Sustainability

For example, they may:

• attract customers to the firm’s products, thereby boosting sales and profits
• make employees want to stay with the business, reduce labor turnover and therefore increase productivity
• attract more employees wanting to work for the business, reduce recruitment costs and enable the company to get the most talented employees
• attract Investors and keep the company’s share price high, thereby protecting the business from takeover.

Unethical behavior or a lack of corporate social responsibility, by comparison, may damage a firm’s reputation and make it less appealing to stakeholders.

Profits could fall as a result. Along with good corporate governance, ethical behavior is an Integral part of everything that Academy Cheapest does. Treating stakeholders fairly is seen as an essential part of the company’s success, as described here: ‘A creative and well managed corporate and social responsibility programmer is in the best interests of all our stakeholders – not just our consumers – but also our shareowner, employees, customers, suppliers and other business partners who work together with us.

Ensuring that employees understand the company’s corporate values Is achieved by the statement of ‘Our Business Principles’ which makes clear the behavior it seeks from employees. Academy Cheapest’ good practice was recognized when It was voted one of the ‘most admired companies for community and environmental responsibility’ by Management Today magazine In 2003. It was also ranked second in the Food and Drink sector in the Business in the Community ‘Per Cent Club’ Index of corporate giving for 2003, with an investment in the community of around off its UK pre tax profits.

Academy Cheapest Corporate and Social Responsibility Report 2002

Page 2: Ethics at work The supply chain and distribution process

This describes the way In which raw materials are sourced and transformed Into final products and delivered to customers. Academy Cheapest has direct control over what happens in the transformation stage of its own process and can also influence the behavior of suppliers and distributors. For example, it performs due diligence on potential suppliers by requesting them to complete a questionnaire prior to engagement.

This enables Academy Cheapest to monitor a supplier and check they adhere to stringent standards in particular criteria. One criteria, for example, may be 1 OFF carry out audits or have an environmental policy. A) Dealing with suppliers Academy Cheapest deals with tens of thousands of suppliers around the world and aims to work closely with them to ensure they receive fair treatment. In the case of cocoa farmers for example, Academy Cheapest is a member of a global coalition, which is comprised of industry, governments, non-government organizations and special interest groups created to improve working practices on cocoa farms.

The coalition has funded independent surveys into cocoa farming in West Africa that eave contributed to the development of programmer to help local communities. In 2003, the coalition also established a foundation, the International Cocoa Initiative – Working Towards Responsible Standards for Cocoa Growing, which aims to support field projects and will act as a clearinghouse for best practices to ensure that cocoa is grown responsibly. The work of the coalition, however, is only one way to support cocoa farmers and their families. Another practice is Fair Trade.

Under this scheme cocoa is paid for at a fixed minimum price with a premium going to the farmer co- operatives in exchange for using the Fair Trade logo and accreditation. Presently, a modest amount of cocoa goes to the Fair Trade market. This scheme works best when farms have access to communications and warehousing facilities. Many farms, however, are family owned operations in remote areas and access to a Fair Trade co- operative group may be difficult so the coalition is working to ensure these farms can benefit from the work that it does.

It is Academy Cheapest aim to help all cocoa farmers improve their standard of living by helping them develop sustainable crops of quality beans. In Ghana, for example, where Academy Cheapest buys most of its cocoa, the company supports farming communities through programmer on sustainable tree crop management and building wells for drinking water. B) Manufacturing As a major international company Academy Cheapest recognizes its environmental responsibilities and the need to care for its workforce, local communities and all those who may be affected by its activities.

For example, its environmental responsibilities include:

1. treating waste water prior to disposal
2. looking to improve its energy efficiency
3. controlling the release of gases into the atmosphere.

Distribution – to wholesalers and retailers The company aims to keep within acceptable limits the fuel consumption and air emissions that result from transporting its products. In the I-J, for example, drivers are trained in the most efficient ways to operate their vehicles, which are also regularly maintained to keep them running at optimum efficiency.

Dealings with consumers Academy Cheapest is committed to providing a range of high quality treats, refreshments and confectionery based oral care products which are marketed truthfully, labeled clearly and meet the highest safety standards. For that reason the Academy Cheapest corporate social responsibility agenda now reflects growing consumer interest in issues of diet, nutrition and healthy lifestyle, and the way brands are marketed, especially to children.

The company also believes it is Information is readily available in its reports and on its website regarding its progress in:

• community initiatives and employee volunteering
• environmental impact.

