...Interventions that will improve communication within the unit as well as with extended family and society would be family therapy and Imago relationship therapy. Family therapy will explain ways to bring issues up with out causing confrontation, how to make requests without offending anyone, and skills to problem-solving (Hazelden Foundation, 2016). Imago relationship therapy is working with a therapist on issues that interfere with effective communication skills. The therapist will educate the couple on: addressing root of problem instead of just solving the problem, create emotional safety for the couple, learn to meet each others needs, transform conflict into opportunity for a deeper connection, and learn to become a source of pleasure instead of pain for the other partner. (Lipthrott, 2013). Members of the unit will communicate clearly, honestly, consistently, and directly. The M’s can come to an agreement to designate an area to be known as a safe zone. This will allow the unit to express themselves openly and honestly to help them build trust and self-esteem. These interventions will help the M’s as a unit to have a positive interaction between themselves when...
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...Family Assessment and Teaching: LMA Family The purpose of the family assessment is to identify the family problem areas, and the family strengths. These are used as building blocks for the provider to use for interventions, and to strengthen the family. The use of family-identified problems and the provider’s interventions allows for commitment on solutions, and ensures more successful interventions (Stanhope & Lancaster, 2014, p.319). The Family Development and Life Cycle Theory is a framework that predicts stressors on families as they change and transition overtime. This theory describes the family at the different stages, based off of the oldest child of the family. The theory also talks about how the family has to accomplish the different task for each stage (Stanhope & Lancaster, 2014, p.312-313). The LMA family includes...
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...Hennes & Mauritz (H&M) AB in Retailing December 2009 Scope of the Report Retailing - Hennes & Mauritz © Euromonitor International Scope • This global company profile covers the following products focusing on the year 2009: Retailing: US$10,430 billion Store-based Retailing: US$9,829 billion Non-Store Retailing: US$601 billion Clothing & Footwear Specialist Retailers: US$791 billion Homeshopping: US$190 billion Internet Retailing: US$243 billion Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised Learn More To find out more about Euromonitor International's complete range of business intelligence on industries, countries and consumers please visit www.euromonitor.com or contact your local Euromonitor International office: London + 44 (0)20 7251 8024 Vilnius +370 5 243 1577 Chicago +1 312 922 1115 Dubai +971 4 609 1340 Singapore +65 6429 0590 Cape Town +27 21 552 0037 Shanghai +86 21 63726288 Santiago +56 2 4332226 2 Retailing - Hennes & Mauritz © Euromonitor International Strategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities ...
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...Hennes & Mauritz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion, up 11% from the previous year, and operating profits were $3.3 billion, up 8.3%. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the previous decade, revenues had grown 15% per year and operating profits, 18%. Although Gap, Inc. (Gap) began the millennium as the clear global leader in the apparel retail market with sales more than four times larger than those of H&M, H&M had grown quickly and passed Gap in 2009. However, Spain’s Inditex, with its fast-fashion chain, Zara, had done even better. It passed H&M in sales in 2005 and, by 2011, had also become more profitable. H&M had also lagged behind Inditex in supply pipeline speed, brand diversification, online retail presence, and expansion into China. Meanwhile, the world’s leading hypermarket chains, including Wal-Mart and Tesco, were making significant headway in apparel. In 2012, CEO Karl-Johan Persson, grandson of the company’s founder Erling Persson, promised increased expansion into underdeveloped markets, a stronger push to online retailing, and the launch of a major new retail brand. He noted, “We are looking forward to an exciting 2013 full of new opportunities. We have great respect for the macroeconomic climate and how it may affect consumption in many of our markets, but we believe strongly in our offering and are convinced that H&M will continue to...
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...27 OUR PRODUCTS PAGE 37 OUR COLLEAGUES PAGE 44 OUR COMMUNITY INVESTMENTS PAGE 51 OUR BUSINESS H&M’s business concept is to offer our customers fashion and quality at the best price. At H&M, quality is more than making sure that products meet or exceed our customers’ expectations – it also means that these products should be manufactured under good working conditions and with limited impact on the environment. Taking responsibility for how our operations affect people and the environment is key for H&M’s continued profitability and growth. We are committed to integrating social and environmental concerns into all our business operations and investing in the communities where we work. Our 2008 sustainability report covers our activities in relation to our business operations, our supply chain, our products and how they are produced, our employees and the communities around us. This section provides an overview of our business and its impact, and how we go about integrating Corporate Social Responsibility (CSR) into it. GLOBAL BRAND GLOBAL IMPACT AND REACH H&M was established in Sweden in 1947 and today sells clothes, accessories, footwear and cosmetics in more than 1,700 stores in 33 countries and via internet and catalogue sales in Scandinavia, the Netherlands, Germany and Austria. Here, we will also sell home textiles through online and catalogue sales from 2009. H&M also stands behind the brand COS and acquired the majority of shares of FaBric Scandinavien AB with its...
