewhere so Tesco try and lower that product for the next time. On a club card for every one pound you spend you get a point, the points are exchanged for Tesco products or to use in the petrol station.

Business Research Method I Timothy Trautman, Kawaun White, Guillermo Lecca, and Germaine Washington QNT/561 January 15, 2013 Dr. Anthony Matias Abstract The research statement and motivation that will be analyzed is how to recycle at Starbucks in the most cost effective and efficient method. The company is facing multiple challenges but barriers from municipalities and training employees are two of its most difficult challenges. The methodology and research is based on the action research design and will detail how we get our results.

The result of our research indicates that recycling will be successful depending on the belief of the employee and customers. The conclusion of the analysis will show that recycling may be a personal preference but if the company can produce data that verifies it’s environmental and financial benefits people may support the idea. Starbucks – Business Research Method I The objective of this analysis is to research a question that applies to a chosen organization.

The research will include an explanation of the operational definitions, dependent variables, independent variables, and characteristics specifics to our research. In addition, the analysis will also identify, analyze and research these objectives while conveying how they relate to real life applications. Starbucks will be the focus of the research and the operational dilemma will be recycling and how to implement it as effectively as possible. Organizational Dilemma Research Question Starbucks is a company that believes in the importance of recycling.

Although, the process seems to possess a straight forward initiative in reference to recycling, there is a vast amount of material wasted that have some employees disgusted with Starbucks as an organization. “But while recycling seems like a simple, straightforward initiative, it’s actually extremely challenging. Not only are there municipal barriers to successful recycling in many cities, but it takes significant changes in behavior to get it right. One wrong item in a recycle bin can render the entire can unrecyclable to the hauler. (Starbucks 2012) Research Design In performing research for Starbuck’s recycling efforts, staff members will study a variety of methods that will incorporate information to ensure that the appropriate cycling is performed. The action research design would best describe the type of research to perform for this case study. This type of research design follow a characteristic cycle whereby initially an exploratory stance is adopted, where an understanding of a problem is developed and plans are made for some form of interventionary strategy.

Then the intervention is carried out (the action in Action Research) during which time, pertinent observations are collected in various forms (Types of Research Design, 2013). This research will help the staff understand why and how the recycling method for Starbucks could be a good benefit for the company and the customers. Characteristics 1. Use for work or community situations. 2. Look to find a solution rather than testing out the main subject of the possible problem. 3.

This will show how recycling is well known to use whether on a personal or business level in order to reserve and gain. 4. The researcher will not leave out any information whether bias or not. The type of research utilized allowed the staff of Starbucks will to show customers how recycling is very important to the company and the environment. Expressing the honest beliefs to recycling will let the public see how each cup sold should be recycled and in return the concerns of high pricing for Starbucks items would have the advantage to have a reduction. Dependent variable

The concern of making certain that the correct technique of recycling is taking place, this will involve each person. The research will show dependent variables because every customer will have the initiative to take part in a life-changing event. Even if Starbucks makes recycling a requirement to customers, in place of service, the customer still has the right to want to participate. When the process of recycling is in process the location that takes up the bins at that time will have the opportunity to make sure that each item is put into the correct place.

Operational definition The data to collect from those customers recycling versus the customers who are not choosing to recycle will lead to a strong belief to Starbuck’s company that those customers who are passionate about the environment may not care to recycle. While there will be the data to collect from the customers that do not have the understanding of how recycling will help high prices for the cup of coffee purchased every morning. Conclusion The researcher for Starbucks should always take into consideration that every customer has his or her own opinion.

Whether he or she wants to take a part of making sure that every recyclable item is done properly Starbucks is wasting the effort of what the company is doing for the environment. He or she will have to show customers and give more feedback as to why the customer and the company can continue to profit from recycling. References Starbucks (2012). Recycling and reducing waist. Retrieved form: http://www. starbucks. com/responsibility/environment/recycling Types of Research Design. (2013). Retrieved from http://libguides. usc. edu/content. php? pid=83009&sid=818072

Business Plan: Paper Recycle & Reuse 1. Introduction a. The name of my business is “All Papers”. b. The business is about recycle and reuse paper 2. Business Description a. The company will collect the second hand paper, cardboard box and textbooks then turns into pencil, gift box and white papers. b. Paper is one of the most common daily use, recycle paper will have a low cost to get the processed materials and low risk. c. The main goal for this business is to reduce the paper waste, and protect trees.

3. Sale and Marketing a. Students in school, and young group of people is our target market. . We will sell the recycle pencils, gift boxes and clean A4 papers in every stationary store like Staples gift shops and school shops. 4. Conclusion and Summary a. The most important aspects for this plan is “Recycle”, the technics to recycle the products are the key point for this business, as Szaky said, “We’re on the edge of bankruptcy and of being a huge success at the same time” so the procedure for recycle can not cause any kind of pollution, if we recycle papers, and we create pollutions, no one will no longer trust us that we are an environmentally friendly company.