Page 3: Ethics and employment policies

When recruiting staff, Academy Cheapest is eager to encourage diversity in the workplace. It therefore encourages applications from a wide range of people. Greater diversity in the workplace encourages different ways of looking at and solving problems and may lead to greater creativity.

To achieve such diversity, the company provides equal opportunities for its recruits regardless of gender, age, marital status, sexual orientation, disability, race or religion. Vacancies are advertised worldwide via the company’s websites and intranet so that employees can switch from one part of the organization to another. Once employed, Academy Cheapest provides career opportunities to enable staff to develop personally and grow in terms of experience ND skills. The company’s performance appraisal system provides a regular opportunity to review an individual’s strengths and progress and construct development plans for each person.

By allowing each individual employee to develop, the company can develop as a whole. Other factors in its treatment of staff that reflect a socially responsible approach include:

• High levels of consultation that involve employees in decision-making. The company values discussion so that employees understand the nature of a problem, feel part of the process of finding a solution, and identify with the outcome. Offering appropriate levels of remuneration and rewards.

Academy Cheapest regularly benchmarks its levels of pay against other companies to ensure it is competitive.

Staff are also encouraged to have shares in the company and can purchase shares at a reduced price.

• Development and training is offered so employees are better able to carry out their duties and are more motivated in their work.
• The creation of a healthy and safe working environment so employees feel safe at work.
• The prevention of any form of harassment in the workplace.

Academy Cheapest has produced a formal tenement of its policies towards employees that is part of a document called its Human Rights and Ethical Trading (HERE) Policy.

The Body Shop has branches all over the UK. They sell body products. They consider testing products or ingredients on animals to be morally and scientifically indefensible. Therefore they sell products that are not tested on animals. They support small producer communities around the world who supply them with accessories and natural ingredients, and so believe in community fair trade. They believe that it is a responsibility of every individual to actively support those who have human rights denied to them as they also defend human rights in every way they can.

They believe that a business has the responsibility to protect the environment in which it operate, locally and globally, as they carry out protect our planet campaigns. Their businesses help charities including Children On The Edge, Women Kind, and WWF. The Body Shop has 6 main objectives. The main one is to dedicate their business to the pursuit of social and environmental change. They do this by supporting the Against Animal Testing, Defend Human Rights, Protect Our Planet, and Activate Self Esteem campaigns. Another aim is to create a balance between the financial and human needs of their stakeholders.

They hope to ensure that their business is ecologically sustainable by meeting the needs of their present without compromising the future. They aim to contribute to local, national and international communities, as proven by their support to Community Trade by adapting a code of conduct, which ensures core, honesty, and respect. They campaign for the protection of the environment, human rights, and are against animal testing with cosmetics and toiletries industries. They work to narrow the gap between principle and practice.

This company targets their stakeholders such as employees, franchisees, customers, suppliers and shareholders in different ways. There is a costumer club were the customer receives a membership card allowing him/ her to gain discounts. The way they target employees is by informing them the charities they will be working and the help they will be giving. They will treat their suppliers fairly which will make supplying goods to them easier, which attracts shareholders as there is more chance of product and price satisfaction towards costumers.

A balance will be hard to be created between the stakeholders, as each will be treated differently according to their position. It will be equally challenging to satisfy environmental and social needs as well as keeping the business going and making profit. The BBC The BBC was first formed as a company in 1922, five years before it received its first Royal Charter and became the British Broadcasting Corporation; the BBC has been a world leader in programme-production. It has pioneered communications in radio, television and online technologies.

They provide international news, analysis and information in English and 42 other languages. They have a global network of correspondents who provide impartial news and reports on location. Their main objective is to satisfy their audience in the UK with programmes that inform, educate and entertain. Their aim is to be guided to their public purposes, which include encouraging the UKs most innovative talents; to act independently, to aspire and highlight ethical standards and to offer best value of money.

The Board of Governors and the Executive Committee both share the same overall ambition – to ensure that the BBC serves the public interest as effectively as possible. Neither body has other interests, such as shareholder value, to distract them. Unilever They sell fair traded products in the UK and all over the world. Their products include: dove soap, Lipton tea, magnum ice cream, Hellmann’s mayonnaise, Knorr, Ragi?? , Lawry’s spices, Unox foods, Birds Eye, Findus, Iglo, Breyers, Solero, Archetype, I can’t Believe its Not Butter, Rama, Becel, Pro Activ, Clif, Domestos.

