Identify the Strategic Direction of an Organisation You Are Familiar with and Critically Evaluate Its Training and Development Policy's Appropriateness to the Strategic Direction You Have Identified. Recommend Improvements/Changes as Appropriate.
INTRODUCTION
The Carphone Warehouse is the largest independent retailer of mobile communications in Europe. Its’ business can be divided into three operational areas and the strategy across its three core divisions are as follows:
• Distribution - to grow through increased sales and through acquisitions of similar businesses or by building its number of stores and by growing its online sales business in order to retain and develop its market share.
• Data Services – to be a market leader in the anticipated revolution of wireless data and mobile telephony. The company assesses that this revolution has begun with mobile access to the internet, through the introduction of WAP (Wireless Application Protocol), GPRS (General Packet Radio System) and with the launch of 3G (Third Generation) services.
• Telecoms Services - to use its retail power across Europe to increase on-going airtime revenues and expand its facilities management business model across Europe.
This report will identify the strategic direction of the said organisation and will then mainly focus on the training and development policies of the company and its appropriateness to the identified strategic direction. In this paper I report my personal experiences with working for Carphone warehouse and make comparisons that indicate that some working practices perhaps do not evolve as much as we might think they do. Finally, I will give conclusions and recommendations in regards to my findings.
STRATEGY
It is viewed as a ‘new generation retailer’ by many in the industry. It attracts people who are motivated by working for an employer who seems to share their belief in teamwork, tangible and intangible rewards, and charisma. Charles Dunstone, chief executive officer has stated “we are developing a portfolio of related businesses and services that can deliver attractive and sustainable growth in earnings and dividends”.
The organisations strategy is built on three core objectives:
To continue to
The Carphone Warehouse is the largest independent retailer of mobile communications in Europe. Its’ business can be divided into three operational areas and the strategy across its three core divisions are as follows:
• Distribution - to grow through increased sales and through acquisitions of similar businesses or by building its number of stores and by growing its online sales business in order to retain and develop its market share.
• Data Services – to be a market leader in the anticipated revolution of wireless data and mobile telephony. The company assesses that this revolution has begun with mobile access to the internet, through the introduction of WAP (Wireless Application Protocol), GPRS (General Packet Radio System) and with the launch of 3G (Third Generation) services.
• Telecoms Services - to use its retail power across Europe to increase on-going airtime revenues and expand its facilities management business model across Europe.
This report will identify the strategic direction of the said organisation and will then mainly focus on the training and development policies of the company and its appropriateness to the identified strategic direction. In this paper I report my personal experiences with working for Carphone warehouse and make comparisons that indicate that some working practices perhaps do not evolve as much as we might think they do. Finally, I will give conclusions and recommendations in regards to my findings.
STRATEGY
It is viewed as a ‘new generation retailer’ by many in the industry. It attracts people who are motivated by working for an employer who seems to share their belief in teamwork, tangible and intangible rewards, and charisma. Charles Dunstone, chief executive officer has stated “we are developing a portfolio of related businesses and services that can deliver attractive and sustainable growth in earnings and dividends”.
The organisations strategy is built on three core objectives:
To continue to