Notes for presentation- Alaina Daley
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Private organisations are owned by individuals who are driven by profit.
Public organisations are owned by the government and driven by providing a public service or
function and are tax funded.
Voluntary organisations are owned by trustees who operate by donations.
A Franchise is a legal relationship between the Franchise and Franchisor and funded by royalties.
Overall Private and Franchise are very similar and Public and Voluntary organisations are very
similar.
A local company offers products or services within a region.
A national company operates within one country.
Regional organisations are a subcategory of international organisation
A global entity operates around most of the world.
Local, and national organisations are similar and regional and global organisations are similar but
both different from local and national.
An adaptive organisation reacts to ensure demands and supply are synchronised.
A dynamic organisation leads change over time and flexes the structure accordingly.
A static organisation changes rarely, and the practices and size are fixed.
Static and dynamic organisations are similar but completely different to an adaptive organisation.
A Start up is a new business filling a gap in the market and often characterised by informal culture.
An immature organisation is agile and reactive but processes tend to be unplanned.
A mature organisation is stable with planned processes that are mandated.
Immature and Mature organisations and similar and different from a start-up.
B2B relates to business conducted between two companies.
B2C relates to business conducted directly between a company and consumers.
B3G relates to business conducted between a company and the government as client.
Overall, B2C and B2G are similar but different from B2B.
Products are tangible things that are received by the customer and may belong to them.
Services may be intangible but convey a benefit to the customer.
Product and services are different but they both require a process and are customer focused.
A Face to face business directly interacts with their customer to offer the product or service. This
enables harnessing of a local market.
An Online business is active over the internet only. This enables a broad market to be reached and
ensures consistent quality of service.
A Blend of both is where services can be provided online or in person. This enables the maximum
target market to be reached.
All delivery channels are focused on the customer and both online and face to face delivery are
equally similar and different to the blend of both due to the nature of the business.
Clan culture focuses on working together and encourages teamwork and consensus.
Adhocracy culture focuses on creativity and encourages taking risks and being experimental. Market
culture focuses on being competitive. The leaders are seen to be tough on employees to achieve
concrete results.
Hierarchy culture is concerned with structure and control. The working environment is formal with
guidance procedures.
All cultures operate in fast paced environment except the clan culture. This is due to long decision
making trying to achieve consensus. Adhocracy and Market culture have the most similarities
regarding risk aversion and the clan culture and hierarchy culture are similar regarding
experimenting.
Primary production is involved in the extraction of raw materials to be sold.
Secondary production is involved in manufacturing and of assembly using the raw materials.
Tertiary production is the service industry and provides the service directly to the consumers.
Primary and secondary production are different to tertiary production as they interact with raw
materials, and are not involved in activities such as advertising.
Functional Top-Down Hierarchy follows a traditional business structure with departments and
employees who all have similar skillsets.
Divisional organisational chart organises business activities/teams around location, market, or
product and service groups. The divisions work independently from each other.
Matrix organisational chart combines the divisional organisational chart approach with designated
departments, however the individuals in each division work across teams and projects.
Notes for presentation- Alaina Daley
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Flat organisational chart has few levels of management between the employees and the senior
leaders and encourages decision making across different levels of seniority.
The matrix and flat structure are similar in that they use a repetition of resources and enable
autonomy of work, However, they differ from the functional top-down hierarchy which is similar to
the divisional organisational chart.
Loyal Customers are devoted the service and products of specific organisation and will always
choose their organisation for the product or service of any other organisation.
Impulse customers purchase in the spur of the moment and without loyalty.
Discount customers focus on the value of a product and will delay purchases in the absence of
discount.
Need-based customers have clear intentions about what they want, and do not hesitate when
purchasing.
Wandering customers are experiential buyers with no clear intentions about what they want.
Discount and need-based customers are very similar as they aren’t reactive buyers and usually
follow a decision making process. However impulse and wandering customers are the opposite as
they are reactive buyers with no clear intentions and may use the product or service once.
Liberty Specialty Markets (LSM) is global American insurance underwriter that offers underwriting
and claims handling.
Ann Summers is a British in the UK specializing in lingerie.
The organisation types discussed above can have an impact on the L&D function how LSM
operates.
LSM is a global organisation, so L&D may need to consider global training legislations how the team
rolls out training for individuals in these countries.
The client focus is Business to Business which means clients may want to benefit from the L&D
offerings which may require L&D to include clients in training contracts. For example, the
professional qualification skills policy.
The delivery method is face to face so it’s essential for employees to communicate effectively.
Therefore, it’s important for L&D to research insurance soft skills trainers to deliver the training.
The competitive nature of LSM requires all employees to be aware changes in the market and
therefore, L&D may read insurance forums e.g. slipcase to watch out for any changes and upskill
employees to maintain a competitive edge.
LSM is in the tertiary production industry so we are FCA regulated so L&D are required to keep up
to date with any changes in legislation and create e-learning modules to inform employees of the
changes or new ways of working.