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...ICRA EQUITY RESEARCH SERVICE UNITED SPIRITS LIMITED September 20, 2011 Industry: Alcoholic Beverages ICRA Online Grading Matrix Valuation Assessment A Fundamental Assessment Fundamental and Valuation Grades ICRA Online has assigned the Fundamental Grade ‘4’ and the Valuation Grade ‘B’ to United Spirits Limited (United Spirits). The Fundamental Grade “4” assigned to USL implies that the company has “strong fundamentals”. The Valuation Grade assigned to implies that the company is “moderately undervalued” on a relative basis (as on the date of the grading assigned). Company Profile United Spirits is the largest spirits company in India’s branded spirits market with more than 43% market share. With 112.2 million cases in sales in FY11, the company surpassed Diageo Plc to become the largest spirits company in the world. United Spirits has a very strong and wide portfolio of spirits with 21 of its brands selling more than a million cases a year. The company enjoys a strong 59% market share for its first line brands in India. United Spirits has a well established manufacturing and distribution footprint comprising of 37 owned manufacturing units, 57 contract manufacturing tie-ups and distribution network covering almost 98% of the sales channel in India. The company has grown rapidly over the years through several acquisitions and greenfield expansion. Acquisition of Shaw Wallace in 2005 (second largest player at that time in India) and Whyte & Mackay (fourth largest scotch...
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...Activity Based Costing in the Public Sector By: Brandy Medina Public sector organizations at all levels and of all types are facing intense pressure to do more with less. Governments at all levels in almost all the countries in the world are feeling some kind of pressure. The pressure on spending comes from many sources, i.e. from politicians aiming to win taxpayers’ approval. There is pressure from the competition with other cities to attract homebuyers or with other counties, states or nations to attract businesses. In the United States, the cities don’t just compete against other cities – each city competes against its own suburbs, and the suburbs often have an advantage in attracting residents and businesses. They may offer lower taxes, better schools and less crime. As residents and businesses relocate, the cities and towns they departed from lose a little more of their tax base. Less money is available unless tax rates are raised. Additional pressure may come from declining demand, regardless of the reasons. An example is rural road maintenance. In these cases, economies of scale are less easily achieved, and the final costs become more expensive. In the United States, the federal government is shifting some responsibilities to state and local governments but providing only limited funding to fulfill those obligations. Regardless of where the pressure is coming from, the message is: better, faster, cheaper – hold the line on taxes, but don’t let service slip. Meeting...
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...Values……………………………………………………………………2 1.4. Vision and Mission……………………………………………………...2 1.5. Slogan…………………………………………………………………....2 1.6. Product Range…………………………………………………………...2 1.7. Target Market……………………………………………………………3 2. H&M………………………………………………………………………...…4 2.1. History…………………………………………………………………..4 2.2. Shared Values…………………………………………………………...4 2.3. Values……………………………………………………………………5 2.4. Company Culture………………………………………………………..5 2.5. Product Range…………………………………………………………...7 2.6. Stores around the world…………………………………………………9 2.7. Geere Hofstede’s Analysis in Sweden…………………………………14 2.8. Globe and Trompenaars analysis………………………………………15 2. FOREVER 21………………………………………………………………..20 3.9. History……………………………………………………………….…20 3.10. Company culture……………………………………………………….20 3.11. Product Range………………………………………………………….21 3.12. Stores Around the world……………………………………………….21 3.13. Geere Hofstede’s Analysis in US………………………………………22 3. OPENING OUR STORE……………………………………………………..25 4.14. Why New Zealand……………………………………………………..25 4.15. New Zealand Geere Hofstede’s Analysis……………………………...25 4.16. Globe and Trompenaars analysis………………………………………27 4.17. H&M, Forever21, and Zane……………………………………………28 4.18. Manager Criteria……………………………………………………….29 4. OUR STORE…………………………………………………………………….29 1. ZANE 2.1. Company’s name : “Zane” meaning “God’s gracious...