Omo, Ala, Snuggle, Comfort, Axe, Rexona, Impulse, Organics, Sun Silk, ThermaSilk, Dove, Lux, Vaseline, Ponds, SlimFast, Signal, CloseUp, House of Valentino, House of Cerruti, Calvin Klein. Their purpose in Unilever is to meet the everyday needs of people everywhere – to anticipate the aspirations of consumers and customers and to respond creatively and competitively with branded products and services which raise the quality of life. Their deep roots in local cultures and markets around the world are our unparalleled inheritance and the foundation for their future growth.

They will bring thier wealth of knowledge and international expertise to the service of local consumers – a truly multi-local, multinational. Their long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively and to a willingness to embrace new ideas and learn continuously. They believe that to succeed requires the highest standards of corporate behaviour towards their employees, consumers and the societies and world in which they live.

This is Unilever’s road to sustainable, profitable growth for our business and long-term value creation for their shareholders and employees. Differences Between These Businesses They main difference is the business. E. g. The Body Shops business involves body products whilst the BBC involves programmes. They aim at different target audience at different ages. They have different objectives and support different campaigns.

Aside from the need to be financially competitive, internal and external stakeholder interests in J. Sainbury’s business operations have been primarily responsible for the prioritization of CSR agenda as seen in the company’s CSR programs.

In 1997, amid the widening concern for human rights abuses such as child labor involved in the food production and supply chain mechanisms of food manufacturers and retailers, the company started “developing initiatives for socially responsible sourcing for their brand food and non-food suppliers,” (Leigh & Waddock, 414) which translated later into their being a founding member of the Ethical Trading Initiative (ETI). The ETI is “one of the most prominent multi-stakeholder organizations in Europe” that aims to reorganize the global supply chain of UK retailers along the paradigm of ethical trading.

(Hughes 422) The company’s commitment to the ETI is reflected in many of its programs on product sourcing and investments in communities which “broadens its supplier base especially in developing countries. ” (Jones, Comfort, Hillier, & Eastwood 887) The increased significance of CSR in the lives of many business organizations such as the J. Sainsbury has given birth to such mechanisms as Total Responsibility Management or TRM systems, which are “systemic approaches for setting and managing responsibility goals within companies.

” (Leigh & Waddock 411) TRMS have become necessary in light of the fact that CSR activities in a given company have become elaborate programs in themselves that need appropriate management, monitoring, and evaluation activities. For J. Sainsbury which is UK’s third largest food retailer, TRM strategies not only enabled the company to meet various CSR interests and goals but also gave them the capacity to be “explicit about how they respond to a growing array of standards, principles, reporting, monitoring, and codes of conduct initiatives to which they have been subjected. ” (Leigh & Waddock 411)

The implementation of TRM strategies is apparent in the company’s recent efforts to make their CSR reports publicly known. In 2004, the company published its first annual report on its corporate social responsibility program that focused on the improvement of services, the first among these consumer safety, choice, education, and experience; the next on the promotion of a safe, healthy working environment for employees; the third on community development contribution; the fourth on sustainable environment; the fifth on supplier relationship and product sourcing ethics; and the last on investor relationship.

(J Sainsbury 2004) This report mirrored the multi-stakeholder approach which takes into account the interest of both external and internal interests that hold sway over the company and its operations. The over-all direction of the company’s CSR programme is encapsulated in five major goals: 1) the best for food and health, 2) respect for our environment, 3) sourcing with integrity, 4) making a positive difference to your community, and 5) a great place to work. (J. Sainsbury plc, 2005; 2006)

Here, the company has attempted to work for an integrated approach in addressing customer and social concerns, wherein J. Sainsbury’s executive leaders themselves are working to “get CR embedded in [J. Sainsbury’s] business processes and practices. ” (Leigh & Waddock 416) An integrated, multi-stakeholder approach is thus illustrated in J. Sainsbury’s two annual reports (2005 and 2006) where goals, outcomes, and progress of the company’s CR initiatives are outlined. For consumers, two of the biggest moves by J.

Sainsbury to protect its customers were the elimination of genetically modified (GM) ingredients (Kerr 7) and hydrogenated fat from its own brand foods amidst studies revealing that these posed health risks to human beings. (J. Sainsbury 2006) It also started carrying organic produce sourced from local farmers through the regionality program which has made organic products possible for consumers. The company also produces leaflets and food safety risk guides apart from clear product label and information in order to ensure the safety of its customers.

