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Goodwill

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In 1924, Woolworths was introduced in Sydney as a remarkable inexpensive business using an advertising quote that “every man and woman needs a handy place where good things are cheap”. Seven years after, Woolworths has become a succession of sixteen stores around different states in Australia and even in New Zealand. The first store was founded in 1929. Due to this success, Woolworths currently has more than three thousand stores in different fields such as food, liquor, petrol, general merchandise, home improvement (Masters) and hotels. Woolworths is satisfied because it has hired more than two hundred thousand employees. In this case, it will be elaborated the reasons for billions dollars loss, the assigned new CEO, and strategies utilized to revive the company.

One of the significant reasons for the billions dollars loss is Woolworths decision by building new venture joint called Masters which is competitive to Bunnings. According to ABC, Australia's home improvement market is a business of 40 billion dollars a year as a profit. However, Woolworths aspirated to share the market with Bunnings which is an overly ambitious approach to rollout 150 stores in a 5 year period. As a result, Woolworths persistence despite high losses in a short period of time led to nothing. Furthermore, Masters profit loss is the product of futile business strategy, product range in core categories, the locations of the Masters stores and its customers in store experience. Moreover, Woolworths management was also distracted by its new hardware venture. Another essential factor is the increase in performance of Woolworths rivals, such as Coles and ALDI. Due to the low price strategy implemented by Woolworths, the fierce competition forced Woolworth to reduce 2.1 percent in food and liquor. In addition, the company invested millions of dollars in lowering prices to attract customers.

In the past six months, Woolworth has done several changes in Chairman and senior executive because of billions dollars’ loss. Woolworth had the three-year plan to enhance benefits but this strategy was followed by a few doubts, and eventually led to this disaster. In addition, four directors including the Chairman and senior executives had resigned. The Chairman of Woolworth who was Ralph had resigned and Gordon Cairns replaced of outgoing Chairman. In addition, Chief executive Grant O’Brien, the one who caused those problems, has resigned too. Woolworth has experienced a significant decrease in sale over the past few months, therefore the supermarket giant decided to globally search for finding a new chief executive. The first priority of Gordon Cairs was finding a new chief executive to get Woolworth back to the previous market position. O’Brien had not done a superior performance, because he was not a professional senior executives officer. As a result of weak performance, he retired after less than four years in this position. Jemima While, the author of Financial Review, mentioned that Mr. Brand Banducci replaced Mr O’Brien in the position of Chief Executive of Woolworth. Mr. Brand Banducci has perfect leadership and strategic views and Woolworth is looking for someone like him. In brief, managerial board changed Mr Gordon Cairs as the new Chairman and Mr Brand Banucci as the new head of the supermarket ( ).

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Currently, Brad Banducci was challenge by several difficulties as he became the new CEO of Woolworths. He identified three main challenges: Retrieval impetus in Australian food, continuing to deliver liquid growth and maintaining disciplined portfolio management and capital allocation ( Banducci, 2015). First, Woolworth needs to gain customer trust. This strategy is focused on playing a (Low, Low ) game. This plan will result not only in lower prices but also in customer’s experience. For example, in the last interview, Banducci mentioned: ‘We are placing customers at start of everything we do’(_____). This states that their first goal is to offer the best alternative for customers, thus Woolworths would become their first choice. Secondly, Woolworth will continue to deliver liquid growth. This is the key to the strategy growth. According to the CEO declaration, Woolworth is capable to be creative to meet the customers’ demand. Mr Brad Banducci stated that Woolworth will focus in increasing his leader position in the market and they will provide “innovative offers for every occasion” (_______,2015). Another important issue is to endorse disciplined portfolio management and capital allocation. Based on his announcement, this strategy is a clear plan for the investment capacity and it will result in increasing the efficiency, organizing so as to make further client esteem for achievement and executing the Lean Retail Model. For example, Banducci mentioned that the right way to deal with capital assignment would support Woolworths' development arrangements, with enlarged capital being coordinated to Australian Food and a compact focus on capital administration. O’ Brief mentioned: "expands on our verifiable methodology of driving development through looking for productivity and putting resources into our clients however with a reasonable acknowledgment that the methodology should be custom-made to a present day period (_______).

