King James I Essay Example for Free

King James I Essay Brianna Ruiz Period 2 03-11-07 King James: Political and Personal Who is King James I? Many may know him as the man who translated the bible into the English language. Or the one who not only controlled English monarchy, but also the Scottish. Some may beg to differ, but, King James played an important role in history. According to Paul Van Somer, James was the son of Mary Queen of Scots and Lord Danley guaranteed him a spot to one day take the throne. Unfortunately his inheritance occurred sooner than expected. Soon after his birth, Lord Danley passed away under mysterious circumstances and his mother was forced to abdicate because of her future imprisonment. So there he was, 13 months old, and now the king of Scotland. As if becoming king wasnt enough, he had to grow up without a mother or father; instead he was raised by his tutor, George Buchanan. Although he despised Buchanan, James learned a lot from him, many have even said James was one of the most intellectual kings in England. Under Buchanans studies James learned how to speak fluent Greek, Latin, French, English and Scots. James was also well educated in history, composition, arithmetic, dialectics, rhetoric and theology. James had been born with many physical disabilities in which he had to suffer from most of his life. His handicaps consisted of leg disabilities and a tongue too large for his mouth. Because of this he often would choke on his own saliva and had a very noticeable lisp. James also suffered from crippling arthritis, abominable colic, gout, insomnia, spastic limbs, constant nausea/diarrhea and kidney pains. Bruce)Despite the fact that he was not the most physically gifted man, he was able to find a wife that loved him. When he was nineteen years old, he met the woman that would soon be his wife, Anne of Denmark. Together they had nine children, three of which lived past child birth. James and Anne had a great relationship together, even though James was allegedly bi-sexual. These allegations occurred soon after his somewhat intimate relationship with Esme Stuart, whom James crowned Duke of Lennox. According to Linda Bruce, these two men had a public homosexual relationship with each other. Despite these rumors, Anne and James continued to live their life, as a happily married couple. When one speaks of King James I, you cannot help but mention the fact that he strongly believed in the divine right of kings, which he was supposedly introduced to by Esme. This was the idea that kings or ruler was not chosen by the people, but instead they are given the opportunity to rule from god. God must have really wanted James to be a ruler, because when James was about 36 years old, his cousin, Elizabeth I had died. Since she did not have any other living relatives, the throne of England was passed down to James. Therefore causing James to become the first ruler to take over the thrones of both England and Scotland. After this sudden coronation, James felt it would be necessary that he moved, so he immediately packed his bags and moved to London, England his now permanent home. Within months after this sudden move, Scotland became sudden chaos. Things in England didnt end up too well either. Within immediate arrival to London, James had already sent a thief to be hanged without undergoing the proper trial. Along the trip to London he knighted 300 people, and within a time period of four months he had knighted more people than Elizabeth did during her entire reign. Another problem that the English did not appreciate, was that James did not know how to manage his money, so he was constantly spending money on expensive clothes and jewelry because of the assumption that England was a rich country Shortly after the kings shopping sprees, prices began to drastically rise. This obviously upset the people greatly; James even had to sell off some of the English land to pay off his debt. Along with the English, the Catholic Church was also greatly agitated with James. The Catholics and James have had conflicts for years, but once peace was declared between Spain, they assumed that James would finally let go of his anger with the church. James had even promised to decrease the amount of laws pertaining to the Catholics and to get rid of the fines that they would have to pay for attending sermons. James did not fulfill his promises and reinstated the old laws. This enraged the Catholics and they decided to get revenge and summon up a plot to blow up the House of the Lords, if theyre plan was successful everyone inside the house would be killed. The House of the Lords was warned about this plot, and before anything happened they imprisoned most of the plotters.

Oprah :: essays research papers fc

Oprah Winfrey's Biography Through the power of media, Oprah Winfrey has created an unparalleled connection with people around the world. As supervising producer and host of the top-rated, award-winning The Oprah Winfrey Show, she has entertained, enlightened and uplifted millions of viewers for the past two decades. Her accomplishments as a television pioneer, producer, publisher, educator and philanthropist have established her as one of the most respected and admired public figures today. Television Pioneer Magazine Founder & Editorial Director Producer/Actress Online Leader Philanthropist Television Programming Creator Cable Network Co-Founder Honorary Achievements TELEVISION PIONEER Oprah began her broadcasting career at WVOL radio in Nashville while still in high school. At the age of 19, she became the youngest person and the first African-American woman to anchor the news at Nashville's WTVF-TV. She then relocated to Baltimore's WJZ-TV to co-anchor the Six O'Clock News and later went on to become co-host of its local talk show, People Are Talking. In 1984, Oprah moved to Chicago to host WLS-TV's morning talk show, AM Chicago, which became the number one local talk show—surpassing ratings for Donahue—just one month after she began. In less than a year, the show expanded to one hour and was renamed The Oprah Winfrey Show. It entered national syndication in 1986, becoming the highest-rated talk show in television history. In 1988, she established Harpo Studios, a production facility in Chicago, making her the third woman in the American entertainment industry (after Mary Pickford and Lucille Ball) to own her own studio. The Oprah Winfrey Show has remained the number one talk show for 18 consecutive seasons*. Produced by her own production company, Harpo Productions, Inc., the show is seen by an estimated 30 million viewers a week in the United States** and is broadcast internationally in 111 countries. back to top MAGAZINE FOUNDER AND EDITORIAL DIRECTOR In April 2000, Oprah and Hearst Magazines introduced O, The Oprah Magazine, a monthly magazine that has become one of today's leading women's lifestyle publications. It is credited as being the most successful magazine launch in recent history and currently has a circulation of 2.7 million readers each month. In April 2002, Oprah launched the first international edition of O, The Oprah Magazine in South Africa, extending her live your best life message to another broad audience. In 2004, O at Home, a newsstand-only quarterly shelter magazine designed to help readers create a home that reflects their personal style, made its debut.