(J. Sainsbury 2004) Its initiative in pulling out genetically modified organism and in promoting organic food products could also be recognized as environmental contributions since it also promoted a reduction in pesticide-use among their suppliers. (J. Sainsbury 2006) Likewise, J. Sainsbury’s community support project targets communities wherein their colleagues are located. These community projects support local school-based and community-based activities of children through material and financial giving, provides training to J.

Sainbury employees on food and nutrition concerns “to make them ambassadors for the food [J. Sainbury] sells,” and ensures the participation of J. Sainsbury branches in food relief work for the poor. (J. Sainsbury 2006) Employee development programs form the core of the making J. Sainsbury’s “great place to work. ” Among the company’s output in terms of employee benefits and fair employment practice in 2005 was the reduction of workplace accidents, an increase in the number of colleague promotions, and ensuring continuous employee skills development through training and educational activities.

It also aims to recruit people over the age of 50 into the company. (J. Sainsbury 2006) The fact that J. Sainsbury has made great effort to synchronize and coordinate their CR efforts is in itself highly commendable. All in all, J. Sainsbury’s holistic approach to integrate CR into their business organization and culture shows genuine expression of interest to alleviate the impact of big businesses on the environment and on human life.

Works Cited:

Burchell, J. & J. Cook (2004). The challenge of corporate social responsibility: Lessons from the E. U. Green Paper.London: Brunel Research in Enterprise, Innovation, Sustainability, and Ethics. Haddock, J. (2005). Consumer influence on internet-based corporate communication of environmental activities: The UK food sector. British Food Journal, 107(10):792-805 Hughes, A. (2001). Multi-stakeholder approach to ethical trade: Towards a reorganization of UK retailers’ global supply chain? Journal of Economic Geography, 1: 424-427 Jones, P. , Comfort, D. , Hillier, D. , & I. Eastwood (2005). Corporate social responsibility: A case study of the UK’s leading food retailers.

British Food Journal, 107 (6): 423-435 J. Sainsbury plc (2004). Corporate Responsibility Report. Downloaded from J. Sainsbury’s website on March 9, 2007 http://www. sainsburys. com J. Sainsbury plc (2005). Corporate Responsibility Report. Downloaded from J. Sainsbury’s website on March 9, 2007 http://www. sainsburys. com J. Sainsbury plc (2006). Corporate Responsibility Report. Downloaded from J. Sainsbury’s website on March 9, 2007 http://www. sainsburys. com Kerr, M. (2002). Corporate Australia: Stuck in Reverse.

The Environmental Performance of Australia’s Top 100 Companies. Australia: Australian Conservation Foundation. Leigh, J. & S. Waddock (2006). The emergence of total responsibility management systems: J. Sainsbury’s (plc) voluntary responsibility management systems for global food retail supply chains. Business and Society Review, 111 (4): 404-426 Piacentini, M. , MacFadyen, L. ,& D. Eadie (2000). Corporate social responsibility in food retailing. International Journal of Retail & Distribution Management, 28 (11): 459-469.

Mobility is a number one focus globally as we continue to look for mobility solutions. We are currently living in times of economic uncertainty. To meet these challenges BMW must create strategic and operational plans to increase sales, develop new and profitable areas of activity and sustainability along the entire value chain and in all basic processes, which will create value to the company, the environment and society.

Based on the SWOT analysis BMW’s strengths are as follows: a very reputable brand who manufactures vehicles that are environmentally friendly using quality materials thus they have less recalls than the competition. BMW is committed to environment protection, their employees, the community at large and sustainability programs. On the other hand BMW’s weaknesses are as follows: high costs as they manufacture quality cars, high prices since their luxury quality cars require quality materials and highly skilled labor and weak brand portfolio since they only sell BMW, MINI and Rolls-Royce.

The opportunities available to BMW are: high fuel prices which will create a need or demand for the BMW Hybrid and hydrogen cars, consumers’ awareness of the negative effects to air pollution caused by cars fueled by petrol and diesel which will increase the demand for BMW’s environmentally friendly vehicles and there is also an opportunity for BMW to expand its brand portfolio to meet larger consumer markets.

The threats facing BMW are intense competition on pricing and an oversaturated luxury car market, rising prices of raw materials and the growing EURO exchange rate since they earn part of their profits outside Europe as fluctuations in the exchange rate will squeeze profits. BMW believes that sustainability management is an investment in the future success of the company. They leverage new business opportunities, minimize risks and seek to overcome social and business challenges. Their sustainability strategy is applicable worldwide which aims to establish sustainability along the entire value chain and in all basic process (BMW Group, 2013).

