Case Study of Alliance Boots Plc
ALLIANCE BOOTS PLC:
INTRODUCTIION:
Alliance Boots is a leading international pharmacy-led health and beauty group serving a wide range of products and services to customers over 100 years in the UK. We are trying to identify how the Boots works internally and externally to reach its goal. We are also trying to find out how the Boots motivates its employees to be productive. We will also discuss its organizational structure and design to communicate each other function of the organization. We will discuss its appraisal system and organizational record keeping. We will also find out about its brand image to the stakeholder.
Customers are at the heart of their business and they are devoted to providing extraordinary customers and patients care by offering innovative products ‘Only at Boots’ with exceptional values. People are their strength and tell us that Boots is a excellent place to work. They always aim to be the employers of choice by attracting and retaining the most talented and passionate people.
BACK GROUND OF THE COMPANY:
Boots had established its roots in the mid-19th century by John Boot, an agricultural worker, at Nottingham, in the UK. He opened a small herbalist store on Goose Gate in 1849. After John’s death in 1860, his widow, Mary, continued trading, with the help of her young son, Jesse, who became a full partner when he was 21. The store continued to thrive. In 1877, Jesse took sole control of the Boots.
In 1920, he sold Boots to the United Drug Company of America. In 1933, the United Drug Company sold its holding in Boots to a group of British financiers led by John Boot, Jesse’s son.
Under John’s chairmanship, the first overseas store opened in New Zealand in 1936; key brands No7 and Soltan was both launched in the 1930s. He also continued his parents’ tradition of staff welfare – improving working conditions, reducing hours and introducing pensions for all employees.
More recent decades, the introduction of successful brands
INTRODUCTIION:
Alliance Boots is a leading international pharmacy-led health and beauty group serving a wide range of products and services to customers over 100 years in the UK. We are trying to identify how the Boots works internally and externally to reach its goal. We are also trying to find out how the Boots motivates its employees to be productive. We will also discuss its organizational structure and design to communicate each other function of the organization. We will discuss its appraisal system and organizational record keeping. We will also find out about its brand image to the stakeholder.
Customers are at the heart of their business and they are devoted to providing extraordinary customers and patients care by offering innovative products ‘Only at Boots’ with exceptional values. People are their strength and tell us that Boots is a excellent place to work. They always aim to be the employers of choice by attracting and retaining the most talented and passionate people.
BACK GROUND OF THE COMPANY:
Boots had established its roots in the mid-19th century by John Boot, an agricultural worker, at Nottingham, in the UK. He opened a small herbalist store on Goose Gate in 1849. After John’s death in 1860, his widow, Mary, continued trading, with the help of her young son, Jesse, who became a full partner when he was 21. The store continued to thrive. In 1877, Jesse took sole control of the Boots.
In 1920, he sold Boots to the United Drug Company of America. In 1933, the United Drug Company sold its holding in Boots to a group of British financiers led by John Boot, Jesse’s son.
Under John’s chairmanship, the first overseas store opened in New Zealand in 1936; key brands No7 and Soltan was both launched in the 1930s. He also continued his parents’ tradition of staff welfare – improving working conditions, reducing hours and introducing pensions for all employees.
More recent decades, the introduction of successful brands