However Furthermore, all the products are using the recycle materiel, so the price in the stationary store will have more competitive power compare with other new product. Thus, I believe this investment will win in the market competition. www. starkstate. edu

Building a sustainable supply chain An IKEA case study Page 1: Introduction [pic] It is easy to think about the present without considering the future. Consumers want more goods and services to improve their standard of living. The problem is they make choices about goods and services that have long-term consequences for the environment. In our modern world, organisations need to show responsibility. This means that they use resources efficiently, do not harm the environment and consider how what they do affects the ability of future generations to meet their needs. [pic] IKEA aims to be a responsible organisation.

It sells low-price home furnishing products around the world. These include furniture and accessories for kitchens, bedrooms, living rooms, bathrooms and children”s rooms. IKEA now has stores in 36 countries around the world. It has come a long way in its 60 years of business. IKEA vision The direction for the organisation is provided by its vision. This acts as a guide for everybody within and outside the organisation about what IKEA wants to achieve. IKEA’s vision is ‘To create a better everyday life for the many people. ‘ To meet its vision IKEA provides many well-designed, functional products for the home.

It prices its products low so that as many people as possible can afford to buy them. [pic] However, in creating low prices IKEA is not willing to sacrifice its principles. ‘Low price but not at any price’ is what IKEA says. This means it wants its business to be sustainable. IKEA supplies goods and services to individuals in a way that has an overall beneficial effect on people and the environment. Customers all over the world have responded positively to IKEA’s approach. This is evident in its increasing sales. In 2006 IKEA had a group turnover of nearly 18 billion euros.

Page 2: Sectors of industry and sustainable supply chains When consumers go to a retailer like IKEA, they will be looking at the different ranges of products and how they are presented. They may also look for quality customer service. However, consumers may not be aware that before products reach them, they must move from being raw materials through a variety of stages to become finished products suitable for sale. This is known as the supply chain. [pic]The supply chain involves a flow of production and processes through each of the three industrial sectors: [pic]

IKEA takes its responsibilities seriously and organises its operations in order to have a positive effect upon the environment: [pic] • It aims that all the products and materials it takes from the primary sector do not harm the environment. • Its products are manufactured in a responsible way. The case study looks in detail how IKEA has achieved its aim to be a responsible business in each of the three sectors of the supply chain. Page 3: The primary sector [pic] IKEA is not a primary sector organisation but it needs raw materials to develop its products.

It therefore works closely with primary sector suppliers to ensure a sustainable impact on the people and the environment in which it operates. The primary sector involves the development of the raw materials. IKEA designs its own products. At the design stage, IKEA checks that products meet strict requirements for function, efficient distribution, quality and impact on the environment. Low price is one of the main factors that IKEA considers in producing well designed, functional home furnishings available to everyone. IKEA buys products from more than 1,300 suppliers in 50 countries.

It uses a number of trading service offices across the world. They negotiate prices with suppliers, check the quality of materials and analyse the environmental impacts that occur through the supply chain. They also keep an eye on social and working conditions at suppliers. Environmental impact [pic] IKEA uses a tool – the ‘e-Wheel’ – to evaluate the environmental impact of its products. The e-Wheel helps IKEA to analyse the four stages within the life of a product. This also helps suppliers improve their understanding of the environmental impact of the products they are supplying.

Approximately 50% of IKEA’s 9,500 products are made from wood or wood fibres. This is a good resource as long as it comes from sustainable sources. It can be recycled and is a renewable resource. [pic] IKEA creates many design solutions to minimise the use of materials. For example: • some tables are made out of recycled plastic • some rugs are made of material clippings that would otherwise be wasted • products such as water cans are designed to be stacked. This means that more can be transported in each load, reducing the number of lorry journeys and therefore lowering fuel costs.

Each of these ideas helps IKEA’s products to be more sustainable and reduce the impact on the environment. Supplier codes of conduct A key part of IKEA’s success is due to its communications with materials’ suppliers and manufacturers. During manufacturing IKEA specifies to its producers that waste should be avoided. Where waste does occur IKEA encourages suppliers to try to use it in the manufacture of other products. IKEA has a code of conduct called the IKEA Way of Purchasing Home Furnishing Products (IWAY). This contains minimum rules and guidelines that help manufacturers to reduce the impact of their activities on the environment.

The IWAY code complies with international legislation. A product in use should not have a harmful effect upon consumers or their environment. For example, it should not cause allergies. If it uses energy, it should do so efficiently. When a product comes to the end of its useful life, it should be possible to reclaim or recycle the materials that make up the product. Such materials can then be re-used for making other products. Page 4: The secondary sector Manufacturers within the secondary sector create IKEA products from raw materials.

As products move through the supply chain, the process of value-added takes place. [pic] [pic] IKEA designs many of its products so that the smallest amount of resources can make the best products. For example, IKEA saves on resources by using hollow legs in furniture (e. g. the OGLA dining chair). Another example is by using a honeycomb-paper filling material instead of solid wood for the inside of table tops (e. g. the LACK series). As manufacturers or suppliers add value to products, the IWAY code of practice identifies IKEA’s minimum requirements.

The IWAY code of practice expects suppliers to: • follow national and international laws • not use child labour • not use woods and glues from non-sustainable forests • reduce their waste and emissions • contribute to recycling • follow health and safety requirements • care for the environment • take care of their employees The application of the code raises standards. Each of the requirements within the code of conduct helps to develop sustainable business activities. They have a positive impact on the business environment in which the suppliers operate.

