Working Conditions of RMG Sector of Bangladesh
In recent years, labor unrest in RMG sector of Bangladesh has been a matter of serious concern. The RMG industry of Bangladesh started its modest journey in late 1970s and within three decades, it has been a flourishing sector. Contribution of the RMG sector in national economy is great. It is the highest foreign exchange earning sector. It has been able to create employment opportunities for about 3.5 million of people, most of whom are poor, uneducated and unskilled women from the rural area. Besides, it has been able to attract foreign direct investment, accelerate industrialization process, alleviate poverty to a certain extent and create a good image of Bangladesh in the world. To a certain extent, it has been able to bring about a positive change to the socio-economic condition of the country. But this sector is infested with a number of problems which are threatening the very existence of this industry. Labor unrest is one of the serious problems. The RMG sector of Bangladesh has emerged entirely through private entrepreneurship. But it is not beyond government or public concern. In all respect, it is a huge industry. Solving labor unrest in the RMG sector is not an easy task. It requires a collective effort. As the sector involves stakeholders from both public and private sector, cooperation between these two sectors can be a better option to solve the problem. Four areas regarding labor unrest in the RMG sector such as i) investigating the incidents of labor unrest, ii) maintaining law and order situation, iii) bridging gap between owners and workers and iv) representation of the work-force in the decision-making process are identified where public and private sector can work together to solve the problem. The major causes of labor unrest have been explored from the responses of the respondents. These are- irregularities in payment, low wage, mistreatment of the workers by managers/ officers, rumor, absence of trade unionism, conspiracy, non-execution of labor laws, unruly nature of the workers and political intervention. In key issues regarding labor unrest such as investigating the incidents of labor unrest, bridging the gap between the factory owners and workers, improving law and order situation, majority of the respondents want the involvement of ‘tripartite committee’ (a committee formed by the representatives of Government, factory owners and workers) which indicates a bright prospect of public-private cooperation in addressing labor unrest in the RMG sector of Bangladesh. If private sectors with their first-hand knowledge and experience cooperate with public agencies having power and authority, labor unrest in the RMG sector of Bangladesh is supposed to be solved. More than 78% of Bangladesh’s export earnings come from the garment industry. The ready-made garments (RMG) sector has a greater potential than any other sector in terms of employment and foreign exchange earnings to reduce poverty and make a contribution to the national economy. However working conditions in this vital sector are poor. Bangladesh’s RMG factories fall short on 'social compliance'. That is, they do not comply with labor practices that ensure the social welfare of their employees. Bangladesh's garment industry provides employment to about than 3.6 million workers which 2.8 million are women. Workers in these garment factories are almost always illiterate. They have very limited knowledge of human rights, working conditions and labor standards. Despite the phenomenal success of the RMG sector, poor working conditions in the factories and a lack of Social compliance are serious concerns which have, since 2006, led to labor unrest and damage to institutions and property. As a result, there is a rising fear in Bangladesh that the readymade garments sector may face a decline in demand. Social compliance in the RMG industry is a key requirement for most of the world’s garments buyers. It...
...suppliers and they also conducted joint negotiations with suppliers. In 2003, Theo and Karl resigned as CEOs. Theo's son, Theo Albrecht Jr, now runs Aldi North, and Juergen Kroll and Norbert Podschlapp run Aldi South.
Since the ‘Spend a little Live a lot' message is being known by more and more people, and Aldi has been obtained ‘Best Supermarket 2009 Award' in 2009, Aldi has become one of most reputable retailer in the international business, and it operates over 7,000 stores worldwide. Considering of this situation, it would be interesting to understand and analyse the management strategies of Aldi. Therefore, my project will analyse management strategies of Aldi which operates a discount supermarket chain in the retail industry.
The paper begins by using PEST analysis, Porter's 5 forces analysis and Competitors' analysis to analyse the environment of supermarket industry. The next section is to analyse the strategic capability of Aldi. The following section discusses purpose of Aldi, and the final section draws recommendations for improvement of Aldi's strategy.