It is BMW’s corporate strategy that every project must be measured in terms of sustainability. As a globally active automobile manufacturer, BMW Group takes responsibility for the environment, as well as for the social interests of employees and society as a whole (BMW Group, 2013). BMW Group believes that sustainable mobility must support quality of life and economic prosperity. At the same time, the potential damage to the environment associated with individual mobility must be kept to a minimum.

BMW Group is committed to sustainability in many ways: from its responsibility to the environment and reducing CO 2 emissions, to looking after the needs of its employees and the societies in which the company operates. All BMW production sites adhere to uniform environmental standards. BMW Group manufacturing facilities are either certified according to the international environmental management system ISO14001 or in full compliance with the European Eco-Management and Audit Scheme (EMAS II). BMW Group was the first major automobile producer to achieve this.

BMW EfficientDynamics is a range of related technologies that reduce fuel consumption and emissions, while at the same time improving performance. The program is at the heart of BMW’s pledge to reduce its average CO 2 emissions in accordance with the voluntary commitment agreed by the European Car Manufacturers’ Association (ACEA). As an automotive company, BMW Group is concerned with the safety of all travelers and for this reason, one of the key aspects of the company’s social commitment for many years has been its involvement in the promotion of traffic safety projects all over the world.

In the UK, BMW Education has developed the resource Safe on the Street as part of BMW’s commitment to road safety (BMW Group, 2013). BMW engages in ongoing dialogue with its stakeholders. It is a very important learning process for the company. They fulfill their responsibility by using targeted dialogue to gain various perspectives and input on relevant topics from the stakeholders, to identify trends and key topics at an early stage and to enhance acceptance for the corporate activities and decisions.

The stakeholders’ perspectives are that fuel consumption and CO2 emissions are still most relevant for the automotive industry as a whole as well as for the BMW Group. Environmental and social standards in the supply chain as well as resource efficiency and recycling management are also considered very important topics for both the automotive industry and the BMW Group (BMW Group, 2013).

MM is an innovative global company with significant goals set for the future. MM has set aggressive sales growth goals over the next five years. These goals are to include: Sales Growth Portfolio of Goods – understanding customer needs globally New Customers New Products Increased Environmental Sustainability Reduce Air Emissions Reduce Waste Improve Energy Efficiency Develop Water Conservation Plans Fill 4,500 new positions over the next three years to compensate for organizational goals MM has set organizational goals without the consideration of its workforce plan. M has not assessed the talent pool availability in all of its new global locations. It also has not fully grasped the correct way to fill these new positions With individuals that are well versed in the cultural differences in each new area. Aligning MM Business Goals with HER MM has a large deficit of workforce planning in all of its plans both locally and globally. Each individual business plan has not been aligned with the talent pools that are available in each area that MM currently operates in. “Workforce planning involves analyzing the workforce implications of a business plan and developing solutions to address them” (SHRUB, 2013).

To this MM project managers and HER managers must answer the following questions: What are the strategic goals of each new plan? What are the competencies needed for each position?  What is the talent and conduct of our current employees? What is the labor market availability in each area Of operations? What is our gap between current capabilities and the needs? These questions allow both the project managers and HER managers to fully understand both the project and the personnel needs for these projects. HER managers can develop proper job descriptions and utilize proper recruitment channels.

Depending on the location of workforce needs, HER managers will utilize several different methods of recruitment streams. These streams include but are not limited to: Internet Mass Media College Relations Referral Programs Direct Talent Scouting Special Events Next, MM must conduct a cost savings metric to analyze the benefit of having localized HER managers verses centralized or outsourced HER operations. “The cost savings metric will report recruiter fee savings realized verses the manpower costs to provide HER services in-house.

This can be cumulative for the year verses previous year or previous method, or can be reported as a prepare cost per time comparison metric” (Miller-Merrill, 2012). The need for localized HER managers is imperative. Localized HER managers are able to understand cultural differences in the global locations. HER managers will be able to tweak m’s international vision and mission to cater to each individual location. “HER does not own change but rather facilitates it. By championing change, HER can increase buy-in, solidify support for change across departments and thereby increase the success rate of such initiatives” (SHRUB, 2013).

HER managers that are able to develop a strong vision and mission in ACH location will form a strong workforce base to meet the goals of the project managers. MM will then move to examine a thorough SWOT analysis for each of its locations. “SWOT is an acronym used to describe the particular Strengths, Weaknesses, Opportunities, and Threats that are strategic factors for a specific company’ (Olsen, 2010). The SWOT analysis will inform MM professionals of the best method to separate it from its competitors.