Job Enrichment Essay

The cost of not applying this people-oriented philosophy is that workers become unmotivated, and dissatisfied which leads to low productivity and quality and high absenteeism and turnover rates. The average turnover rate in the building service industry is more than 100 percent. This means that if you have a crew of 10, you will have to hire more than 10 new people over the course of a year just to maintain your crew. You will spend a lot of time filling in for the employees who quit, adjusting work schedules, training replacements and answering a thousand questions from people who don’t have the authority or the knowledge to make decisions on their own. High turnover in the industry is even more significant for another reason: It means that we aren’t doing our job well as supervisors and managers. All levels of management must know how to work with people. Compensation and the work itself are factors, but management certainly shares responsibility when a worker quits. Study after study shows that workers can be motivated to work hard if they are involved, given responsibility and recognized. Job enrichment is one way to accomplish this. The Case For Job Enrichment Most employees are trying to reach the economic level at which their basic needs for food, shelter, health care, job security and the like will be fulfilled. Usually less fulfilled but equally important, are the employee’s intangible needs for knowledge, achievement and general self-satisfaction. These higher-level needs can be fulfilled only through work that is personally significant or meaningful to the employee. Meaningful work not only improves the motivation of employees and serves their human needs, but also increases their productivity and the overall effectiveness of the organization. 10 Meaningful work: ⠝‹ Involves employees in the identification and solution of problems that affect them and the organization. ⠝‹ Provides employees with the feeling – not the pretense – that they are personally contributing to the organization. ⠝‹ Provides employees with the opportunity to do the work they do best. If employees are performing meaningful work, they are highly involved in solving work problems that touch them personally and they share in the planning, organizing and controlling of what they do. With this comes increased understanding, achievement and stimulation, which combine to boost motivation and the organization’s effectiveness. One of the most effective ways to make work more meaningful is through vertical job loading or job enrichment. It goes a long way toward ensuring that the job satisfies people’s higher level needs and that employees are motivated to greater performance. Job enrichment can reduce turnover and give supervisors more time for work that cannot be easily delegated. Taking the time to build in motivators can result in increased job satisfaction and much smoother operations for your company. The argument for job enrichment can be summed up quite simply: If you have people on the job, use them. If you can’t use them on the job, let them go. If you can’t use them and you can’t let them go, you will have a motivation problem. Principles Of Job Enrichment Job enrichment is essentially a structured system of increasing employee responsibility and authority through effective, welldirected delegation. However, it is important to remember that only responsibility and authority can be delegated; accountability cannot. With that in mind, let’s look at the five principles of job enrichment. Principle 1: Remove controls. The first principle of job enrichment is to remove some controls while still retaining accountability. As dis- BSCAI Services Magazine November 2005 cussed above, the supervisor must always retain accountability but can remove or lessen some of the controls on subordinates when they are ready for it. Obviously, this can’t be done with employees who have just started on the job. If it is, they’ll be overwhelmed and confused, and the results will be disastrous— for them and for their supervisors. But it can and should be done when the employee is ready for it. Example 3. A lead person with a particular knack for training is made an on-the-job trainer. Example. When a cleaner has completed an initial training period, the supervisor checks on his work less often, perhaps weekly instead of nightly. Vertical Versus Horizontal Loading In this example, the employee has achieved a certain level of expertise. That achievement is recognized, not just with words, but also with actions. The fact that some controls are being removed demonstrates confidence in the employee. It increases the employee’s responsibility and control over his or her own work, and that improves motivation. Principle 2: Assign a complete natural unit of work. The second principle of job enrichment is to assign employees a complete project—a complete natural unit of work—whenever possible. Doing this increases their sense of accomplishment. They can see the results of their own work more clearly. It increases their accountability for that work and fosters pride in a job well done. Example. A cleaning team is given complete responsibility for everything within their area. Of course, the employees must see these as positive changes, and be interested in making them. Assigning new or specialized tasks recognizes some special ability in an individual employee, and it provides an opportunity for growth and advancement. One warning: It is important to distinguish between vertical job loading and horizontal job loading. Job enrichment involves vertical loading, or increasing the importance of the job upward. Horizontal loading merely increases the amount of work required without providing for growth and more responsibility. Here are some examples of horizontal job loading: ⠝‹ Rotating the assignments of a number of jobs that need to be enriched. This means general office cleaning for a while, then restrooms, then trash removal, etc. ⠝‹ Removing the most difficult parts of the assignment in order to free the worker to accomplish more of the less challenging assignments. ⠝‹ Challenging employees by increasing the amount of production expected. If the employee cleans 4,000 feet a night, see if he or she can clean 5,000. Principle 3: Give employees additional authority. The third principle of job enrichment is to give employees additional authority and freedom. Whenever possible, people should be given the authority to make decisions about their own work. Example. An experienced work crew is given responsibility for inspecting their own work. Obviously, the additional authority has to be realistic and consistent with the person’s job, and the person has to be ready for it. This is different from just piling on more work. It is giving the person some new authority and responsibility because he or she has demonstrated competence in other areas. This gives people recognition and a sense of achievement, and that again improves their motivation. Principle 4: Make reports directly available. The fourth principle of job enrichment is to make periodic reports available directly to employees rather than just to their supervisors. Example. Inspection reports are given directly to the crew responsible for cleaning the