John Lewis began in 1864 with the opening of the first shop in Londons Oxford Street which he named his business after himself. In 1914 John Lewis handed control of Peter Jones to John Spedan Lewis who set up staff committees. After John Lewis pasted way, the business was handed to his son Spedan Lewis, the founder of John Lewis Partnership, born in September 1885. Spedan converted the firm into a public company and he also created the first Trust Settlement. According to John Lewis web site in 1937 John Lewis Partnership buys Waitrose, a chain of 10 shops. In 2000 John Lewis Partnership launch of Ocado, the online service that delivers Waitrose groceries to the many homes in the UK. In 2001 John Lewis Partnership Launch the online shopping site for John Lewis. In 2006 the Partnership launches Greenbee, a new direct service company. In 2007 Sir Stuart Hamoson retired as chairman and is succeeded by Charlie Mayfield. Now he is the present chairman. In 2009 John Lewis Partnership opened the first Partnership service.
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The John Lewis partnership’s reputation is established on the personality of the company ownership structure and their industrial success. The rationale is the delight of their entire associate, through its sensible, pleasing employees in a successful retail business, with success careful on their ability to maintain and improve their place both as an exceptional retailer and as a successful example of employee ownership.
According to John Lewis partnership website “Never Unknowingly Unsold” an altogether different concept in the market and offering to the customers holds a promise that the price of the products sold in “John Lewis Stores will be the lowest in the community which even helped John Lewis to establish strongly in the British Market basically more amongst the middle class people, It has also been the motto and slogan for the company from last 76 years” since its opened.
4. Vision/ Principle:
Every business has their vision and principle. According to John Lewis Partnership website , The John Lewis Partnership’s has seven principles that define how they run their business: “Purpose, Power, Profit, Members, Customers, Business Relationships and The Community.”
4.1. Purpose: Happiness of all its members through their useful and fulfilling employment in a successful business.
4.2. Power: Is shared between three governing establishment: The Partnership Council , the Partnership Board and the Chairman .
4.3. Profit: To sustain its commercial vitality, to finance its continued development and to issue a share of those profits each year to its members, and to enable it to undertake other actions even with its ultimate purpose.
4.4. Members: Aims to employ people of ability and integrity who are committed to working together and supporting its Principles.
4.5. Customers: They provide to the customers outstanding service and they want to deal with customers honestly to secure their loyalty and trust.
4.6. Business Relationship: To behaviour its business with integrity, courtesy and to honour carefully every business agreement.
4.7. Community: Finally, the Partnership aims to obey the spirit because well as the letter of the law and to add to the wellbeing of the communities where it operates.
Their aim is to make happy all members, through their valuable, pleasing employment in a successful business, with success calculated on the ability to maintain and improve their position both as an outstanding retailer and as a successful example of employee ownership.
According to John Lewis partnership website, the strategy is based on three co-dependent objectives “Partners, customers and profit will together make them a successful business”.
Their partners should grow personal pleasure by being members of a co-owned project in which they have useful, secure and satisfying employment and confidence in the way the Partnership conducts its business.
The Partnership should take on and keep faithful customers through their non-stop trust and confidence in their status for “value, choice, service and honesty and for behave as good citizens”.
The Partnership should make enough profit to sustain our commercial life and distinctive quality, allow continued development and each year partners get a reasonable share of profit.
Their main stakeholders of the company “
Rosemary Moon, Waitrose consultant demonstrating Waitrose products at John Lewis Edinburgh
Here we outline some of the ways we are actively engaging and involving our key stakeholders in shaping our vision and programmes for Corporate Social Responsibility (CSR).
Associations, Customers, Employees (Partners), Government and regulators, Trade associations, NGOs, Suppliers and Local communities”. They have their say by
Engage with their stakeholders. According to John Lewis partnership website they are trying to find new ways to reduce their impacts, balance business effectiveness with financial success, continue to make more economical, profitable and sustainable.
6.1. Employees (Partners):
As a self-governing business it shares the details of all their main business resolution with Partners and actively engages with them through councils, forums and committees at a local, divisional and Partnership level, and hold AGMs and other meetings.
The Partnership has a number of online contact channels and journal that keep Partners alongside each other of business improvement. Weekly journal, the Gazette, was set up by the founder both to communicate news to Partners and to give them a forum for discussing their views.
They also carry out an annual Partner survey which helps them to create a working situation where everyone feels respected and can reach their prospective.
They are always working to raise their standards of service and keep their customers happy. That is why they do their best to support comment through customer surveys, panels, focus groups and online feedback forms.
Their relationships with suppliers is like how with the customers, it’s based on honesty, equality and good manners. It is especially important to them to help them to build trustfull businesses and provide long-term, pleasing service.
Their day-to-day communications is to engage with their suppliers through meetings, debates, workshops, partnered projects and committed online supplier data connections”.
6.4. Local communities:
They actively ask and connect with local communities to understand and control the social, economic and environmental contact of our process. They also commit to making helpful change to the communities where they do business. They offer opportunities for Partners to involve in local events and performances. By building stronger relationships with local community organisations, they expand and support their status as a responsible business and an employer of division.
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6.5. Government, NGOs and other stakeholders:
They work proactively with non-governmental companies (NGOs), campaign groups, customer links and many other organisations, on issues related to their business function or values, to help them identify their CSR policies and courses and aggressively contribute in business groups and forums support the CSR agenda. Examples include their work with Greenpeace on sustainable fish and sustainable timber; the committee on Sustainable Palm Oil; and Linking Environment and Farming (LEAF).
The Partnership is a member of the British Retail group (BRC), the UK’s leading trade organization for the retail industry and also works with charities such as Business in the Community.
According to John Lewis partnership website, web credible, analysed 20 UK high-street retailers in September2010. “By their scoring John Lewis scored 91 points, they scored 81 points last year. The next one was the Early Learning Centre they scored 90 points, M&S came 3rd with 86 points and WH Smith came fourth with 85 points in that order. They both had improved on 2009’s presentation, when they each scored 83. Monsoon/Accessorize has scored 59 and was at the bottom of the top 20.” It shows that John Lewis is improving more than their competitors.
Trenton Moss, Web credible director, said: “John Lewis is a consistent high performer in our annual analysis and this improvement in site quality has proven to be worth the investment made, as the retailer reports a record number of site visitors over the past five years.”
To have the most loyal and committed staff.
Quality product and service.
Grown substantially over recent year.
The company has a central competence involving its use of information technology to support it system.
A focused strategy is in place for human resource management and development.
The strength of John Lewis online has traditionally been in the home and technology verticals, but they want to turbo-charge the fashion offering.
They only target the middle class people.
Their product and service price is high that way all class people can’t afford.
The company is big and famous but it has low variety of stores.
The worse weakness of the company is its lack of customer service.
They look at profit too much that way they can’t give high opportunities to the customer.
To take over, merge with or from strategic alliances with other global retailers, focusing on specific markets such as Europe or the Asia. It is an employee-owned UK partnership business that way every employee can give good service to the customer. The store are currently trade only in U.K. they can split their business to the other European countries and the Asian countries.
Changing the government police is one of the biggest political problems for business. Incising the VAT and taxes is the one of threat for their business. Increase of the cost of living goes up in the UK so that people can’t afford to spend. The price competition is a big threat. Their slogan is to give quality service and product, maintaining the quality product and service is a threats.
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