A report about being consultant for B&Q (Marketing) Essay

A report about being consultant for B&Q (Marketing) - Essay Example The challenges of bringing certified timber to the market are dual. Firstly, companies along the supply chain need to get certified. Secondly, forest certification systems must work to expand the total area of certified forests.1 The various threats to woods and forests range from inappropriate activities such as extreme public recreation to more menacing threats from pollution, drainage, acid rain, climate change, disease, invasive plants and the activities of certain animals. A significant proportion of income from woods is from timber sales. Timber is a global commodity and prices for most products are established on world markets; world timber prices however are currently at an all-time downturn. Woods present great benefits to society, and when economists evaluate some of the non-market benefits (such as landscape value etc), it becomes clear that the wider public gets more advantage from woodland management than does the owner who offers those benefits. Following is a list of a few organizations operating worldwide in the forestry sector in order to provide the general public and all other interested parties with key information on timber and other forest related issues. 1. The International Wood Collectors Society is a non-profit Society committed to delivering information on collecting wood, correctly identifying and naming wood specimens, and using wood in creative crafts. 2 2. ProFor is a multi-donor partnership formed to practice a shared goal of enhancing forests contribution to poverty reduction, sustainable development and protection of environmental services. ProFor supports analytic work, and knowledge management and dissemination of forest issues related to livelihoods, governance, finance and cross-sectoral cooperation.3 3. L Association Technique International des Bois Tropicaux (ATIBT)Â  is an NGO which brings together tropical wood producers and

Organizational Transformation Essay Example | Topics and Well Written Essays - 5250 words

Organizational Transformation - Essay Example The management at Bombardier believes that leading change involves having the ability to deliver the message of change in both words and actions, and in being able to motivate people to change. To lead change, the leaders must first understand the change necessary and then they need to role model the change. This case study evaluates the change leadership adopted by the top management at Bombardier and how the company transformed itself into an employer of choice. Organizational background Canada’s Bombardier, established in 1942, initially started manufacturing snow/winter equipments. In the 1960s, they started making snowmobiles and similar equipment which boosted company revenues to a large extent. During this period the people were all trained, motivated and made to speed up. The growth in sales during that period reached $200 million and they made profits as well (Baghai et al, 1997). Following the energy crisis in 1973 when the demand for snowmobiles declined, Bombardier , led by Laurent Beaudoin gradually diversified into trains and airplanes (Connell, 2007). It entered the aerospace industry in the 1980s and today it is the world’s largest train manufactures and ranks third in civil aircraft (Simpson, 2011). They differentiated themselves in the industry by offering a family of products with capacities of 30 to 70 seats in turbo props and 50 to 70 in jets (Baghai et al, 1997). They could thus match the size of the plane to the needs of a particular route and this strategy helped them save money through standardized training, maintenance and parts. They also entered into joint ventures for business aircrafts in other parts of the... Canada’s Bombardier, established in 1942, initially started manufacturing snow/winter equipment. In the 1960s, they started making snowmobiles and similar equipment which boosted company revenues to a large extent. During this period the people were all trained, motivated and made to speed up. The growth in sales during that period reached $200 million and they made profits as well (Baghai et al, 1997). Following the energy crisis in 1973 when the demand for snowmobiles declined, Bombardier, led by Laurent Beaudoin gradually diversified into trains and airplanes (Connell, 2007). It entered the aerospace industry in the 1980s and today it is the world’s largest train manufactures and ranks third in civil aircraft (Simpson, 2011). They differentiated themselves in the industry by offering a family of products with capacities of 30 to 70 seats in turboprops and 50 to 70 in jets (Baghai et al, 1997). They could thus match the size of the plane to the needs of a particular r oute and this strategy helped them save money through standardized training, maintenance, and parts. They also entered into joint ventures for business aircrafts in other parts of the world. They went in for acquisition when they felt it would strengthen their competitive position. At each stage, they do not sit back and keep assessing the business situations, their growth, and direction. They keep an eye open for new opportunities that may arise, which is a typical entrepreneurial characteristic – OR – opportunity recognition.