area. Again, this lets employees know that they are important. It gives them recognition, keeps them informed, and gives them direct feedback on their performance. Principle 5: Assign new or specialized tasks. The last principle of job enrichment is to assign people new or specialized tasks, enabling them to become experts. Example 1. A general cleaner is trained to become a floor machine operator. Example 2. An employee is given responsibility for quality control for an entire account or series of accounts. Circle No. 11 on Free Inquiry Card November 2005 BSCAI Services Magazine These examples of horizontal job loading do nothing to make a job meaningful and should be avoided at all costs. They actually reduce the employee’s personal contribution rather than providing an opportunity for growth within the job. In confusing horizontal for vertical loading, supervisors and managers often merely enlarge a job’s meaninglessness instead of enriching it. Developing A Job Enrichment Program Whether or not you apply these job enrichment principles depends on you and the people who work for you. While nearly everyone needs recognition and a sense of accomplishment, not all employees want more challenging work, additional responsibility, and a chance for advancement. Some workers may be meeting their higher level needs off the job, they may have other needs entirely, or they may simply lack the ability. Other employees, though, will have the potential and desire for more. They may need to be coached because of fear or a sense of inadequacy or they may need to be prodded because of a lack of ambition. But they should be encouraged to take advantage of opportunities, if they have the potential to better themselves and the company. For those employees who have the potential and the drive to move up, managers and supervisors have a responsibility to provide opportunities for further training and advancement. According to Steve Garcia, CBSE, of SMI Facility Services of Albuquerque, New Mexico, job enrichment begins when the employee is hired. The employee needs to feel that his or her employment is not a dead-end job. It should be explained to him or her that the goal of the company is to train, develop and promote employees.   And, notes Garcia, it is important that the company follows through with this process. â€Å"In most cases, company training involves learning only how to clean, which is fine, in the beginning, but I think shortly thereafter it should go a step further by teaching employees how to inspect, how to interact with customers and how to train new employees.† â€Å"Imagine telling your cleaner that you will be stopping by tonight to review an inspection report he has filled out himself,† he continues,â€Å"I think you will find in most cases the facility will meet or exceed the expectations of the company and the customer. Your employee will also feel his role with the company is more than just a janitor. He will realize he plays a key role in the entire process.† In addition, Garcia believes job enrichment allows a company to have a pool of well-qualified, loyal employees, which can move into higher positions within the company. Approach these jobs with the positive attitude that they can be changed even though years of tradition may have led managers and supervisors to believe that the content of the jobs is unchangeable. Get Employee Input Once the jobs are selected, the next step is direct participation by the employees whose jobs are to be enriched. Get a group of workers together to develop a list of changes that may enrich these jobs. They will be a valuable source of ideas and their participation will help ensure the success of any changes. Do not be concerned about the practicality of their suggestions at this time. Just generate a list without getting sidetracked into discussions about how they could be implemented. Once the list is complete, you and the group should screen the list to eliminate suggestions that involve dissatisfiers rather than actual motivation. (You may want to implement changes that eliminate dissatisfiers as well, but right now your focus should be on job motivators.) You should also screen the list to eliminate any horizontal loading suggestions. Be sure suggestions are specific and concrete. Generalities, such as â€Å"Give us more responsibility,† are very difficult to implement and are virtually meaningless. You want things you can carry out and measure or observe in some way. For example:The work team will inspect their own work nightly and the supervisor will inspect weekly. This actually gives the team more responsibility but in a specific, defined way that can be implemented and observed for its effectiveness. Use direct participation by the employees whose jobs are to be enriched. They will be a valuable source of ideas and their participation will help ensure the success of any changes. Implement The Program Once the job enrichment program begins, there may initially be a drop in performance. This is because changeover to a new job or way of doing things can lead to a temporary reduction in efficiency. But don’t lose faith! If the above steps are taken and the principles of vertical job enrichment followed, your employees will be motivated to achieve the growth and self-fulfillment they need and want. Clearly, job enrichment takes some work. It has to be built into a job. That takes some time and effort at the beginning but like good training, it will pay off with more motivated employees who are willing to work hard and capable of working independently. Ultimately that means improved motivation and job satisfaction. Select The Right Jobs The first step in putting job enrichment into practice is to select those jobs as candidates for job enrichment that meet the following criteria: $ Current attitudes are poor Motivation will make a difference in performance Changes will not be too costly This article was excerpted from the Building Service Management Program Volume Three – Motivation And Training. The program is a multi-volume training course that covers the technical aspects of cleaning and maintaining buildings as well as the management skills required in an increasingly complex and demanding industry. For more information on the program, contact BSCAI’s Information Central at 1-800-368-3414 or visit www.bscai.org go to the on-line store and click on publications. BSCAI Services Magazine November 2005

Poem-a-day analysis - 1911 Words