Section 1: Environmental Analysis
Based on using a PEST analysis, it is likely to recognize the core environmental influences on Aldi. Firstly, it is well-known that the major economic factor is the global recession which originally caused by the United States housing bubble during the period from 2005 to 2008. This financial event has been to strongly...
Strategic Plan Part II: SWOTT Analysis
June 9, 2014
As a new business owner one must understand that when starting out there is great potential to succeed as well as fail. External and internal factors are two of the greatest factors to the success or failure of a business. The purpose for this paper is to define some of these external and internal factors for Next Level Transition Center and see how well they are able to adapt to them. Also an analysis will be conducted to identify major issues or opportunities the company may face from any forces and trends.
External Forces and Trends
As with any company, as for external forces and trends, the impact on my business can be attributed to several forces. New environmental, competition, economic legal and regulatory, social, and technological architecture throughout the last decades have stimulated changes in the delivery of career services. Recent economic conditions have transformed the employment market, causing near insurmountable challenges and issues for new employees looking to start a new career in the workforce.
Environmental Forces and Trends
Next Level Transition Center, Inc. is a small, independently owned start-up company founded in 2014 with operations to begin July 1,2015; the ribbon cutting of the facility. Of the fourteen full-time employees, four key employees will be instrumental in carrying out this...
1) Identify and discuss the control alternatives used in the selected company. Is each form of control loose or tight? What is the overall impression of the selected company’s Management Control System? Why?
1- People Controls
a) Personnel controls:
Personality is the most important asset that H&M employees have. H&M believes that people who are allowed to be themselves do a better job, which is why H&M welcomes diversity and personal style.
H&M believes in theirs people, and always encourage new ideas and initiatives.
Over the last five years,H&M growth created a net job contribution of accumulated 24,019 full-time equivalent jobs globally. This amounts to an average net creation of more than 4,800 jobs or 10% per year.
In 2010 H&M introduced a new programme for all employees, the H&M Incentive Program, which aims to encourage long term commitment and support future recruitment. This program prevents myopia.
All employees of the H&M group, regardless of their position or salary level, are included in the programme and are rewarded to the length of their employment and whether they work full-time or part-time.
The rapid expansion of H&M requires ensuring that all employees are welcomed into the organisation in a consistent, efficient and high quality manner. H&M offers a blended approach to training, whereby e-learning and classroom...
Competitive Strategy of Behind the Rapid Growth of 759 Store:
Strategic planning is central to management study. It defines the long term direction for the company and all other business functions orbit around their established strategies. This article studies how a company formulates business-level strategies, optimize their competitive positioning and obtain a competitive advantage over their rivals.
In order to further illustrate this management issue, this article investigates into the successful competitive positioning of a leading Hong Kong imported food and daily necessity retailer, the 759 Store 阿信屋. Despite 759 Store has a diversified range of business, this article focuses on its major business function as an imported packaged-snacks retailer. The chain-store has grown exponentially since its establishment in July 2010. By November 2014, it has 210 stores across Hong Kong and has significantly increased its market share in the industry.1 This achievement should be credited to the unique competitive strategy the company has adopted.
Michael Porter’s Generic Competitive Strategies analyzes how a company should formulate their business model to give them a specific form of competitive position in the market. The three strategies are low cost strategy, differentiation strategy and focus strategy respectively. Low cost strategy drives company to lower their cost and obtain...
Strategic Plan Paper for Pepsi-Cola Products Philippines Inc.
Erieko Shannile Licayan Aoyagi
March 5, 2014
Brief Description of the Company
Pepsi-Cola Products Philippines Inc. is a company
Mission Statement Analysis
“We [Pepsi-Cola Products Philippines Inc.] will continue to market a portfolio of international and home-grown branded quality products at prices that provide good value to our consumers in key Food & Beverage categories.
We are committed to expand the business and provide healthy financial returns to our shareholders, opportunities for growth and enrichment to our employees, business partners and the communities where we operate.”
