Abstract

The profitability of an organisation is directly linked to the continual improvement of business performance. Many organisations have found a way to improve their performance through the establishment of performance measurement systems. The importance of such systems as well as individual performance measures is generally recognised in the literature and the industry. Traditionally, performance measures and indicators have been derived from cost accounting information, often based on outdated and arbitrary principles. These provide little motivation to support attempts to introduce process improvement and, in some cases, actually inhibit continuous improvement because they are unable to map process performance. Additionally, the adequacy of measures applicable to different aspects and processes of an organisation (such as the New Product Introduction process) does not appear to have been addressed.

Finally, vast amounts of work on performance measurement to date lead to monitoring performance and stimulate future action. Increasingly, however, managers are beginning to seek "predictive" measures. These measures should show what is going out of control, before too much damage has been done. The identification and/or development of "predictive performance measures" will prove of a great value to the research and practice of the performance measurement field.

Abstract

India witnessed an unprecedented consumption boom. The economy was growing between 7 and 9 percent and the resulting improvements in income dynamics along with factors like favorable demographics and spending patterns are driving the consumption demand. But the sub prime crisis really put a break to this unprecedented growth which had a direct impact on the consumption pattern in its current trend.  The Indian retail industry though predominantly fragmented through the owner run “Mom and Pop outlets" has been witnessing the emergence of a few medium sized Indian Retail chains. According to the 'Global Retail Development Index (GRDI) 2006' by the management consulting firm 'A.T. Kearney', India has retained it's topmost position in the annual study of retail investment attractiveness among 30 emerging markets. Various agencies have made different estimates of the size of organized market in 2010. The one thing in common amongst these estimates is that the Indian organized retailing industry will be very big in 2010. The status of the industry will depend a lot on external factors like Government regulations and economy packages they are offering to rejuvenate the economy and fall in the real estate prices, besides activities of the retailers and demands of the customers in the current scenario. Based on our analysis of present trends, and development of retailing elsewhere, we present our perspectives and snapshots of organized retailing, as it would exist in the near future.

Abstract

Logos are a vital tool for companies to promote and advertise their brand. They are the visual face of the brand and are sometimes the only way for the consumer to identify the brand over a competitor. To discover whether the public could spot brand values in logos, over one hundred people were asked to complete a survey comparing these brand attributes to specific logos. The results showed that the majority of people agreed with the brand attributes related to the logos.  Research into the methods behind logo design was conducted revealing how designers placed meanings into logos via the choice of font or wording, the symbols used and the logo’s general composition. This research was used to evaluate a selection of companies that have changed their logos; to see the reasons behind it and the differing messages they were trying to convey. The messages ranged from a change in target markets, to a change in product range or design features.

Abstract

Employer Branding (E.B.) is a targeted effort by an organization to create identity and loyalty with a key stakeholder — its employees. This study explores the positive and negative sides of E.B. on brand strategy and management by examining the internal and external communication strategies of a Fortune 100 Technology firm, BisLogic (pseudonym). The research illustrates how employer branding can help build an organization by creating a successful corporate image, personality, identity and reputation. It also illustrates how employer branding can fail when an organization does not deliver on its brand promise to its employees.

Abstract

The emerging business paradigm agility, namely, the ability to rapidly respond to changes in market and customer demand, addresses new ways of running companies to meet the challenges of today's changing business environment. The need for agility has traditionally been associated with supply chains operating in high technology industries. However, more traditional industries such as in steel product manufacturing also face similar challenges in terms of speed, flexibility, increased product diversity and customisation. The main objective of this study is to identify those drivers that lead companies towards agility in the metal industry. The study analyses the driving forces and the ability for agility in two case networks. Both networks have their origin in the steel product manufacturing, but the changes in the business environment have led them to develop their ability for agility in different ways. Today these networks represent two relatively different parts of the steel manufacturing industry. This paper concludes that the need for agility is clearly recognised in both case networks and has to seriously be taken into account in long-run strategy plans of companies.

Abstract

This case study focus on  HR issues.