I Love the Hour Just Before My initial reaction to this poem was that I share the same emotions the author expresses throughout the poem. I’ve been in a situation where you’re getting ready for an event or something similar to that and you become anxious for the event to start. That’s how I felt while reading this poem. His last lines were, â€Å"Everything waiting. Even the wine barely breathing.† The anxiety of the event to start is causing everyone to be nervous. The most interesting line in the poem that I liked was the third line, â€Å"Pulling on boots, fixing their hair, planning what to say if she’s there, picking a pluckier lipstick, rehearsing a joke with a stickpin in it, doing the last minute fumbling one does before leaving†¦show more content†¦For me reading this poem, it was a twist in the story for me when the author said that he was 8-years-old because I couldn’t believe that an 8-year-old was having these emotions, or even watching this on T V in the first place. I think the most provocative word used throughout the poem is the word â€Å"touch.† Everyone knows what the generic definition of â€Å"touch† is, but the author describes it as something completely different, and it gives the word such a different meaning throughout the rest of the poem for the reader to relate too and truly understand where the author is coming from. Evangelize Your Love My initial reaction to the poem was confused. I had to re-read this poem a few times, and I still don’t think I fully grasped the concept. I think it is about a women and a man who got into something before they could handle it resulting in having a kid, but I’m not positive. Overall, I don’t really like this poem. The most interesting line in this poem to me was the last line, â€Å"’How can I live like this?’ the three of them in unison.† This threw a curve ball at me the first time I was reading the poem because it brought to my attention that theShow MoreRelatedThe Day Is Done Poem Analysis941 Words   |  4 PagesHenry Wadsworth Longfellow’s short poem, â€Å"The Day is Done,† the reader is given a glimpse of the Romantic era of American poetry. Structurally, it does contain many elements of this era, namely the playful usage of verse or rhyme schemes. However, this is where Longfellow’s work seems to end in relati on to typical Romantic poetry. Upon further examination of this poem, the execution of subject matter does not seem to fit a typical Romantic era poems. Since Romantic poems overly gush with inner thoughtsRead MoreThe Day Is Done Poem Analysis1005 Words   |  5 PagesExplication of â€Å"The Day is Done† by Henry Wadsworth Longfellow The poem â€Å"The Day is Done,† by Henry Wadsworth Longfellow, discusses an exhausted speaker’s wish to hear the work of a simple poet with the expectation that this will relieve his tired state. The steady, calming pace and slightly wistful tone provide the perfect background for the beautiful imagery of this poem, expressed through similes and figurative language. ‘The Day is Done† includes comments on reputation, life’s struggles, andRead MoreAnalysis Of The Poem The Present Day Humanity 1893 Words   |  8 Pagesof the present-day humanity must realize the fact that each poem is a whole. It is a unique independent world of meanings and sings available only for some people. So as to reach deepest and richest message conveyed in a poem a reader will have to cope with a great deal of literary tasks. 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Competitive Landscape Clothing In The UK Example For Free - Free Essay Example

Sample details Pages: 11 Words: 3395 Downloads: 6 Date added: 2017/06/26 Category Finance Essay Type Narrative essay Did you like this example? The main event in 2008 has been a precipitous collapse across most of the retail sector, the result of a general economic recession which some predict may even turn into a depression. This has resulted in fairly radical movements in all the main statistical areas, with growth rates plummeting across almost all subsectors, and with market leaders shoring up market share, which they had previously been losing, and with distribution moving more towards cheaper outlets as consumers aim to save money. The precise causes for the negative figures reported are a matter of fairly obvious economic fact: namely, that following a huge amount of lending across the US and the UK, particularly in the American property market, a large scale credit default began in 2007 which affected property prices and the ability of banks to subsidise lending on any credible level. Don’t waste time! Our writers will create an original "Competitive Landscape Clothing In The UK Example For Free" essay for you Create order This credit crunch has since infiltrated its way into the real economy which has contracted in the UK in 2008. The upshot has been a decline in disposable income at all levels of the consumer base. Where previously, clothing and footwear has, unlike many other retail sectors, appealed to customers of all income levels, and has been particularly popular with those towards the lower end, now these customers are staying at home out of necessity. The best performing subsector in Clothing is accessories. It is not uncommon for smaller, cheaper goods to thrive in times of recession as consumers still enjoy buying goods but are doing so within a much tighter budget. Accessories rely on impulse buying in many cases, being positioned in stores nearer the counter. The same logic operates as with chocolate in supermarkets. The overall effect on the market has been a consolidation for the main companies across the board, and has been catastrophic for small, independent retailers and sta rt-ups. In terms of products being bought and manufactured, the emphasis has shifted towards mainstream products with items such as shirts, blouses, and tops registering a weaker contraction than suits, trousers, and other high quality products which are less appealing owing to their higher price. Sportswear has stayed fairly resilient to the recession as consumers tend to wear sportswear as leisurewear rather than simply for sporting activities. Also, sportswear is comfortable, a factor that consumers may be attracted to during recessionary times. There is a small continuation of the trend of the last five years where casualwear has been growing relative to formalwear. This is caused more by wide-scale demographic changes and changes in attitudes at the workplace, as well as the increased buying power of the youth market. This is such an entrenched trend that it is unlikely to see any change in spite of macroeconomic volatility. Unit prices have been continuing to fall for so long now that it is almost inevitable that this crisis will see the unit price reach its natural low. This did not arrive in 2007 or 2008 however as for the most part retailers and suppliers were able to cut prices due to the continuing strength of the pound. As the economic forecasts began to get worse, it was the first response of many of the high street brands to slash prices even further in a bid to gain more custom. This strategy has not worked, however, and once the pound fell sharply in value at the end of 2008 it became far more likely that prices will start to rise soon. In line with increases in private label share, there is a notable increase in distribution measures for grocery retailers up from 10.5% in 2007 to 10.8% in 2008. This trend has been ongoing since grocery retailers are relatively new entrants to the market and are posing a greater threat to the high street. Concomitant losses in non-grocery stores are reflected in both mixed retailers and clothing and footwear specialists although the latter remain dominant with a 62.8% share of the market overall. In general, these movements reflect changes in consumer attitudes to shopping, preferences for lower prices, and centralised shopping. The same reasons lie behind the slight increase in distribution share for internet retail up from 5.3% in 2007 to 6.3% a year on for clothing and footwear. Competitive Landscape The leading brands in 2007 and 