They also improve the experience of people working for those businesses. To monitor suppliers, IKEA regularly carries out an IWAY audit. This involves talking to employees and inspecting documents and records. IKEA visits suppliers on-site on a number of occasions to ensure that they are following the code of conduct. The code of conduct for suppliers and the work with other organisations underlines IKEA’s commitment to ‘low price but not at any price’. Although IKEA wants its customers to enjoy low prices, this should not happen at the expense of its business principles. [pic]

Sustainable partnerships In 2000 IKEA formed a partnership with UNICEF to work on a community programme in Northern India. The aim of the work was to prevent child labour by raising awareness and addressing the root causes. IKEA has also formed a partnership with the World Wildlife Fund (WWF). IKEA and WWF have committed themselves to promoting the sustainable use of natural resources. This helps to ensure that forests can be used both now and in the future. To support sustainable partnerships with suppliers, IKEA works with other organisations. For example, IKEA and WWF actions have led to: a series of training courses for people in Russia, Bulgaria, Romania and China on responsible forest management • the development of forestry plans in China • demonstrations to managers in Latvia on the benefits of responsible forestry All these projects show IKEA’s commitment to supporting sustainable practices. Page 5: The tertiary sector [pic] Businesses in the tertiary sector provide a service, such as banking, transportation or retailing. They do not extract the raw materials or make products themselves. 11% of businesses within the UK are retailers.

In the tertiary sector, IKEA’s retail stores add value to manufactured goods by providing a form of shopping different to the usual high-street experience. IKEA has more than 260 stores in over 36 countries. These meet the needs of consumers in a number of different ways: Retailing turnover in the UK was more than ? 250 billion in 2006. • Each IKEA store is large and holds more than 9,500 products giving lots of choice. • Within each store, there are a number of realistic room settings that enable customers to see what the products would look like in their own homes. The IKEA store is built on a concept of ‘you do half, we do half; together we save money’. This refers to, for example, the customer assembling furniture at home. • Customers handpick products themselves using trolleys. • IKEA provides catalogues and home delivery to save customers” time. • IKEA stores have restaurants that provide Swedish dishes alongside local food choices. To make its activities more sustainable, IKEA has set up many local UK initiatives: [pic] • In 2006 IKEA UK recycled more than 70% of its waste products. Its goal is to recycle 90% of materials. To reduce environmental impact, in 2006 IKEA UK started to charge for carrier bags. This reduced the use of carrier bags by 95%. In June 2007 IKEA UK removed carrier bags from its stores completely. • In December 2006 IKEA UK gave a brand-new folding bike to each of its 9,000 employees. It also gave subsidised travel tickets to encourage them to travel to and from work on public transport. • IKEA UK has provided low-energy light bulbs to its entire UK workforce and switched its fleet of company cars to low-emission hybrid models. Page 6: Conclusion [pic] IKEA’s long-term ambition is to become the leading home furnishing company.

However, for IKEA, getting there is not simply about developing profitability and market share. As a global organisation IKEA has chosen to undertake a leadership role in creating a sustainable way of working. It has educated suppliers to understand how and why sustainable production is vital. This has helped IKEA differentiate itself from its competitors. Consumers are made aware of IKEA’s commitment to sustainability through its involvement with many other organisations such as the WWF and UNICEF. IKEA is now considered by both suppliers and consumers to be a responsible company that they can trust.

Question: Evaluate viable solutions to the problem of water shortage in Australia. Water is the resource which is under increasing stress for most countries, especially for the developing countries. Australia is one of the experiencing typical water shortage countries. In Australia, in the recent years, water scarcity is a controversial and high-concerned issue since the global warming, land desertification, population growth, increasing use of hydropower and irrigation factors have intensified the water shortage phenomenon and affected the life quality of citizens.

This essay will evaluate viable solutions to the problem of water shortage in Australia. It will examine the recycling water approach and changing the agriculture cultivating methods to address the problem. Firstly, the recycling water approach is a current useful strategy to help Australian to alleviate the water shortage pressure. Recycling water is the water that has been derived from sewerage systems or industry processes and has been treated to a standard safety level for usage.

This water recycling approach is a viable and useful method as the wastewater resource is undefined and this method can provide the sustainable water supply for industries and daily life usage. Furthermore, recycling water system costs less expenditure than other methods and it can take the long term profit. Therefore, recycling water is a efficient approach to help the Australia government to address the water scarcity.

Another alleviation strategy should be changing the agriculture cultivating methods. As research showed that nearly 91% of water consumption in Australia is used for irrigation, changing the agriculture growing way from hydrological style to low water demand farming form is essential. In addition, the new farming form can also take high economic profits because it rely on less water and increase product quantities.

Therefore, changing the farming methods is another important strategy to face the water shortage problem. In conclusion, water scarcity is a big challenge for all of countries in the world as well as for Australia. Adopting both of solutions that are recycling water and changing the farming form is a viable strategy to address the water scarcity problem. If not, it may cause more water usage pressure for the government.