Concern for Survival, growth and profitability
Concern for Public Image
Concern for Employees
Industry Analysis: EFE Matrix
Competitive Profile Matrix (CPM)
Summary of Financial Ratio
0. Liquidity Ratio
1. Leverage Ratio
a. debt to total assets
b. debt to equity
c. long term debt to equity
2. Activity Ratio
a. inventory turnover
b. fixed assets turnover
c. total assets turnover
d. account receivable turnover
e. average collection period
...StrategicManagement and Strategic Competitiveness
What started as a store geared towards the rugged outdoorsmen has grown into one of leading retailers for the upscale college student as well as the adventurous young adult with a fashion to go along with their adventure. Abercrombie & Fitch (A&F) sells a variety of casual sportswear apparel, including shirts, graphic t-shirts, jeans, shorts, and sweaters, as well as perfumes/cologne and personal care products, and accessories for both sexes and children. As of February 1, 2014, the company operated 843 stores in the United States and 163 stores outside of the U.S. (SEC, 2014). With a footprint this large in the outdoor apparel it only made since to look into the e-commerce market to continue to expand and grow their business.
Strategicmanagement deals with decisions a company makes to stay afloat and have a competitive advantage. Over the past years, A&F has encountered a few financial setbacks brought forth by turbulent economic times and a controversial advertising campaign that not only affected sales, it drew negative publicity and sometimes not all publicity is good publicity. If, however, the leaders of the organization can make good tactful and strategic moves, this company might be able to turn around and be profitable.
Globalization and Technology
A&F understood that in order to be competitive, they must venture...
Manchester Business School Global MBA
Course Assessment 1
1.1 Video Game Industry in the USA ----------------------------------------------------------3
1.2 Activision Blizzard Inc -----------------------------------------------------------------------3
2.1 Video Game Industry in USA: Porter’s Five Forces Analysis -----------------------4
2.2 Actvision Blizzard: BCG Portfolio Analysis ---------------------------------------------5
3.1 Ice Cream Market in Singapore: Strategic Group Analysis --------------------------6
3.2 Unilever: Resources and Capability Analysis -----------------------------------------7-8
4. References ----------------------------------------------------------------------------------------9
1.1 Video Game Industry in the USA
The video game industry includes video game software, hardware and digital gaming. The USA has the largest market share of 27% and revenue of $18.3 billion (Euromonitor, 2014). The industry is stagnant with an annual growth rate of 0.3% in 2013 (Euromonitor, 2014). The industry is also transforming from traditional PC or console software purchases to digital game downloads. Specifically, the mobile and tablets game segment of digital gaming in the USA has a strong 38% annual growth in 2013 (Newzoo Market Research, 2013). With the growing customer base and lower barrier in digital distribution, traditional gaming...
Pfizer Inc. (Pfizer) a research-based, international biopharmaceutical company. Nevertheless, it is the largest world drug organisation as well as the top-selling drug in the world in 2011. There is five segments for Pfizer Inc. to supervise its procedures which are Primary Care;Oncology and Special care, Emerging markets and Establish products; Consumer healthcare and Animal health and Nutrition Moreover, Pfizer freeze its position as one of the most diversified oranisation in the worldwide health care industry throughout strategic partnerships and acquisitions of diversified businesses, such as Wyeth.
1.1 current business strategies
Company's decision making management and senior-most leadership body is the main body of Pfizer which is the Pfizer's Executive Leadership Team (ELT). It carries collectively the peak leaders to spotlight on major operational decision, financial, and strategic for the organisation.
Pfizer has responded to today's biopharmaceutical R&D challenges with a rigorous strategy, Engine for Sustainable Innovation (ESI), innovating new capabilities, creating the R&D and portfolio are the three horizon centered to ensure stable ecosystem in the future. In 2011, Pfizer create important transform in R&D model to speed up the accomplishment of this plan, create an ongoing flow of essential improving return on invested capital and vaccines and medicine (Pfizer.com).