2008 remain Marks Spencer and Next. They are followed closely by Arcadia and Tesco. The largest growers in this sector were indeed Primark and Tesco. Primark registered massive market share growth in one year, an anomalously large figure aided in part by the collapse of Woolworths and Adams, both of whom were strong competitors of Primark. Primark now occupies around 3.9% market share for clothing, placing it fourth in ranking. It should be self-evident that Primarks success in 2008 is also attributable to a large rise in budget clothes shopping as consumers care more than ever about prices and less about quality, or fashion concerns. Primarks exceptional performance has been slowly stirring over the last four or five years and has capitalised on the huge expansion of the market at both ends. Primark carved a very distinctive niche for itself as a budget retailer using unbelievably low manufacturing costs as a means of squeezing margins. By app ealing so simply to this basic consumer demand, they have managed to open up a large lead over other high street brands. At the same time, Primark has benefited from, and contributed to, the move in consumer demand towards less quality, more disposable goods with shorter replacement cycles. Tescos strong performance, and to a lesser extent Asda which recorded positive growth in 2008, reflects a number of different factors many of which were already in motion before the recent economic changes. Customers have been centralising their shopping and are far more willing to use grocery stores to do basic clothes shopping. In turn, these stores have re-strategised to respond to demand, opening more out-of-town superstores modelled on the European and American hypermarket model. Here clothes represent a far larger proportion of overall floor space. Perhaps more surprising, given these gains lower down the market, is the continued strength of the principal market leaders. Marks Spence r have managed to keep hold of their overall market share thanks to a cautious sales policy aimed at appealing to the middle-bracket consumer who is no doubt concerned about the economy and therefore doesnt want to spend too much, but still values quality and style issues and may not wish to buy in Primark for that reason. This is a difficult strategy to pursue efficiently and it has somewhat forced on the company by the situation. The economic crisis has been most grave for independent retailers. There have been many reports of losses and closures on the high street particularly among boutique designers, freelancers and gentlemens tailors. All three had been facing stiff competition in any case in the previous years, but now that they have less access to ready money from the banks, and with weaker capital positions than the big players, it is inevitable that there has been a lot of grief in this sector. Of course, most notably in this sector has been the loss of a large numbe r of clothing specialists. Jumpers, Woolworths, and Adams are but the three biggest high street clothing specialists to have lost out as well as the impending collapse of Icelandic firm Baugur which owns a dominant stake in House of Fraser. At the time of writing the future of Baugur is still being decided although it looks as though House of Fraser will be subject to a takeover which may leave the brand name intact. Prospects Clothing is forecast to continue to fall in growth on average until 2011. The bulk of the dip is forecast to occur in the next two years with the following three seeing an upturn and an eventual return to positive growth and prosperity. The most important factor in the recovery of the clothing sector will be the recovery of the economy as a whole. There is very little individual companies can do at this time to give clothing and footwear any more of a boost. Companies must sit tight and wait for consumer confidence to return which is only likely to occur when consumers are no longer worried about potentially losing their jobs or having their wages cut. The general consensus is that the first sign of returning consumer confidence will be in the property market. Forecasts at the moment suggest that there will be no upturn in house prices until the middle of 2010 at the earliest. The recession itself, as in the national decline in trade, is also forecast to last until that point in spite of misleadingly optimistic estimates published by the government at the end of 2008. Since then, it has been seen that the global picture is worse than had previously been expected. The UK Government is doing what it can to try to free up more liquidity in the economy. The recent part-nationalisation of two of the biggest banks means that there is likely to be far more lending to companies which should allow companies to focus more on appealing directly to consumers to come into the store. It is unlikely however that clothing is going to see particular benefits from this. Those companies appealing for more cash from the bank are more likely to be those independent retailers who are struggling at the moment. As has been discussed, the recession has not actually impacted individual companies market share all that much with the big high street brands retaining strength throughout. Although some of these, such as House of Fraser, currently have very uncertain futures owi ng to the intricacies of their corporate structure, it is notable that brand share remains roughly stable which suggests consumers are resorting to trusted brands at this time. This is a trend that is likely to continue, the effect being that although the sector is losing ground, most of the top ranking companies are fighting the same battles on, more of less, equal territory. The only sector which continues to perform strongly throughout the forecast period is accessories. It has already been discussed in some detail regarding their success in 2008 which is forecast to continue into the forthcoming years. Infant clothing will remain fairly steady and has an intrinsic strength of a different nature. Parents are more likely to continue investing in their childrens clothing and comfort than they are to invest in their own. One other factor which is likely to have a significant impact on the sector in the future is the direction of unit prices. As of early 2009, the pound is curr ently at an all-time low against the euro and a 10-year low against the dollar. Although the dollar is still an uncertain currency in the long term given the enormous level of debt currently being accrued by the US Government, for the time being it is proving to be more popular than the pound. This is seriously impacting on the buying power of UK companies. Many of the price cuts of previous years have been sustained through the strength of sterling. With this change, and with companies no longer able to afford losses and with consumers seemingly less impressed by price cuts than ever, it is very likely that prices will start to stabilise and increase towards the end of the review period. Further to this, the Bank of Englands decision to allow quantitative easing means that there is likely to be far greater inflationary pressure in the coming three or four years. Much of this is entirely out of the hands of the clothing sector, but should inflation be allowed