The SWOT analysis Will also enable MM professionals to recognize where they are already excelling over their competitors locally and globally. The SWOT analysis will also examine gaps in proper personnel that fully understand the economic, political, and regulatory needs at MM. MM must evaluate how its HER managers measure up to its key performance indicators. MM utilizes various key performance indicators to measure its achievement of its organizational goals. MM is a large conglomerate and it is difficult to narrow down the numbers to visualize how the company is doing as a whole.

Its vast size poses difficulties at all levels of management. MM has narrowed down its key performance indicators to a select few that are able to measure all areas Of business across the board and globally. Return on Investment “Using quantifiable metrics improves the credibility of the HER as a profession, and allows upper management to identify specific measurable ways that HER services benefit the organization” (Benjamin, 2014). HER managers are able to quantify information about specific programs that are started and maintained by the department.

If HER managers develop a new health and safety program, HER managers can quantify its effectiveness by associating the reduced costs in work related injuries. MM will need to develop an advanced training and orientation program for new hires. This ill decrease turnover and increase return on investment. This will be done by assessing the costs saved by reduction of turnover, new recruiting, and training. This program will also increase ROI by acquiring proper personnel and reduce: Planning mistakes that can lead to larger initial investments.

Acquiring and training proper workforce personnel to understand local needs and customs quickly. Identify the needs of the local economy to offer proper products in different global areas. Selling the Portfolio MM strives to not only grow new sales but also selling its portfolio of goods. Sales techniques vary greatly globally. Despite the fact a growing number of firms now derive a large percentage of their revenues from global operations, our understanding of the means through which cross-cultural sales relationships are best managed is limited” (Hansen, Tanana, Willowier, & Gulags, 2011).

Localized HER managers are able to better understand the culture of the workforce. This information is able to be collected through employee surveys. The insight gained from the surveys will allow HER managers to assess how employees feel about their work-life balance. Proper examination by the HER managers in employee absenteeism, employee distraction, and employee motivation will also enable them to create a proper reward and recognition program. By gathering all this data locally and creating programs that reward the workforce appropriately will build a strong talent pool that believes in the vision and mission Of MM. Empowering ethical growth and inspiring integrity through collaboration, education, and stewardship of m’s greatest assets – our people and our reputation” (MM, 2014). Environmental Footprint “m’s environmental sustainability efforts thrive today inside this, large, global manufacturing giant because sustainability defines the way MM wants to do equines” (Jackson, Ones, Dilbert, 2012). HER managers are imperative in developing a strong workforce that strives for sustainability.

Introduction

Bling H2O reflects trendy and stylish pattern bottled water. It was designed by the famous personality, Mr. Boyd. The production plant is situated in Tennessee, USA. The business opted for international marketing strategy and expanded in potential markets. It was excellently promoted in the Emmys and MTV video and music award show.

Bling H2O Marketing Practices and Implications

Segmenting Consumer Markets

• Geographic Segmentation

The business has focused on key cities of Australia like Albury, Sydney, Melbourne, Brisbane and Perth. It has target urban population dwelling in Northern and North East climate of the country.

• Demographic Segmentation

The age group lies between 20-35 years while focusing both male and female. The family life cycle highlighted young single, young married and young married and have no children. The average income of the potential market is $60,000 and more and comprises of famous personalities, executives, professional athletes, film stars, brides and bridals and students. These people prefer having insight to higher education. It has specifically focused on both domestic dwellers and foreign individuals who come up to Australia for spending vacations and tourism and for higher studies.

• Psychographic Segmentation

The social class consists of LSM 11+. These individuals are extroverts, innovative and creative. There are achievers and own ambitious personality.

• Behavioural Segmentation

The brand highlighted the importance of special occasions which provides premium quality to its customers. The prominent behavior entails that it has regular users with medium rates who are absolutely loyal to the brand and reflect craving readiness level. The attitude entails that individuals consider it a unique and highly differentiated brand and it is prominently due to its packaging and outlook which is fully decorated with Swarovski Crystals.

Bottled Water market in Australia

Gentile (2008) acknowledged that recently bottled water market in Australia faced serious threats from media due to poor dental health effects and increasing wastage. Instead of using groundwater from Aquifers majority of the business rely on underground springs. It has been found that around 43% of the children in Australia drink bottled water. The beverage sector owns 18% market share in the economy and reflects outclass 8% growth rate. Overall beverage sector reflects positive in comparison to food industry. It seemed tremendous growth due to the establishment of more than 450 bottling plants in Australia. Today it comprises of different products namely mixers, juices, energy and sports drink, flavoured milk, hot and cold drinks and mineral water.

