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Monday, January 27, 2020

Corporate social responsibility

Corporate social responsibility is a broad topic that can mean different things to different people and companies.  The idea behind it is that companies should be responsible for more than just making profits, they should be doing some good in their community.  That good can be in many forms including taking care of the environment, giving back to those in need, or many other areas.  EcoVadis is a company that gives out ratings for sustainability.  Each year it gives out awards for sustainable procurement leadership.  I chose two companies that received awards in 2019, Clariant and Henkel (EcoVadis 2019).
                Clariant is a world-wide specialty chemicals company that is headquartered in Switzerland.  They have several CSR programs in a wide array of areas.  They have several programs in place to minimize their impact on the planet.  They spend on programs to advance renewable energy usage.  They use minimally invasive procedures to procure their chemicals from the planet.  They believe in preventing waste more than recycling.  They have sustainability as part of their corporate mission statement.  Their sustainability efforts are put front and center on their webpage along-side their products to advertise the way they do business.  Their main CSR focus on people is to take care of their employees.  A second part of their mission statement is their focused on being a preferred employer.  They spend money on programs to take care of and develop their employees.  They focus on employee development through succession planning, talent management, and annual performance reviews to identify strengths and further develop them.  Considering that they continue to be a profitable company that shows growth, their CSR policies seem to be positively impacting the company (Clariant Ltd. 2019).
                Henkel is a product development company that focuses in three areas: adhesives, beauty, and laundry and home.  They are another company that has many CSR programs over a wide number of platforms.  They have a focus on climate protection as well as sustainable packaging.  They have set a goal of becoming a climate positive company and are committing funds to research and development to achieve the goal.  They also have programs in place to reach their communities not only about Henkel’s initiatives but what the people of the communities can do to help.  They have given over 50,000 employees sustainability training and those employees share with their peers as well as by visiting primary schools to help educate on sustainability.  Henkel has had a positive growth in EBIT over the 5 years showing that its initiatives are having a positive impact (Henkel 2019).

The government’s role in climate change is ever changing.  In the United States the policy changes between President Obama to President Trump have been sweeping.  Many of the restrictions on greenhouse gases and other emissions that were put in place have been rolled back by Trump’s administration.  Many companies were required to put systems in place to reduce emissions in order to stay compliant with the rules put in place during the Obama administration.  There are some companies, including BP, ExxonMobil, and Shell, that are continuing to reduce methane emissions even though the standards were relaxed (Eilperin 2019).  The reason is that the companies understand that the American people are concerned with climate change and they want to be looked at as doing the responsible thing.  Society will eventually pay for these initiatives either through taxes, if governments offer subsidies, or through increased prices for the products and services offered.

I believe becoming climate positive speaks to stakeholders in the community where the company resides, customers, and investors.  The communities will receive the benefits of the positive climate impact, and those communities may offer incentives for companies that prove to be climate positive.  The customers can feel they are apart of something bigger.  Consumers are already becoming more conscientious of the products they buy, if they can feel like the products they purchase are not just less negative but actually positive it will help.  Investors get to have the same feeling.  There money not only offers a return on investment, but it goes to a cause that is benefiting the environment. 

References
Clariant Ltd. (2019). Clariant Specialty Chemicals. Retrieved from https://www.clariant.com/en/Corporate
EcoVadis. (2019). EcoVadis Announces Winners of 2019 Sustainable Procurement Leadership Awards. Business Wire (English). Retrieved from https://search-ebscohost-com.libauth.purdueglobal.edu/login.aspx?direct=true&db=bwh&AN=bizwire.c88292409&site=eds-live
Eilperin, J. (2019). When it comes to acknowledging humans' role in climate change, oil and gas industry lawyer says 'that ship has sailed'. Retrieved from https://www.washingtonpost.com/climate-environment/when-it-comes-to-acknowledging-humans-role-in-climate-change-oil-and-gas-industry-lawyer-says-that-ship-has-sailed/2019/09/26/63c0d250-c9c2-11e9-a4f3-c081a126de70_story.html
Henkel. (2019). Sustainability. Retrieved from https://www.henkel.com/sustainability

Friday, January 24, 2020

Forecasting Applications for Strategic Management 530

Are you interested in FREE Strategic Management resources? Here is a great resource for you: https://myeducationmanager.tradepub.com/category/management/1209/

If you're taking Strategic MAnagement 530, here is a great overview of the forecasting applications assignment:


As per Highline Financial Services, LTD, I will separate each category of service in one table
A
First Year
Second Year
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
60
45
100
75
72
51
112
85

B
First Year
Second Year
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
95
85
92
65
85
75
85
50

C
First Year
Second Year
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
93
90
110
90
102
75
110
100

Now, let us see the difference for each quarter between the first and second year in the tables below,
A
The Difference ( First Year – Second Year)
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
12
6
12
10

B
The Difference ( First Year – Second Year)
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
-10
-10
-7
-15
  
C
The Difference ( Second Year – First Year)
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
9
-15
0
10

Finally, let us see my forecast of the third year base on the differences above by adding them to the second year’s numbers in the tables below,
A
Forecast of Third Year ((First Year – Second Year) + Second Year))
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
84
57
124
95

B
Forecast of Third Year ((First Year – Second Year) + Second Year))
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
75
65
78
35

C
Forecast of Third Year ((First Year – Second Year) + Second Year))
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
111
60
110
110

In order to make these tables more clearly, I will illustrate them for the decision makers in clustered cones below,
As we can see in the above clustered cones that the demand of service A is increasing each year, on the other hand, the demand of service B is decreasing each year while the demand of service C is  fluctuating but, it hasn't come down below the demand of service B
At the end, Highline Financial Services, Ltd. Must take care of the demand of service B and study all the reasons behind this declined that could be the bad service or any other reasons

References

Choudhury, D. K. (2018). Market demand forecast method selection and application: A case study in Hero MotoCorp Ltd. IUP Journal of Operations Management, 17(2), 7-22.

Forecasting Accuracy

Stevenson, W. (2018). Operations management (13th ed.). New York, NY: McGraw-Hill Irwin.




Friday, January 3, 2020

Integrated Telecommunications Company (ITC)

Non-Value Added activities: These are those which do not add any value to the product or service but are an inherent part of the process. Customers are not willing to pay for such services. These activities prove to be a burden on the organization and affect its efficiency. Valuable resources in the organization are engaged in completing these activities despite the fact that such activity is slowing the progress of the organization.
There are several examples of Non-Value Added activities found commonly among different organizations. Some of the most commonly found are:
• Process steps which are not needed
• Unnecessary movement of goods or resources within or outside the organization
• Unnecessary paper work within or in between departments which is not required
• Rework due to defects found in products
• Corrections or rechecking done due to important process steps not completed properly
• Services to customers(inside and outside) not properly delivered leading to customer dissatisfaction
• Unnecessary storage of raw materials or finished goods or storing more than required
• Important Organization resources such as expensive machinery or labor lying idle or waiting for work as inputs not delivered on time
• Delay in delivery to customers (inside and outside) due to unnecessary waiting time
Non-Value Added activities cause customer dissatisfaction by late delivery of goods and services which affect the credibility of the company as it is not able to deliver as per the committed/planned schedule. Also, the cost of such products and services is much more which ultimately customer is paying for. In such a scenario, customers will only stay with the company till the time they are able to find a suitable alternative.
 

References
Kumar, P. (2019, April 24). Value Added and Non-Value Added Activities in Lean. Retrieved from https://www.advanceinnovationgroup.com/blog/value-added-and-non-value-added-activities-in-lean.
Stevenson, W. (2018). Operations management (13th ed). Boston [etc.]: McGraw-Hill/Irwin.


The trap of insightful selection

Do you always choose the best looking one?

“Which one do you want?”
Decision-Making is hard! It's hard to always make the right decisions.
There were 100 quarts of strawberries at the farmer’s market yesterday. In answer to the farmer’s question, the person ahead of me in line spent a full minute looking them all over before picking one.
The thing is: 90% of the strawberries in a quart are hidden from view. They’re beneath the top layer. There’s no strategy to tell which quart is better than the other, unless you (erroneously) believe that the top layer is an accurate indicator of what lies below.
The analogy wasn’t lost on me: We do this all the time. We do it with job interviews, with dating sites, with decisions about who to trust with an investment or even to drive our Lyft.
The other thing is: We get satisfaction out of picking, even if we know that our data is suspect and evidence is limited. We like the feeling of power and control, even though we have very little.
If all you’re seeing is the top layer, you’ve learned nothing. Maybe less than nothing. Con men are particularly good at seeming trustworthy, and the outfit worn to a job interview tells you nothing about someone’s dedication, work ethic or honesty.
The real information comes from experience. If the farmer is the sort of person who won’t put the clinkers on the bottom, she’s earned our trust.

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