to rise too fast the n clearly price cuts will be unsustainable in the long-term. There is likely to be greatly increased merger and acquisition activity as brands are no longer able to cope with the decline in the market. Already the collapse of investment giant Baugur has meant that House of Fraser is being offered for sale and potential bidders include Topshop. It is also the case, however, that failed brands may not get picked up easily as was the case with Woolworths, whose long efforts to find a buyer yielded nothing. New Product Developments Summary 1 New Product Launches 2007- 2008 Brand name Company USPs Launch date MS Suit Marks Spencer Cheapest ever:  £24 Summer 2007 Credit crunch suit package Moss Bros Suit, shirt and tie for cheap:  £9 Summer 2008 Little black credit crunch coats Asda Wool raincoat for cheap:  £15 October 2008 Coremetrics trouser fit Boden 160% more elastic Spring 2007 Source: Trade press, company research, trade interviews Note: USP = unique selling point Sector Data Table 1 Sales of Clothing by Subsector: Volume 2003-2008 mn units 2003 2004 2005 2006 2007 2008 Mens tops 89.9 98.6 105.2 114.8 121.1 119.6 Mens shirts 164.6 181.8 195.7 215.3 226.5 228.3 Mens jumpers 142.2 152.6 159.7 170.7 174.3 171.0 Mens shorts and trousers 81.5 88.0 92.6 99.6 102.7 102.2 Mens suits 6.8 7.2 7.4 7.8 7.8 7.5 Mens jackets and coats 11.0 11.8 12.5 13.4 14.0 14.0 Other mens outerwear 14.0 14.3 14.7 15.0 15.2 15.3 Mens outerwear 510.0 554.3 587.8 636.6 661.6 658.0 Womens tops 126.2 140.7 151.6 168.5 178.2 180.5 Womens shirts and 165.4 183.6 197.2 218.2 229.8 232.7 blouses Womens jumpers 33.1 35.8 37.3 40.3 42.0 42.4 Womens dresses and 39.1 42.7 45.0 49.0 50.5 50.2 skirts Womens shorts and 134.4 147.4 156.0 170.2 177.4 176.7 trousers Womens suits 10.5 11.2 11.5 12.2 12.4 12.1 Womens jackets and coats 10.8 11.6 12.1 13.0 13.5 13.6 Other womens outerwear 14.1 14.1 14.3 14.4 14.5 14.6 Womens outerwear 533. 5 587.1 625.2 685.7 718.4 722.8 Infant clothing 74.7 81.6 87.1 94.6 99.9 102.3 Girls clothing 92.3 100.6 108.0 117.3 121.2 122.6 Boys clothing 121.3 132.0 141.2 153.3 158.0 158.6 Childrenswear 288.2 314.1 336.2 365.2 379.1 383.4 Underwear and nightwear 244.2 255.8 275.7 297.1 307.5 311.0 Socks, stockings and 109.8 115.8 124.4 134.5 141.6 145.0 tights Clothing accessories 57.7 61.5 66.4 73.0 78.5 81.9 Clothing 1,743.4 1,888.5 2,015.6 2,192.3 2,286.6 2,302.2 Source: Official statistics, trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 2 Sales of Clothing by Subsector: Value 2003-2008  £ million 2003 2004 2005 2006 2007 2008 Mens tops 1,401.9 1,459.4 1,479.7 1,534.4 1,537.3 1,442.3 Mens shirts 2,331.8 2,446.6 2,503.0 2,616.0 2,690.4 2,654.4 Mens jumpers 2,518.4 2,621.5 2,660.8 2,759.1 2,782.9 2,695.9 Mens shorts and trousers 1,154.5 1,209.1 1,234.6 1,287.9 1,301.1 1,271.8 Mens suits 582.7 606.6 615.7 638.4 633.1 608.2 Mens jackets and coats 465.9 488.4 499.2 521.2 528.0 519.5 Other mens outerwear 238.6 236.6 235.0 232.5 230.0 227.6 Mens outerwear 8,693.9 9,068.1 9,228.0 9,589.4 9,702.8 9,419.8 Womens tops 2,681.9 2,840.3 2,908.8 3,069.8 3,140.7 3,100.4 Womens shirts and 2,929.1 3,089.8 3,152.0 3,313.3 3,374.0 3,314.1 blouses Womens jumpers 702.9 737.6 746.9 780.9 795.4 789.0 Womens dresses and 1,109.3 1,173.7 1,200.9 1,266.1 1,274.6 1,241.7 skirts Womens shorts and 1,903.8 2,025.8 2,080.4 2,201.6 2,236.7 2,183.8 trousers Womens suits 874.1 919.2 934.8 979.5 986.5 953.8 Womens jackets and coats 496.9 519.1 524.5 545.9 553.8 547.1 Other womens outerwear 250.0 242.4 238.3 233.4 229.8 227.4 Womens outerwear 10,948.0 11,548.0 11,786.4 12,390.5 12,591.5 12,357.3 Infant clothing 1,057.9 1,097.7 1,113.9 1,149.6 1,173.6 1,174.7 Girls clothing 1,949.2 2,018.0 2,057.7 2,123.6 2,122.3 2,088.1 Boys clothing 1,890.5 1,954.6 1,985.5 2,049.1 2,041.1 1,992.1 Childrenswear 4,897.6 5,070.4 5,157.1 5,322.3 5,337.0 5,255.0 Underwear and nightwear 2,681.3 2,668.0 2,732.3 2,797.6 2,765.2 2,678.8 Socks, stockings and 894.3 895.9 914.9 939.5 956.6 952.2 tights Clothing accessories 735.2 745.2 764.0 798.5 829.7 842.2 Clothing 28,850.2 29,995.7 30,582.6 31,837.9 32,182.8 31,505.2 Source: Official statistics, trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 3 Sales of Clothing by Subsector: % Volume Growth 2003-2008 % volume growth 2007/08 2003-08 CAGR 2003/08 TOTAL Mens tops -1.2 5.9 33.0 Mens shirts 0.8 6.8 38.7 Mens jumpers -1.9 3.8 20.3 Mens shorts and trousers -0.5 4.6 25.4 Mens suits -3.0 2.0 10.5 Mens jackets and coats 0.4 5.0 27.9 Other mens outerwear 1.0 1.8 9.4 Mens outerwear -0.5 5.2 29.0 Womens tops 1.2 7.4 43.0 Womens shirts and blouses 1.3 7.1 40.7 Womens jumpers 1.0 5.1 28.2 Womens dresses and skirts -0.6 5.1 28.4 Womens shorts and trousers -0.4 5.6 31.5 Womens suits -2.5 2.9 15.1 Womens jackets and coats 0.8 4.8 26.3 Other womens outerwear 0.7 0.7 3.7 Womens outerwear 0.6 6.3 35.5 Infant clothing 2.4 6.5 37.0 Girls clothing 1.1 5.8 32.8 Boys clothing 0.4 5.5 30.8 Childrenswear 1.1 5.9 33.0 Underwear and nightwear 1.1 5.0 27.4 Socks, stockings and tights 2.4 5.7 32.1 Clothing accessories 4.4 7.3 42.1 Clothing 0.7 5.7 32.1 Source: Official statistics, trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 4 Sales of Clothing by Subsector: % Value Growth 2003-2008 % current value growth 2007/08 2003-08 CAGR 2003/08 TOTAL Mens tops -6.2 0.6 2.9 Mens shirts -1.3 2.6 13.8 Mens jumpers -3.1 1.4 7.0 Mens shorts and trousers -2.3 2.0 10.2 Mens suits -3.9 0.9 4.4 Mens jackets and coats -1.6 2.2 11.5 Other mens outerwear -1.0 -0.9 -4.6 Mens outerwear -2.9 1.6 8.4 Womens tops -1.3 2.9 15.6 Womens shirts and blouses -1.8 2.5 13.1 Womens jumpers -0.8 2.3 12.2 Womens dresses and skirts -2.6 2.3 11.9 Womens shorts and trousers -2.4 2.8 14.7 Womens suits -3.3 1.8 9.1 Womens jackets and coats -1.2 1.9 10.1 Other womens outerwear -1.0 -1.9 -9.0 Womens outerwear -1.9 2.5 12.9 Infant clothing 0.1 2.1 11.0 Girls clothing -1.6 1.4 7.1 Boys clothing -2.4 1.1 5.4 Childrenswear -1.5 1.4 7.3 Underwear and nightwear -3.1 0.0 -0.1 Socks, stockings and tights -0.5 1.3 6.5 Clothing accessories 1.5 2.8 14.6 Clothing -2.1 1.8 9.2 Source: Official statistics, trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 5 Sales of Mens Outerwear by Type 2003-2008 % units 2003 2004 2005 2006 2007 2008 Casual 43.7 44.3 44.8 45.2 45.8 46.2 Formal 42.2 41.5 40.7 39.8 39.2 38.7 Sports 14.1 14.3 14.5 14.9 15.0 15.1 Total 100.0 100.0 100.0 100.0 100.0 100.0 Source: Official statistics, trade associations, trade press, company research, store checks, trade interviews, Euromonitor International estimates Table 6 Sales of Womens Outerwear by Type 2003-2008 % units 2003 2004 2005 2006 2007 2008 Casual 46.5 47.1 47.6 48.1 48.5 49.0 Formal 41.4 40.6 39.8 38.9 38.4 38.0 Sports 12.0 12.3 12.5 12.9 13.1 13.0 Total 100.0 100.0 100.0 100.0 100.0 100.0 Source: Official statistics, trade associations, trade press, company research, store checks, trade interviews, Euromonitor International estimates Table 7 Sales of Childrenswear by Type 2003-2008 % units 2003 2004 2005 2006 2007 2008 Casual 69.2 69.5 69.6 69.8 70.6 70.8 Formal 18.1 17.7 17.4 17.2 16.3 16.0 Sports 12.8 12.9 13.0 13.0 13.1 13.2 Total 100.0 100.0 100.0 100.0 100.0 100.0 Source: Official statistics, trade associations, trade press, company research, store checks, trade