Download to read offline
![accounting theories to explain the organisation’s response to the
event.
You can use the organisation’s website to download documents
issued by the organisation. Please note that Tutorial 6 (Week 8)
will deal with issues surrounding case study selection, data
collection and analysis.
Structure of assignment
Please follow the structure provided below. Bold numbered
items provide the headings and sub-headings for your essay.
Bulleted items provide a short description of the type of content
expected in each section and sub-section.
1. Introduction
· Discussion of concepts and theories used to analyse the case
[20 marks]
2. The case
2.1 Context
· Background information about the case [10 marks]
2.2 Data
· Description of corporate disclosure vehicles chosen for
analysis (i.e., press releases, annual reports, CSR reports, etc.)
[10 marks]
2.3 Methodology
· Discussion of the categories of analysis used to analyse the
corporate texts (e.g., text length, themes, impression
management strategies, etc.) [15 marks]
3. Findings
· Summary of findings of your analysis [35 marks]
4. Conclusion](https://image.slidesharecdn.com/structureoutlinefortoyotaairbagsdefectcasestudy1-221123171337-a449a018/85/Structure-outline-for-Toyota-Airbags-Defect-Case-Study1-docx-62-320.jpg)
![· Discussion of findings in context of theory and prior literature
[10 marks]
Requirements:
This case study count 25% towards your final mark. It has two
components:
(1) An individual written assignment to be submitted by
Monday, 5th January 2015 which counts 20% towards your final
mark. Please note that you need to upload an electronic copy on
blackboard by Monday, 5th January 2015. Please refer to the
Bangor University guide on How to submit a Turnitin
assignment guide for students:
http://www.bangor.ac.uk/itservices/lt/helpsheets/turnitin/turniti
n_guide_students.pdf.
Word limit
The word limit is 1,500 words maximum. The case study should
include a list of references containing all the materials you have
consulted and cited. References in the references section should
be mentioned in the text and vice versa.
Referencing style
Please use the Harvard referencing style. A detailed guide is
provided at:
http://www.bangor.ac.uk/library/help/documents/harvardreferen
cingguide.pdf
Assignment of marks
You need to demonstrate the application of accounting theories
to interpret and analyse your data. You are expected to read
around the subject and will be rewarded, if you refer to journal
articles or other authoritative sources of information (books and
book chapters, NOT websites) to support your argument. Please
note that the list of references provided below is just a starting
point and is not meant to be exhaustive.](https://image.slidesharecdn.com/structureoutlinefortoyotaairbagsdefectcasestudy1-221123171337-a449a018/85/Structure-outline-for-Toyota-Airbags-Defect-Case-Study1-docx-63-320.jpg)
More Related Content
Similar to Structure outline for Toyota Airbags Defect Case Study1. .docx
More from johniemcm5zt
Structure outline for Toyota Airbags Defect Case Study1. .docx
- 1. Structure outline forToyota Airbags Defect Case Study 1. Introduction Explanation of stakeholders’ theory and its relevance to the case under study 2. The case 2.1 Context Facts of the case: approximately 247,000 cars Toyota? 2.2 Data From Toyota’s website, under section of Press Room (Press Releases) Takata’s official statements 2.3 Methodology Manner of urgency of call, if any How is Toyota dealing with customer complaints? Customer reviews What techniques did they adopt in recalling? 3. Findings
- 2. What part ofthe airbag defect situation did Toyota own up and what part did they put blame on Takata? Meetings of Toyota and Takata with other officials involved How have other stakeholders helped Toyota in this situation of crisis or made it worse? Which ethical codes did Toyota abide by in recalling? Have there been instances when Toyota recalled cars late and suffered losses? Did it learn lessons this time? 4. Conclusion What features and elements of the stakeholders’ theory got implemented in this case?
- 5. History 1971 - Starbucksbegins as roaster and retailer of whole bean and ground coffee, tea and spices in Seattle, Washington Founded by Gordon Bowker, Jerry Baldwin, and Zev Siegl. They named it Starbucks after the first mate from the book Moby Dick 1982 - Howard Schultz joins company in as director of
- 6. marketing 1983 - Schultzvisited Milan brings back idea of traditional Italian coffee houses to America, but the idea was not developed by the owners 1985 - Schultz started his own coffee house II Giornale Coffee 1987 - Schultz purchases Starbucks (6 stores) to combined with his coffee house and begins to expand stores in America. 1996 - expands in the international market 2014 – 20,000 stores in 65 countries
- 7.