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...Incorporated (Chocolate and much more…) Contemporary Business 201160: BUS101-002 Mars, Incorporated is a fascinating company which is so much more than just a candy manufacturer. I was interested in this company because we had purchased stock in the Wrigley Company in 1993 as a gift/investment when my youngest son was born. In 2008, the Wrigley Company was bought by Mars and taken private. Our family had to take a small lost on our shares and no longer received the new development of gum each Christmas. However, it was great move on Wrigley’s behave and for the Mars company as well. Mars is a very diverse organization and does provide a very versatile business plan in this ever changing world and economy. I find it to be an intriguing company and envy it’s progression from a small town at home business to the billion dollar international business it is today. The company began in 1911 by Mr. Frank C. Mars as the Mar-O-Bar Company in his country home kitchen located in Tacoma, Washington. His first products were butter cream candy bars which his family and friends said were the best in the land. He soon outgrew his kitchen when the business started booming and opened his first factory of 125 employees. Quality and value were the foundations for his business and his first mission statement. In 1920, Mr. Mars relocated his factory to Minneapolis, where soon the Snickers (without the chocolate coating) and Milky Way bars were developed and launched. Both candies...
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...Linnskog, Supervisor The International Expansion of a Multinational Company ---A Case Study of H&M Authors: Jun Li Maja Frydrychowska Abstract Date: Level: Authors: June 19, 2008 Master Thesis in International Business and Entrepreneurship, 15 credits Jun Li (1981-11-01), China jli07001@student.mdh.se Maja Frydrychowska (1974-05-29), Poland mfa07001@student.mdh.se Title: The International Expansion of a Multinational Company---A Case Study of H&M Leif Linnskog How did H&M go international and what factors did influence its expansion? The aim of this thesis is to describe the internationalization of H&M and to explain such way of expansion using different theories and theoretical concepts. In our thesis, we mainly used the qualitative method for our case study of H&M. Meanwhile, for the data collection, the documentary approach was applied. As a retailer, H&M does not follow the standard pattern of establishment chain presented in the Uppsala model. Its establishment chain is composed of three stages: franchising, wholly owned sales subsidiaries and production offices. The company has developed strong macro-position within the clothes industry network and strong bonds with its external suppliers. The expansion decisions of H&M have been influenced by the factors included in the psychic distance concept. Supervisor: Problem: Purpose: Method: Conclusion: Keywords: H&M, internationalization, retailing, establishment chain, network, psychic distance 2 Acknowledgement ...
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...Leading Licensing Companies By Dawn Wilensky A combination of new and evergreen properties/brands drove 2006 worldwide retail sales of licensed merchandise. Over the last five years, we have made strategic changes to our Leading Licensors list to ensure up-to-date, accurate worldwide retail sales estimates. This year, we made yet another change. As the line between licensor and licensing agent continues to blur—with many licensors taking on the task of representing properties/brands outside of their portfolio, and many traditional licensing agents being charged with fueling power for the brands/properties they represent—we have widened our list to include overall retail sales figures for licensing agents. As a result, we have changed this feature's name from “Leading Licensors” to “Leading Licensing Companies” to better reflect the power of the licensing business. As for this year’s list, which reflects 2006 worldwide retail sales of licensed merchandise, No. 1 Disney recorded a $2 billion increase in retail sales fueled, in part, by consumer demand for all things Pirates of the Caribbean, High School Musical, Cars, and Disney Princess. Sanrio also saw a significant uptick in sales, rising from $4.2 billion in 2005 to $5.2 billion in 2006. Phillips-Van Heusen makes its debut on the list at No. 2 with $6.7 billion in sales driven by proprietary brands Van Heusen, Arrow, Izod, Bass, and Calvin Klein. Other newcomers include: Carte Blanche Greetings ($700 million); Sean John...