interviews, Euromonitor International estimates Table 8 Clothing Company Shares 2004-2008 % retail value rsp Company 2004 2005 2006 2007 2008 Marks Spencer Plc 9.6 9.3 9.3 9.2 9.1 Next Plc 6.2 6.4 6.6 6.7 6.8 Arcadia Group Ltd 4.4 4.5 4.5 4.6 4.7 Primark Stores Ltd 2.3 2.5 2.9 3.3 3.9 Tesco Plc 2.6 2.8 2.9 3.3 3.8 Matalan Ltd 3.4 3.4 3.3 3.4 3.6 Asda Stores Ltd 2.0 2.1 2.1 2.2 2.4 New Look Retailers Ltd 2.2 2.2 2.2 2.3 2.4 Gap Inc, The 1.5 1.5 1.5 1.5 1.7 Peacock Group Plc, The 1.6 1.6 1.6 1.6 1.5 River Island Clothing Ltd 1.4 1.4 1.4 1.4 1.5 Hennes Mauritz (HM) 0.8 0.8 0.8 0.8 0.9 Ltd INDITEX Industria de 0.7 0.7 0.8 0.8 0.8 Diseà ±o Textil Baugur UK Ltd 0.6 0.7 0.7 0.8 0.8 Mothercare Plc 0.7 0.7 0.7 0.7 0.7 BhS Ltd 0.7 0.6 0.6 0.6 0.7 Hennes Mauritz (HM) AB 0.5 0.5 0.5 0.5 0.5 Monsoon Ltd 0.3 0.3 0.3 0.3 0.3 French Connection Group 0.3 0.3 0.3 0.3 0.3 Plc Debenhams Retail Plc 0.2 0.2 0.3 0.3 0.3 Triumph Int ernational Ltd 0.2 0.2 0.2 0.2 0.2 Abercrombie Fitch Co 0.1 0.1 Jockey UK Co Ltd 0.1 0.1 0.1 0.1 0.1 Hillingdon 0.1 0.1 0.1 0.1 0.1 International Ltd Woolworths Group Plc 0.6 0.6 0.6 0.6 Adams Childrenswear Ltd 0.5 0.5 0.5 0.5 Private Label 19.8 20.8 21.8 23.0 24.7 Others 36.7 35.2 33.4 31.0 28.2 Total 100.0 100.0 100.0 100.0 100.0 Source: Trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 9 Clothing Brand Shares 2005-2008 % retail value rsp Brand Company 2005 2006 2007 2008 Marks Spencer Marks Spencer Plc 9.3 9.3 9.2 9.1 Next Next Plc 6.4 6.6 6.7 6.8 Tesco Tesco Plc 2.8 2.9 3.3 3.8 Matalan Matalan Ltd 3.4 3.3 3.4 3.6 Primark Primark Stores Ltd 2.0 2.3 2.7 3.3 George Asda Stores Ltd 2.1 2.1 2.2 2.4 New Look New Look Retailers Ltd 2.2 2.2 2.3 2.4 Peacocks Peacock Group Plc, The 1.6 1.6 1.6 1.5 River Island River Island Clothing Ltd 1.4 1.4 1.4 1.5 G ap Gap Inc, The 1.5 1.5 1.5 1.5 Dorothy Perkins Arcadia Group Ltd 0.9 0.9 0.9 0.9 HM Hennes Mauritz (HM) Ltd 0.8 0.8 0.8 0.9 Zara INDITEX Industria de 0.7 0.8 0.8 0.8 Diseà ±o Textil Mothercare Mothercare Plc 0.7 0.7 0.7 0.7 BHS BhS Ltd 0.6 0.6 0.6 0.7 Topman Arcadia Group Ltd 0.7 0.7 0.7 0.7 Burtons Arcadia Group Ltd 0.7 0.7 0.7 0.7 Evans Arcadia Group Ltd 0.5 0.5 0.5 0.7 Topshop Arcadia Group Ltd 0.6 0.6 0.6 0.6 Littlewoods Primark Stores Ltd 0.5 0.5 0.6 0.6 Mosaic Fashions Baugur UK Ltd 0.5 0.5 0.5 0.6 HM Hennes Mauritz (HM) AB 0.5 0.5 0.5 0.5 Outfit Arcadia Group Ltd 0.5 0.5 0.5 0.5 Miss Selfridge Arcadia Group Ltd 0.4 0.4 0.4 0.4 Accessorize Monsoon Ltd 0.3 0.3 0.3 0.3 FCUK French Connection Group 0.3 0.3 0.3 0.3 Plc Debenhams Debenhams Retail Plc 0.2 0.3 0.3 0.3 Banana Republic Gap Inc, The 0.2 Triumph Triumph International Ltd 0.2 0.2 0.2 0.2 MK Baugur UK Ltd 0.2 0.2 0.2 0.2 Wallis Arcadia Group Ltd 0 .1 0.1 0.1 0.1 Abercrombie Fitch Abercrombie Fitch Co 0.1 0.1 Jockey Jockey UK Co Ltd 0.1 0.1 0.1 0.1 Jane Norman Arcadia Group Ltd 0.1 0.1 0.1 0.1 Aextex Hillingdon 0.1 0.1 0.1 0.1 International Ltd Woolworths Woolworths Group Plc 0.6 0.6 0.6 Adams Kids Adams Childrenswear Ltd 0.5 0.5 0.5 Private label Private Label 20.8 21.8 23.0 24.7 Others 35.2 33.5 31.0 28.3 Total 100.0 100.0 100.0 100.0 Source: Trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 10 Sales of Clothing by Distribution Format: % Analysis 2003-2008 % retail value rsp 2003 2004 2005 2006 2007 2008 Store-Based Retailing 86.8 86.3 85.6 86.0 85.0 84.1 Grocery Retailers 7.8 8.6 9.4 10.2 10.5 10.8 Non-Grocery Retailers 78.9 77.7 76.2 75.7 74.5 73.3 Mixed Retailers 11.0 10.5 9.9 9.4 9.2 9.0 Clothing and footwear 66.5 65.6 64.3 63.9 63.5 62.6 specialist retailers Other Non-Grocery 1.5 1.6 2.0 2.5 1.8 1.7 Retailers Non-Store Retailing 13.3 13.7 14.4 14.0 15.0 15.9 Homeshopping 10.4 10.3 10.4 9.6 9.5 9.4 Internet Retailing 2.5 3.1 3.8 4.2 5.3 6.3 Direct Selling 0.4 0.3 0.3 0.2 0.2 0.2 Total 100.0 100.0 100.0 100.0 100.0 100.0 Source: Official statistics, trade associations, trade press, company research, store checks, trade interviews, Euromonitor International estimates Table 11 Forecast Sales of Clothing by Subsector: Volume 2008-2013 mn units 2008 2009 2010 2011 2012 2013 Mens tops 119.6 116.5 114.4 113.4 114.4 115.7 Mens shirts 228.3 223.2 220.7 221.7 223.9 228.4 Mens jumpers 171.0 166.3 163.7 164.4 165.8 167.5 Mens shorts and trousers 102.2 99.5 98.3 98.1 98.6 99.4 Mens suits 7.5 7.3 7.1 7.1 7.1 7.2 Mens jackets and coats 14.0 13.8 13.6 13.6 13.7 13.8 Other mens outerwear 15.3 15.3 15.6 15.6 15.7 15.7 Mens outerwear 658.0 642.0 633.5 633.9 639.1 647.6 Womens tops 180.5 177.4 175.4 175.0 175.8 177.6 Womens shirts and 232.7 226.6 223.9 222.2 224.2 227.0 blouses Womens jumpers 42.4 41.5 41.0 40.9 41.3 41.8 Womens dresses and 50.2 49.3 48.7 48.4 48.5 49.1 skirts Womens shorts and 176.7 174.6 172.8 171.7 172.2 174.2 trousers Womens suits 12.1 11.6 11.3 11.3 11.3 11.4 Womens jackets and coats 13.6 13.4 13.3 13.2 13.3 13.5 Other womens outerwear 14.6 14.8 14.9 14.9 15.0 14.9 Womens outerwear 722.8 709.1 701.3 697.7 701.7 709.6 Infant clothing 102.3 102.6 103.1 104.0 105.1 106.9 Girls clothing 122.6 122.0 122.4 123.4 124.9 127.2 Boys clothing 158.6 157.3 156.9 157.8 159.4 161.4 Childrenswear 383.4 381.9 382.4 385.2 389.5 395.5 Underwear and nightwear 311.0 312.5 319.5 329.5 341.7 355.8 Socks, stockings and 145.0 145.5 146.8 148.3 151.5 156.0 tights Clothing accessories 81.9 83.8 85.8 88.5 91.8 95.5 Clothing 2,302.2 2,274.7 2,269.3 2,283.0 2,315.3 2,359.9 Source: Official statistics, trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 12 Forecast Sales of Clothing by Subsector: Value 2008-2013  £ million 2008 2009 2010 2011 2012 2013 Mens tops 1,442.3 1,334.7 1,267.4 1,232.1 1,231.3 1,246.7 Mens shirts 2,654.4 2,541.0 2,462.0 2,428.8 2,416.6 2,437.1 Mens jumpers 2,695.9 2,592.6 2,527.2 2,516.8 2,521.9 2,534.9 Mens shorts and trousers 1,271.8 1,220.3 1,189.1 1,173.9 1,167.6 1,168.6 Mens suits 608.2 583.2 567.8 562.2 561.1 562.5 Mens jackets and coats 519.5 503.6 491.0 483.6 481.4 482.5 Other mens outerwear 227.6 223.4 223.4 221.9 220.7 219.9 Mens outerwear 9,419.8 8,998.8 8,728.1 8,619.3 8,600.5 8,652.1 Womens tops 3,100.4 2,986.8 2,902.2 2,851.5 2,830.6 2,831.1 Womens shirts and 3,314.1 3,147.5 3,046.6 2,978.4 2,969.2 2,985.2 blouses Womens jumpers 789.0 760.7 743.2 734.7 736.6 742.1 Womens dresses and 1,241.7 1,197.0 1,166.7 1,147.2 1,142.9 1,151.3 skirts Womens shorts and 2,183.8 2,120.7 2,069.9 2,032.0 2,017.5 2,024.2 trousers Womens suits 953.8 909.8 883.2 876.0 873.9 879.3 Womens jackets and coats 547.1 529.4 517.8 511.4 511.2 513.5 Other womens outerwear 227.4 226.2 225.6 225.4 225.5 225.8 Womens outerwear 12,357.3 11,878.2 11,555.3 11,356.7 11,307.4 11,352.5 Infant clothing 1,174.7 1,158.2 1,148.5 1,144.9 1,149.9 1,164.4 Girls clothing 2,088.1 2,035.1 2,008.9 2,002.7 2,011.5 2,037.5 Boys clothing 1,992.1 1,934.3 1,896.6 1,882.8 1,884.7 1,896.6 Childrenswear 5,255.0 5,127.5 5,054.0 5,030.5 5,046.1 5,098.5 Underwear and nightwear 2,678.8 2,602.8 2,613.5 2,660.2 2,731.1 2,829.1 Socks, stockings and 952.2 934.4 925.8 922.0 930.8 948.4 tights Clothing accessories 842.2 843.1 848.2 860.7 880.1 906.2 Clothing 31,505.2 30,384.8 29,724.8 29,449.5 29,495.9 29,786.8 Source: Official statistics, trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 13 Forecast Sales of Clothing by Sub sector: % Volume Growth 2008-2013 % volume growth 2008-13 CAGR 2008/13 TOTAL Mens