PART B

Remuneration is a significant factor to attract, motivate and retain skilled employees. According to Productivity Commission website, their remuneration report shows that all Woolworth’s employees perform an important role in keeping the company financial situation stable and protecting the interests of shareholders. The logic of remuneration is that the CEOs who have a power to influence decisions and consider wisely incentives with the larger bonuses, which is a positive benefit and measures of efforts, moreover, they could tend to engage the largest deals for their firms as mentioned by Yaniv and Hribar (2004). However, Woolworths’ compensation structure is contained of two modules: Fixed remuneration and the variable component. Fixed remuneration is based on the labour salary with their superannuation contributions, while the variable component is divided between two terms: A short term incentive plan and a long term incentive plan, both of them is based on the performance and the situation of the firm. The short term incentive plan affords not more than 130% of annual payment as a fixed remuneration, for example, the achievement bonuses from the performance and the strategic objectives of the firm will be added to the actual payment. On the other hand, the LTIP in Woolworths aimed to motivate CEOs, because the incentive is going to be like a share in the market and share price will be updated by the performance of the market. Nonetheless, CEOs remuneration is a controversial issue because the size of executive package become larger which means more pay to be on risk and a creation of more layers of incentive to cover other managers as showed by CEO-forum. Finally, the remuneration package of executives includes mix of short and long term incentive with fix remuneration and package amount varies depends on position level and complexity.
The Base salary is decided depend on researches which deal with scope and complexion of the position and market estimation also it determined based on executive’s work experience and personal performance.

Based on table of the new CEO’s salary package, Brad Banducci had $10.625 million AUD package which enormous amount money for the company which has serious financial problems. The package was calculated as a summary of Short Term Compensation $3.125 million, Long Term Investment $ 5 million. This package is going to one person who assumes that he could solve the problems in near future. Banduci settled his own culture and bonus system which could be significantly change all the policy of the company. The first is achievement oriented culture based on which every single employee will involve to equity based schemes and hold share based on their experience and fruitful target. The other new value of the entity taking into account the problems of it to succeed not only lie in managerial level but also in a store level, in other words, controlling the situation and problems inside small departments.

There are two components based on which Woolworth formed the current remuneration performance strategy. The first one is fixed remuneration which mainly includes salary and superannuation. The second is variable is calculated based on performance which divided in two forms: The Short Term Incentive Plan (STIP) and the Long Term Incentive Plan (LTIP).

Mr Banducci outlined a simplified, “customer-first” system for measuring the performance of the in-store teams, with a new 8-metric scorecard to replace the former 20-metric system, and with customer metrics placed at the top of the rankings.

he will move to a "listening culture", introduce a "Voice of the Customer" shopping experience measure, enhance supplier partnerships, encourage team work and implement greater transparency.
Measures will include lower pricing, better ranging, targeted customer offers using a revised and improved loyalty system, and a detailed strategy for improving its Own Brands.

I am an entrepreneur at heart, and a retailer by discipline, and I want us to take our company back to its best levels of performance. My goal as CEO will be to recapture the spirit of innovation and customer focus right across the business, and to grow a culture where our people once again feel a strong ownership of the business.”

Content | Brand Banducci CEO | Banducci as MD Food Group FY15 | Fixed Remuneration ( a fixed package) | 2.5 million | $ 1.03 million/year to June 30, 2015 (include only part of period in this role ) | STIP ( short term Incentive plan) | Target of 100% of fixed remuneration or $2.5 million, with maximum of 125% remuneration or $3.125million; 50% deferred into share rights. | Not clearly disclosed- 75-95% of base salary as target, with maximum ranging from 100-135% and paid as cash though no STIP for FY 15 | LTI (Long term Incentive) scheme | Annual grant with a fair value of 200% of fixed remuneration or $ 5 million | Not clearly disclosed, but based on target remuneration mix on page 39 of the 2015 Annual Report, we suggest LTI grant value is somewhere between 75%- 95% of fixed remuneration , if we calculating fair value to price | Termination | Either party may terminate on 12 months announcement , with Woolworth able to pay in lieu of notice. | Either party may terminate on 12 months’ announcement with WOW able to pay in lieu of notice be considered (for STIP and LTIP treated per plan rules.) | Post-employmnet restraint | 12 nonths less any time spent on garden leave, non-compete and non-solicitation | Non-compete | | | |

To conclude, Woolworths is a momentous supermarket retail with an advantageous position in both Australian and New Zealand. In spite of the fact that Woolworths experiences an upward obligation position, despite everything it has its upper hand as indicated by its business sector size and scale with the positive income and beneficial business execution. A Fixing Woolworth problems is on of the hardest and challenging jobs in the Australia. During the past few months Chairman and Senior executives manger of Woolworth have been changed . Although new CEO of Woolworth, Brad Banducci faces the sort of challenges for fixing Woolworth problems ,he and woolworth food group has today new three- year strategy which this strategy focus on offer growth and efficiency. In addition,Woolworth already underway in the first part of this strategy, which includes : reducing the price of food, increasing work hours for enhancing customer service levels, providing fresh fruit and vegetable and having a equal prices in Woolworth online and store prices. In our opinion, Ithat Banducci could lead company successfully then he could earn up to $15 million AUD with total amount of bonuses and salaries

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