- 8.
- 9. Social Responsibility Every storeis part of a community, and they take responsibility to be good neighbors seriously.
- 10. Community Ethical Sourcing They arecommitted to offering high-quality, ethically purchased and responsibly produced products. Environment Minimizing environmental footprint and inspiring others to do the same.
- 11. 6 Business Ethics andCompliance Starbucks believes that conducting business ethically and striving to do the right thing are vital to the success of the company Business Ethics and Compliance is a program that supports Starbucks Mission and helps protect their culture and reputation by providing resources that help partners make ethical decisions at work. The Standards of Business Conduct booklet is a resource distributed to all partners to help them make appropriate decisions at work consistent with our Mission and core values.
- 13. 7 Globalization Starbucks Coffee International Openfirst international coffeehouse in Tokyo back in 1996. The response is warmly embraced by millions of people around the world with 21,000 stores in over 65 countries Built on Great Global Partnerships Starbucks engages in fair trade coffee which is helping developing countries. Global success due to international partners who were commitment to bringing Starbuck coffees to the world Shared values, strategic fit, good leadership and a strong track record are among the most important qualities that Starbuck looks for Respect for Local Cultures Chief executive officer and chairman Howard Schultz summed when he said, “We remain highly respectful of the culture and traditions of the countries in which we do business. We recognize that our success is not an entitlement, and we must continue to earn the trust and respect of customers every day.”
- 14.
- 15.
- 16. Mission/Vision Statement With everycup in every community, to make a positive impact with those we serve. To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.
- 17. SWOT Analysis Strengths Largest coffeecompany in the world 20,000 stores 11,000 in USA Operating in 65 countries High quality coffee beans Fortune Magazine - list of 100 companies to work for in 2013 Fortune Magazine - 3rd in the list of Fastest growing –fast food chain Environmental friendly Good relationship with suppliers Customer loyalty Weakness Prices are higher than competitors High operating costs Less control on companies outside of US Lack of internal focus (too much focus on expansion)
- 19. SWOT Analysis Opportunities Emerging internationalmarkets Product diversification New products Products in supermarkets Drive thru retail stores Threats Competition Consumer trend of healthy eating Market saturation Coffee prices volatility in other countries Cultural and political issues in foreign countries
- 20. Porter’s Four CompetitiveStrategies Differentiation – Starbucks goal was to introduce their diverse product line and to dominate a large portions of the market share by creating relationships and customer loyalty. Once they were successful they moved on to the international market. By expanding their company through new products they offered services unique and of superior value compared to competitors to target a wide market.
- 22. SMART Goals Starbucks iscommitment to do business in ways that are good for people and the planet. To purchase only the highest quality, ethically sourced and responsibly grown coffee To reduce environmental footprint and fight climate change To give back to the neighborhoods and communities that their a part of To thank the customers who buy their coffee To do business responsibly and conducting themselves in ways that earns the trust and respect of customers and neighbors To create a great workplace To ensuring customers have access to nutritional information on their products. Focusing on the core areas where they have the biggest influence – ethical sourcing, environmental stewardship and community involvement Starbucks believes in engaging, collaborating and openly communicating with stakeholders by producing a Global Responsibility report that details efforts to do business responsibly
- 23. Decision making style Starbuckstook many risks and spent money it didn’t have to build a corporation based on intuition of its CEO Howard Schultz and a visit to Italy. He was convinced that you sacrifice long-term integrity and values for short term-profits. He believed with dedication to his the companies vision and mission statement and believing in the value of market share
- 24. and name recognitionhe would succeed. He felt that if he continued on this path he would have the worlds largest coffee industry in the world.
- 25.