Ann Summers is a national company so they do not have the same issue as LSM regarding global
legislations however, they may be affected by the Apprenticeship Levy which only applies in the UK.
The L&D team may consider changing the professional qualification policy to ensure that the
Apprenticeship Levy a compulsory route of undertaking qualifications.
Ann Summers client focus is also B2B as they sell to businesses such as ASOS and may need to
roll out negotiation training to sell products at the best price. Their focus is also B2C as they sell
directly to their customers in their stores. L&D may roll out compulsory training for all staffs to attend
B2B and B2C training.
Ann Summers delivery channel is blended of both face to face sale in stores and online. L&D team
may roll out compulsory e-learning training for all staff to upskill them in face to face training and use
of the online website.
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Ann Summers operate in the market culture and compete against other lingerie retailers such as
Boux Avenue. The industry is also tertiary as in store staff are required the sell manufactured
products. The L&D team can upskill employees by rolling out compulsory training for all managers
on how to execute KPI’s and also customer service training to enhance product knowledge.
LSM has 5 strategies:
Notes for presentation- Alaina Daley
Dynamic revenue strategy – Actively seeking growth opportunities across our portfolio.
World class underwriting model of the future – Using data and analytics to drive superior
underwriting performance
Resilient business model –Deliver a sustainable and competitive expense ratio.
One global LSM – Consistency to approach.
High performing financial services company of the future –Team and individuals rigorously
measuring & improving outcomes.
There are internal factors that can affect an organisation achieving their objectives;
Communication can affect this as country managers may to make changes, but due to language
barriers they may not effective communicate this. This can affect this strategy as employees based
in different locations may not be in the loop which affects consistency of approach.
Benchmarking standards regarding compensation may not be adequate and therefore difficult to
attract and retain talents. Which means LSM won’t have the right people deliver to a world class
underwriting model and being a high performing financial services company of the future.
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The company board size can delay decisions and affect the devise and implementation of a
dynamic revenue strategy, and affect the ability to deliver the strategy in time and be resilient.
There are external factors that can affect an organisation achieving their objectives for example,
The government’s decision about Brexit creates uncertainty about post Brexit Britain and the laws
that might be affected in underwriting certain products. Therefore, it is difficult to for all employees to
stay update with the changes causing a breakdown in approach.
Advancements in technology has increased and the use of Block Chain Transaction can impact the
transactions of deals affecting the plan for a world class underwriting model.
FCA Regulations mean that the regulator can make changes to the way we perform financially
affecting the plan of a high performing financial services company.
External competition who dominate the market may pose as challenge even if we do have a
dynamic revenue strategy as the competitors will be the preferred choice.
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Natural disaster can create shifts in the market causing big losses which can impact the company’s
revenue and profits where they may not be able to recover from an be resilient.
Analytical techniques are methods, process or framework used to identify business problems,
opportunities, goals and objectives.
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There are various techniques such as SWOT, PESTLE, Porter's Five Forces and The McKinsey 7’S
Framework.
The SWOT Analysis is strategic planning technique used to help a person or organization identify
strengths, weaknesses, opportunities, and threats.
Internal factors of the SWOT are strengths, in LSM are update technology to communicate
consistency of approach, our embedded recruitment strategy to recruit from different sectors to bring
new ideas creating a high performing financial services company of the future and a dynamic
revenue strategy.
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External factors are the opportunities to loyal customers and recent acquisitions to bring new
business however, there are threats such as the merger of two insurance companies, and
competitors with better remuneration packages.
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PESTEL is a framework the looks at the external factors that can impact a company objective.
These factors are Political, substantial losses from political events e.g. expropriation leading to large
claims.
Environmental, financial crisis can lead to an economic down turn therefore impacting discretionary
spends such as non-compulsory which can impact LSM’s profits.
Social, the media broadcasting our gender pay gap results which can damage our reputation as an
employer.
Technological, Cybercrime and environmental such as natural disasters which can lead to great
losses causing business disruptive and affects profits/ sustained claims activity for LSM.
The legal element ,Brexit can create a lot of uncertainty about how the business will operate and
offer their services.
The L&D team contributes to the organisation goals by conducting training needs analysis, identify
skills gaps and offering training. A global mentoring programme to improve communication globally.
Clearly communicating the purpose of training and how it aligns to the company strategy and setting
objectives for each session so participants align their learning to the strategy.
Talent mapping, investing in those who will create the most value and optimizing global virtual
teams by introducing technology that translate content into different languages enabling supporting
global understanding and communication.
On boarding where the company strategy can be introduced to all new joiners and explaining how
the L&D function encourages all employee to align to the strategy.
The steps in developing L&D policy and practice are;
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Identify stakeholder who the policy will affect.
Identify purpose, to identify the aims.
The steps required to achieve purpose.
Scope the policy, and consider the resources, deliverables, roles and responsibilities of
those in the organisation.
5. Design the policy and cross check with legal.
6. Publishing the policy.
7. Evaluation and review by asking for feedback and state in the policy who and when the
policy will be reviewed.
Notes for presentation- Alaina Daley
References:
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