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...factor to the event is the demographic of guests. The bride’s family contributes to over half of the attendees. The bride’s parents have also been divorced for over fifteen years with lots of tension between the families. It will be critical when planning the event that components are added into the wedding plans to help prevent conflict and reduce the risk associated with guests not being able to attend a joint event together. Planning to match the selected theme and carry tones of the theme through all elements of the event will lead to events success and ensure that the happy couple and other guests are attend a wedding to remember. Stakeholders The wedding between Rob and Jenna has a variety of different stakeholders with many different goals and objectives. The first set of stakeholders includes the bride and groom, Jenna and Rob. The happy couple have the goals to have a successful event day, memorable wedding with each guest feeling as though they have escaped the Chicagoland area for an evening and entered a park at midnight. The next set of stakeholders are the bride’s family, since the bride’s parents are divorced there are many dynamics to account for here. The goals of the parents will be to interact and ensure that both sides of the family can interact for the evening with little to no conflicts, taking away from the couple. The final set of event stakeholders will be the groom’s family. While...
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...A time-line of transgender identities. © 1999 Drs. Arianne van der Ven Contents Summery 2 Introduction: The development of gender as we know it How does history relate to us? 3 From a one-gender system to a two-gender system, and on to ‘third sex’ categories. 3 Some specifics of gender transitions. 5 Part I: Sexology begins. Transgender Identities before the 19th century 7 The early 19th century: Enters forensic psychiatry 7 The late nineteenth century: Inverts turn to Experts. Enters sexology and the empirical case history. 8 Part II: Early 20th century The rise of Psychoanalysis and it's denial of transgender identities Developments in Medical technology. 10 Psycho-analysis’ erasure of transgender 11 The sixties and seventies: routine treatment of the empty transsexual 12 Part III: Transgender becomes Real. The emergence of transgender. 15 De-constructing gender, from gender identity to “freedom of gender expression”. 15 Changes in transgender care. 17 The lack of transgender in Continental Europe. 18 References 19 Summery This paper was originally written for the “Sex, Gender and Identity” program of The School for International Training (SIT) in Amsterdam. SIT is an US university and specializes in study abroad programs for students from American universities. This paper discusses transgender identities during the last...
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...industry, and the number of product and manufacturers in this competitive field are numerous. What all the existing cosmetics companies lack is the ability to make consumers feel beautiful on the inside, too. Cosmic Cosmetics is a new line of color makeup products with a goal: to make consumers feel special and unique on the inside while they make themselves feel beautiful and unique on the outside through color and glitter. Since Astrology is the art of defining people’s unique personality traits through the placement of the stars and planets on the days they were born, Cosmic Cosmetics incorporates Astrology trivia in each package to help the consumer learn a little more about their own Astrological aspects, and those of their friends and family members. Cosmic even provides more in-depth information about Astrology on the mainframe website; information which is accurate and constantly...
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...contract law T H I R D E D I T I O N M I N DY C H E N - W I S H A RT 1 INDEX Web 1 Incapacity W1 Diagram W1A Overview of incapacity W2 W1.1 Children W3 W1.1.1 Contracts to supply ‘necessaries’ W3 W1.1.2 Employment and other benefi cial contracts W4 W1.1.3 Contracts involving land, marriage settlements, company shares, and partnerships W5 W1.1.4 Other contracts W6 W1.1.5 Restitution to children W6 W1.1.6 The liability of children W6 W1.2 Mental incapacity, drink, and drugs W8 W1.3 Companies W10 W1.4 Public authorities W11 Web 2 Illegality and public policy W13 W2.1 What are illegal contracts? W14 W2.1.1 Statutory illegality W14 Diagram W2A Overview: Categories of illegal contracts W15 W2.1.2 Common law illegality W16 W2.1.2.1 Contracts to commit a crime W17 W2.1.2.2 Contracts made for the deliberate commission of a civil wrong W17 W2.1.2.3 Contracts interfering with the administration of justice W17 W2.1.2.4 Contracts to oust the jurisdiction of the courts W18 W2.1.2.5 Contracts prejudicial to the state W18 W2.1.2.6 Contracts which further sexually immoral purposes W19 W2.1.2.7 Contracts prejudicial to family life W19 W2.1.2.8 Contracts unduly restrictive of personal liberty W20 W2.1.2.9 Contracts in restraint of trade W20 W2.1.2.10 Restrictive trading and analogous agreements W24 W2.1.3 Illegality and unfairness W24 W2.2 The effects of illegality W25 W2.2.1 The enforceability of the contract W26 W2.2.1.1 Illegality at formation W26 web contents ...
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