- 26. Starbucks strives tocreate a culture that values and respects diversity and inclusion. They expect to be a leader in diversity and inclusion, from their partners in the field to their senior leadership teams To help make goals become reality they have integrated diversity and inclusion into the core of their leadership competencies. Starbucks expect that all leaders within Starbucks practice behaviors that demonstrate inclusion. They will reach out to leverage diverse points of view, talents and capabilities. They will work and think across teams, functions and businesses; across markets, channels and organizations; across cultures and communities; across physical and digital spaces The goals of the Diversity and Inclusion teams include building a diverse workforce, increasing cultural competencies, shaping a culture of inclusion and developing a diverse network of suppliers To advance their diversity and inclusion goals they are leveraging Starbucks Partner Network Groups. These groups provide us insight on product innovation, business solutions,
- 27. partner development andthe recruitment and retention of partners. We empower seven Partner Networks, field Diversity & Inclusion councils and a Global Council operating in North America Starbucks Culture
- 28. Structure The structure ofthe Starbucks Corporation is not an uncommon one Starbucks executives oversee the company from its headquarters in the city of its birth, Seattle, Washington. Around the country, district managers oversee regional groupings of stores. These district managers report directly to the Starbucks Corporation. At each store, a store manager acts as the chief. Under this store manager are a collection of shift supervisors who act as managers on duty when the store manager is out. Below the shift supervisors are the rest of the employees, referred to as baristas. Starbucks does not operate under a franchise system; however, they do license storefronts. Licensed stores are common in grocery stores, bookstores or any other site where the Starbucks is not a stand-alone building. These licensed stores are still controlled by Starbucks Corporation and must adhere to the same stringent guidelines. All items sold at licensed stores, including foods, must be approved by Starbucks corporate offices. Starbucks maintains this control in an attempt to protect the company name and ensure that it remains one that is associated with quality.
- 30. HR Management They calltheir corporate office a “support center” for a good reason—everything they do there is to support their retail store partners and in turn, make an impact on the communities they serve. There are opportunities for professionals across diverse business groups and geographies in their regional offices and global support centers. In Partner Resources, they are all about their partners. There are more than 500 partners working in groups such as Staffing, Learning and Development, Total Pay (Comp and Benefits), Organizational Development and Partner Services. Each of them is a strategic partner to the business – no matter if their in a generalist or more specialist role. Together, they build programs that help their partners around the globe become their personal best.
- 32. Centralized Marketing Strategy Aggressiveplacement in the international market has been a strategy pursued by Starbucks since 1995. Marketing strategies right down to paper coffee cups are completely controlled from the U.S. Partnering with companies has benefited Starbucks and its partners, "Starbucks helped Barnes & Noble grow into the megastore it is today" (Kearney, 2002, 2). Customers who used Starbucks would receive a Barnes & Noble coupon.
- 33. Use of standardworld-wide pricing which is based on average unit costs of fixed, variable, and export-related costs will hopefully achieve the synergies in the international market.
- 34. Decentralized Strategies Starbucks decentralizedits design operation, and now it has eight design studios around the United States and 18 around the world, all trying to design stores that have a flavor of each region. Starbucks wants to put a large community table in its stores, thinking that it’s a way for people to more easily connect. Company officials want customers as close to their employees as possible so opened countertops. And at one point they lowered the machines eight inches so customers are face to face with the person preparing their order. Starbucks plans to open a new store in Seattle that will feature a small batch roastery and promote its most specialized — and expensive — coffees. They’re planning more stores that will specialize in selling “reserve” coffees. Starbucks will offer walk-ups, drive-thru cafes to have multiple footprints to deliver to customers in multiple ways to meet different needs.
- 35. Change Starbuck is proactiveto change.
- 36. They understand theneed to continue to be competitive by reinventing their cafes to meet the needs of their customers through out the world. Starbucks invests in programs designed to strengthen economic and social development in local communities, while also caring for the environment. Starbucks is committed to helping farming communities endure and thrive. To extend their reach and impact, they work with organizations that have expertise in these agricultural communities. Starbucks has established Farmer Support Centers in key coffee- growing regions to provide local farmers with resources and expertise that can help lower their cost of production, reduce pest and disease, improve coffee quality and increase the yield of premium coffees.