The bottled water market comprises of vitaminised and flavoured water, rain water, filtered water and mineral water. The mineral water product is basically carbonated in Australia and recent increase in sales has been found due to HOD (home and office direct delivery). It uses 250 million litres of water with a very low level of penetration and caters for the mere portion of 1.5% homes and 15% offices in the country. Recently indirect competition has intensified between food and beverages sector resulting in price war. The industry spends $385 million on bottled water and just recycles 35% of the water bottles while other resulting into enormous waste hazards (Business Insight, 2009).

Major Ethical Concerns

Koutsoukis (2007) instigated that Australian Bottled water manufacturers cost the entire planet in the form of loss of 314,465 barrels of oil. It reveals that the industry is not performing for good corporate citizenship and sustainable development. There exist prominent issues of global warming and Australian water bottles are continuously contributing to the adverse situation.  A new concept of ethical consumerism strictly concerns with the negative impact of water bottle waste which results into emission of green house gases.

Business insight (2010) reveals that functional health benefits are another important aspect of bottled water. Consumers spend premium in luxurious products but demand naturalness and purity. Introduction of flavoured bottled water is accepted by customers but it should not impair the natural benefits of the product.

More importantly massive campaign was launched in order to ban bottled water in Australia. Majority claims that businesses extract water from local aquifers. In contrary to this people prefer fountain water and filtered water for their daily drinking usage.

Marketing Strategy

According to Roumeliotis (2010) Bling H2O comes under luxury products. Recently it has changed consumer perceptions and has convinced individuals that bottled water can be devoted as a drink. It targeted itself among one of the most expensive brands while outshining consumer expectations. It is super luxury brand which focuses on status and style consciousness. The promotional campaigns reflect celebrities, parties and shows where Bling H2O is considered as a unique symbol. The marketing strategy must highlight several important facts as follows:

• The shape, labelling, packaging, colour combination, functionality aspect and written codes matters the most in case of premium brands.
• The brand must reflect uniqueness and must emphasize on health qualities of well being and fitness.
• In order to gain competitive advantage, the brand must go for healthy substitutes of soda like lime, orange or lemon.
• There must be product bundling, limited editions and price offers
• In order to gain distinctive marketing practices it requires focusing on sponsorships and strong distribution channels across niche markets.It must promote customize sizes for bottles

Conclusion

It can be concluded that the business has opted for holistic approach with effective advertising practices while relying on both ATL (above the line) and BTL (below the line) activities. The demeanour remains with opportunity identification and point of differentiation. It targeted niche market of rich class and offered customize service in accordance with potential market requirements. The business made extensive efforts in building creative outlook which stands differently among the millions.

References

1. Gentile, T. (2008). Bottled Water- An Industry Perspective. Food Australia, 60(5), pp.195-196. Retrieved August 22, 2010, from http://docs.google.com/viewer?a=v&q=cache:7ydUxaXljkcJ:www.drinksmediawire.com/upload/pdfs/cdp/FoodAustralia_may08_Gentile.pdf+Bottled+water+market+in+Australia&hl=en&gl=pk&pid=bl&srcid=ADGEESiTg3yCQ_A1AMqox2s_aN5wHq9u0i5sujtcwz3UJq-j2LwxVPvLpuWeiAYK2xUkMps3d0NEIyJRPmrwT2b4a2FfvmioZiTAKOtQ646t4U9YecTk167z1BF7SvBwln6UrvyLS1mY&sig=AHIEtbRY4h-YiFyo0zrjdvQ3-s47g68ykw
2. Koutsoukis, J. (2007). [Australia] For every five litres of bottled water you drink, you consume one litre of crude oil. Still thirsty?. Retrieved August 22, 2010, from http://www.polarisinstitute.org/australia_for_every_five_litres_of_bottled_water_you_drink_you_consume_one_litre_of_crude_oil_still_thirsty
3. Business Insight. (2009). Future Opportunities in Bottled Water: Leveraging purity, ethical and health credentials. Retrieved August 22, 2010, from http://www.reportlinker.com/p0132894/Future-Opportunities-in-Bottled-Water-Leveraging-purity-ethical-and-health-credentials.html
4. Johnson, T. (2010). Ethical Issues. Retrieved August 22, 2010, from http://www.ethical.org.au/news/
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This thesis proposal seeks to evaluate the meaning and importance of succession planning in the development of human resources in different organisations. It seeks to verify the hypothesis that human resources in an organisation can not be developed by the use of succession planning. Succession planning is a complex, expensive and time-consuming affair. However, every organisation requires leaders with experience on matters pertaining its running and operations.