tops -0.7 -3.3 Mens shirts 0.0 0.0 Mens jumpers -0.4 -2.1 Mens shorts and trousers -0.5 -2.7 Mens suits -1.0 -5.1 Mens jackets and coats -0.3 -1.5 Other mens outerwear 0.4 2.0 Mens outerwear -0.3 -1.6 Womens tops -0.3 -1.6 Womens shirts and blouses -0.5 -2.4 Womens jumpers -0.3 -1.3 Womens dresses and skirts -0.4 -2.2 Womens shorts and trousers -0.3 -1.4 Womens suits -1.2 -5.7 Womens jackets and coats -0.2 -1.1 Other womens outerwear 0.4 2.0 Womens outerwear -0.4 -1.8 Infant clothing 0.9 4.5 Girls clothing 0.7 3.8 Boys clothing 0.3 1.8 Childrenswear 0.6 3.1 Underwear and nightwear 2.7 14.4 Socks, stockings and tights 1.5 7.5 Clothing accessories 3.1 16.6 Clothing 0.5 2.5 Source: Official statistics, trade associations, trade press, company research, trade interviews, Euromonitor International estimates Table 14 Forec ast Sales of Clothing by Subsector: % Value Growth 2008-2013 % constant value growth 2008-13 CAGR 2008/13 TOTAL Mens tops -2.9 -13.6 Mens shirts -1.7 -8.2 Mens jumpers -1.2 -6.0 Mens shorts and trousers -1.7 -8.1 Mens suits -1.6 -7.5 Mens jackets and coats -1.5 -7.1 Other mens outerwear -0.7 -3.4 Mens outerwear -1.7 -8.2 Womens tops -1.8 -8.7 Womens shirts and blouses -2.1 -9.9 Womens jumpers -1.2 -5.9 Womens dresses and skirts -1.5 -7.3 Womens shorts and trousers -1.5 -7.3 Womens suits -1.6 -7.8 Womens jackets and coats -1.3 -6.1 Other womens outerwear -0.1 -0.7 Womens outerwear -1.7 -8.1 Infant clothing -0.2 -0.9 Girls clothing -0.5 -2.4 Boys clothing -1.0 -4.8 Childrenswear -0.6 -3.0 Underwear and nightwear 1.1 5.6 Socks, stockings and tights -0.1 -0.4 Clothing accessories 1.5 7.6 Clothing -1.1 -5.5 Source: Official statistics, trade associations, trade press, company research, trade interviews, E uromonitor International estimates

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Danfoos Trata Case Study free essay sample

Why is Danfoss Trata an example of the transnational type of company? Please argument and provide some examples of where this is visible. A transnational company is an entity/corporation that is able to do business (provides the exchange of services and/or products) among lots of different countries and is also capable to manage its various business operations from different locations around the world in order to satisfy the necessities and objectives of consumers and/or other corporations. Analyzing the case study we can refer Danfoss Trata is definitely a multinational and transnational company that is operating worldwide. Thus Danfoss Trata not only has business interests in other countries, in a global basis, but also has a set of departments and activities (related to sales, production, leading, managing, distribution and so on) in different locations around the world to simply achieve efficiency and to obtain the maximum of global profit. This is possible because this type of company is able to reach a wide range of customers outside of its country’s headquarters. With the purpose of finding information to clarify and explain all the sentences described above, we can easily see some passages in the case study related to them such as â€Å"(†¦) Danfoss is today with over 21,300 employees worldwide and operating in over 21 countries one of Denmark’s leading and biggest industrial organizations (†¦)† and â€Å"Being a true transnational company at heart, Danfoss’ success lies in its innate ability of striking a balance between centralization of certain common functions and best practices (e. . sales), with external centralization (e. g. RD) and decentralization of other functions and practices (e. g. production), enabling it to reap the rewards of global efficiency, while at the same time maintaining flexibility and facilitating worldwide learning, validating the concept of transnational companies as the most appropriate structures of contemporary multinational companies (†¦)†. 2. What role does flexibil ity play in Danfoss Trata and how does Danfoss Trata create flexibility within its organization? Although Slovenia seems to be a country that is resisting to change, (in particularly, it has a low foreign direct investment), the country has been developing its flexibility regarding to the economic activities. Despite of the beliefs, Slovenia labor market is not that rigid and has some flexibility – â€Å"Linking this view of non-formalized flexibilisation with the allegedly inflexible and rigid Slovene labour market again shows that the Slovene labour market is not at all as rigid as it is thought to be, and that its flexibility again exists somewhere on the outskirts of the formalized economy†. There are only two features that characterizes the Slovenian economy as a rigid labor market: payments and wages, and high degrees of job security. In what concerns to Danfoss Trata, the location of the different suppliers is not important. What really matters is the relation with relevant suppliers. Slovenia has a really good reputation on making mechanical tools and mechanical processing which makes this country an excellent supplier base for different products, such as plastic, metal works, cast-iron products and so on. In fact, there is one big advantage of using Slovenian suppliers (like Danfoss Trata is doing): high flexibility in terms of quantity and speed of production. A strong evaluation of work and all the uncertainty avoidance are also seen like a great advantage â€Å"especially in the context of a transition to a market economy where firms no longer enjoy unlimited soft budget constraints and need to shed socialist inefficiencies, mainly in terms of over employment. In this circumstances, finding workers who are willing to work for more hours per day can easily become a source of internal flexibility. The principal source of external flexibility is actually the use of temporary employment â€Å"with hired contractual workers for production and assembly activities in demand and production peaks† and also the hiring of students in summer. 3. What are in your opinion the key sources of competitive advantage in Danfoss Trata, and how are they linked to their transnational mentality? In my opinion there are several keys sources that helps Danfoss Trata to have a high competitive advantage: it has a strong and unique organizational culture absent of hierarchy (every single worker knows what their role is in the company which results in a very stimulating and highly motivated environment); communication (and also constant feedback and rewards for the achievements) is very important for the success of the company; the enhance of the constant education, training programs and personal growth are also a requisite for its success; Trata does not have a sales department or function which means that this business associate can focus on other areas that has clearly more advantages and finally, all the work and plans are designed to be organized and structured to respond the needs of every production line. Trata’s motto is basically all about flexibility, change and constant improvement â€Å"Such a high focus on work processes and process management enables people to work flexibly, because they are familiar and integrated with many different processes† – which makes this company stand out and also capable to proliferate in such a competitive business market.