* About 81,000 permanent staff * 288 Waitrose branches * 39 john lewis branches * Annual gross sales of £8.7bn * John spedan lewis set up the partnership * His combination of commercial acumen and corporate conscience, enables the john lewis partnership to be as successful as it is today * Won retailer of the year in 2011 * Waitrose Has a market share of 4.2% * AN EXAMPLE OF EXCELLENT CUSTOMER SERVICE * My parents had bought a table from John Lewis * Unfortunately during transit it was damaged * The John lewis delivery team apologised and instantly called their manager to arrange a second delivery for the table. * We had a phone call about a day later from a John Lewis furniture manager apologising for the inconvenience and offered a discount off of the cost of the table. He also told us that he had arranged for the table to be delivered to the store first to be
The biography of Mitt Romney Two author: Kreanish, Michael and Helman, Scott, The real Romney, Harper Collins Publishers, 2012, New York. Mitt Romney (Willard Mitt Romney) is a youngest of two brothers and two sisters of George and Lenore Romney. Mitt Romney is married to Ann Davies together they have five boys. Mitt was born at Harper Hospital in Detroit, Michigan; March 12 1947 is 65 years old self made millionaire through entrepreneurship by his high analytical ability to make profitable decisions as senior consultant in the Bain & Company to co-found the spin-off Private equity investment firm, Bain Capital, in 1984. In there the first success was a 1986 investment to help start Staples Inc. A former supermarket executive, Thomas
Clendenin Xerox John Clendenin joined Xerox full time upon graduating from Harvard Business School in 1984. After a few very successful years running the Multinational Development Center (MDC), his boss Fred Hewitt offered him to make a lateral shift into a support role rather than running the MDC where John grew his business from a $400 K operation to a $4 million operation. By removing Clendenin, Hewitt could avoid any pushback to reducing headcount at the MDC by empowering one of his own people in the position while at the same time giving Clendenin a promotion. John also had the option of staying in his current position for 2 more years however he did not know what kind of implication this would mean to him and his aspiring career goals. Clendenin formed relationships step by step by first giving himself a good name by his accomplishments, implementing new strategies to save the company more money and in effect he also earned the respect of others.
Traditionally, most people believe that in order to be successful they must work hard, and once they are successful, they will be happy. Today we have the beliefs that if we can just find that great job or win that promotion, happiness will follow. This theory may be the cause of many people leading unhappy lives. The Happiness Advantage: the Seven Principles of Positive Psychology to Fuel Success at Work by Shawn Achor a psychologist and former professor at Harvard shows how positive psychology research has proven the complete opposite. Achor provides stories and case studies from his research among many Fortune 500 companies and executives in 42 different countries, to explain how we can reprogram our brains to become more positive to gain a competitive edge at work.
Ethics and Compliance Paper FIN/370 FINANCE FOR BUSINESS Dr. Terry Dowdy Univ. of Phoenix Leslie Morris Mauney, Derek Mazon, Stephanie Landry, Victoria Wilbert, Donna Spoljarick, Tihesha Horton Ethics and Compliance Paper Microsoft In today’s fast pace society corporate America seems to be above scrutiny. The time of the watch dog presence seems to have become lack and almost non existent. Giant corporations offer extremely attractive salaries and bonus packages to their employees. Employees in exchange do a good job but loyalty to the company is the most important thing.
Knowing the difference between leadership and management makes all the difference. Steve Jobs was a computer designer, executive and innovator and a role model in his business and personal lives. Jobs emphasized on the importance of teamwork to his employees. Steve knew that the right people can be a greatest asset. He believe in his motto “Great things in business are never done by one person, they are done by a team of people.
The company hasn’t really done much about his method of operation, although from time to time he has angered some top company men. As President McCaughey, who retired a couple of years ago, once remarked to a vice-president who was complaining about Frank, “If he’s making money—and he is (more than any of the other foreign offices)—then leave the guy alone.” When McCaughey retired, the new chief immediately instituted organizational changes that gave more emphasis to the overseas operations, moving the company toward a truly worldwide operation into which a loner like Frank would probably not fit. In fact, one of the key reasons for selecting Bill as Frank’s replacement, besides Bill’s record as a top salesman, is Bill’s capacity as an organization man. He understands the need for coordination among operations and will cooperate with the home office so the Latino office can be expanded and brought into the mainstream. The company knows there is much to be learned from Frank, and Bill’s job is to learn everything possible.
Isn't it a big problem we have to worried about? In the long term, “A” students find a job, he used to finish a project by himself. Therefore, there are more stress in their job. “But our economy becomes increasingly, reliant on technology, scientific research, and a highly skilled work force. This attitude undermines our best interests.” After we graduate from university, a lot of people want to find a stable job and then fight for it.
Jack Welch was the CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4000%. In 1961, Welch planned to quit his job as junior engineer because he was dissatisfied with the raise offered to him and was unhappy with the bureaucracy he observed at GE. Welch was persuaded to remain at GE by Reuben Gutoff, an executive at the company, who promised him that he would help create the small company atmosphere Welch desired Welch was named a vice president of GE in 1972. He became senior vice president in 1977 and vice chairman in 1979.
The company hasn’t really done much about his method of operation, though from time to time he has angered some top company people. As President Jack McCaughey, who retired a couple of years ago, once remarked to a vice president who was complaining about Frank, “If he’s making money—and he is (more than any of the other foreign offi ces)—then leave the guy alone.” When McCaughey retired, the new chief immediately instituted organizational changes that gave more emphasis to the overseas operations, moving the company toward a truly worldwide operation into which a loner like Frank would probably not fi t. In fact, one of the key reasons for selecting Bill as Frank’s replacement, besides Bill’s record as a top salesperson, is Bill’s capacity to be an organization man. He understands the need for coordination among operations and will cooperate with the home offi ce so that the Latino offi ce can be expanded and brought into the mainstream. The company knows there is much to be learned from Frank, and Bill’s job is to learn everything possible. The company certainly doesn’t want to continue some of Frank’s practices, but much of his knowledge is vital for continued, smooth operation.