Since the training programmes offered in schools can not exactly address the managerial needs of every organisation, succession planning is the thought to be the only way that a company can ensure that its future management lands on safe hands. This research seeks to determine whether succession planning is worth the heavy investment put in its implementation in terms of money and time resources.

A comprehensive review of literature from books and journal articles of management studies shows that succession planning is simply having a system or a planned process whereby the managers of given organisation identify and develop their employees to ensure that they are well equipped to assume the management roles of the organisation in the future. Attracting and maintaining talented employees is a priority for many companies due to shortage of skilled personnel (Jenkins, Hendry 69).

Moreover, the issue of filling gaps left by employees who have left the organisation due to may be retirement, resignation or even death can prove to be quite hectic and often results in hiring people externally if no internal employee is found to be suitable for the position (Johnson 231). The urge to cultivate a healthy working environment, maximise the talents and potentials of all the employees while at the same time maximising the company’s output is the major focus of succession planning (Fox 744).

This is not something which happens overnight but rather, it is a continuous process which seeks to empower every employee in the organisation (Organ 89). According to Sparrow and Hiltrop (pp. 43-59), efficient succession planning program comprises of several factors which include: Succession planning has been in use for more than fifty years now. Traditionally, many companies ran highly-structured, mechanised and systematic schemes to identify potential successors for top posts and educating them on the relevant matters in order to help in the smooth transition of power in organisations (Moulton, Fickel 199).

This schemes normally worked perfectly in stable economic environment where the employment terms were long term. This traditional approach to succession however failed because it did not take into account the succession of non-managerial posts such as researchers who might be very helpful in the future (Mishra 22). With increasing revolution taking place in the business world and uncertainties in the job security, succession planning started being ignored in the early 1990s.

Pfeffer (p. 98) argued that it is not logical to plan for opportunities meant to come next year which might not even be available. This led to the appointment of managers from without the organisation. On the contrary, today succession planning is viewed as a vital operating tool for all organisations. This can be attributed to the fact that the availability of skilled personnel has continued to reduce and organisations prefer not to trust leadership potentials of managers hired from outside. These factors have led to the revival of succession planning strategy (Leadbeater 19).

The kind of approach adopted by a specific organization on succession planning is usually aimed at getting the right people into the roles that they are best suited in. This fact is emphasised by Weber (p. 64), who argues that the primary essence of succession planning is to link a person’s potential with the available position and in simple terms it seeks to have the right person doing the right job at the right time. The extent of this plan however largely depends on the future visions of the company as well as the size of the organisation in question (Maertx, Campion 101).

In this case, the larger the company, the greater the likely hood of having a serious and more detailed succession plan. Succession planning and development of leaders. It is believed that experience is the best teacher. The use of succession planning to train future leaders exposes them to their future responsibilities as well as the challenges they are likely to face thus preparing them to be able to handle any crisis which might arise in the organisation in the future (Polany 98).

In order for a company to ensure that only the best candidate is chosen for the leadership position, the senior managers should come up with a systematic, well programed process of getting feedback on the candidate with the highest potential (Arnold 677). Succession planning is never completed. It is a continuous process which depends on the future needs of the organisation as well as the resources available to train the potential successors (Hall 133).

In addition, the period within which each candidate is exposed to the training is dependent on the individual capabilities and the future responsibilities which are to be entrusted to the candidate upon succession. This plan thus needs to be put in place long before hand, like several years ahead of the expected needs. This is because sufficient time is necessary to monitor the progress of the potential candidate and to train him or her on the expected responsibilities as well as the likely challenges.

Recently, the time taken to fully implement succession planning has greatly reduced from five years to around two years due to increased technology as well as the improved skills (Stewart 97). Succession planning is of great importance in any organisation because it helps it to identify unexploited potential or talent in its employees and equip them with the necessary education for bigger responsibilities in the future (Burns, Stalker 199). This ensures that the key posts in an organisation are only filled by employees from within the organisation and that the company is always under the management of capable hands (Miller 874).

The potential candidates are normally trained throughly on ways in which to tackle issues which might arise ion the future and to survive in a highly changing business world. Moreover, succession planning is important because it motivates the employees to work hard in order to be considered for succession and it also ensures that there is always a ready and well equipped group of managers to oversee the company’s management in case the need arises (Garfield 190).