- 37. Leading EMPLOYEES CEO Howard Schultz Healthinsurance College tuitions Bonuses/ stock share holders Promotions
- 39. 23 CUSTOMERS Quality over quantity Wi-Fi MobileApp Coupons Customer input my Starbucks idea
- 40. ENVIROMENT/RESPONSIBILITY Recycling Building energy efficientfacilities Environmental footprint Climate change/ farms
- 41. COMMUNITIES Grants. Farmers support center. Incollaborations with 29 organizations. Local organizations. Most ethical company in 2014.
- 42. Controlling LEVELS AND AREACONTROL Community engagement
- 43. Community store program Customerfeedbacks Farming communities
- 44. QUALITY MANAGEMENT Quality ofProduct Quality of SERVICE
- 45.
- 46.
- 47. Albert Darvesh Abdullah Ozdemir OurMission: “Next Level is a Fitness Center, which provide its customers a full range of health services. Next Level’s objective is to stimulate clients to seek for a healthy style of life, helping them to elevate their self-esteem and have a better life.” Next Level´s Facilities Last equipment Sport Courts Swimming Pool Juicy Bar Supplement Store SPA Tanning Day Care Laundry
- 48. Next Level´s Services ExperiencedTrainers Nutritionist Physiotherapist Sports Classes Dance Classes Martial Art Classes SMART Classes Senior classes SWOT:
- 49. Psychographics: Need for exclusiveservices Personalized costumer services High value for their time Practicality Next Level´s Clients Client´s needs: Pool of Potential Costumers: Boston central area Upper-middle class ( >60k year) > 18 years
- 50. Demographics: Next Level´s poolof potential costumers = 48% of Boston’s Population Next Level´s costumers range between ages 25 and 44. Demographics: Next Level’s costumers family size range between 4 and 6 members Demographics: Target market: 48% of Boston’s Population 25-44 years 4-6 members in family
- 51. Product: Fitness Center The completestin Boston High-qualities services 501 Boylston Street, Boston Mon – Friday : 5am to 10pm Sat & Sun : 8am to 8pm Placement: Model of Distribution: Price – Individual plans:
- 52. Basic Plan $ 89,99/month MediumPlan $ 129,99/month Basic plan + classes Plus plan $ 199,99/month Medium plan + spa, day care, and laundry The member have access to the gym’s equipment Extreme plan $ 259,99/month Plus plan + 1 personal trainer season per week
- 53. Price – Familyplans: Basic: $85.99/month Extreme: $250.99/month 4 people Basic: $83.99/month Extreme: $245.99/month 5 people Basic: $80.99/month
- 54.
- 55.
- 56.
- 57. Attract possible costumersto meet Next Level “After Next Level, no other gym will be good enough” Our clients will be our best promotors Market Communication: Market Communication: Open house and free trials : Working time TV and Radio: New advertisement every 3 months Social Medias: Updates weekly
- 58. Marketing Mix: High -quality Fitness Center Family Plan Many level of Prices Boston B2C Social medias, TV, Radio, word of mouth, free trial, open house Segmentation: Health & Beauty Gyms & Fitness Center High-quality services Complete structure High-quality services with the best professionals
- 59. Family affordable-packages Differentiation: 30 Competitive Profile: Showour superior value Offer everything a client need to be health Provide a unique experience Strategies - Plan: Tactics - Organizing: Know about Next Level Live the experience Recommend Next Level
- 60. Create profile insocial media Create advertises for Radio & TV Train employees to receive our guests Actions - Leading: Rewards for indication Rewards for loyalty Clients (and possible) Database: Customer relationship management (CRM) Actions - Leading: Costumers for each media KPI = new clients / free trials Number of recommendations
- 61. Metrics - Controlling: Surveyour clients Keep tracking of social medias Call for free trial costumers Feedback - Controlling: PriceEquipmentStructureServicesStaffLocationFamily PlanTOTAL Next Level133331317 Equinox222222214 BSC311113111 Case study Identify an organisation facing a crisis or involved in a public controversy (e.g., an accident, a product safety/health hazard, a scandal, an environmental disaster, or a major structural re- organisation, such as privatisation or demutualisation) and investigate how the organisation reacted to it by means of information releases (e.g., press releases, annual report, corporate social responsibility report, etc.). Use a variety of
- 62. accounting theories toexplain the organisation’s response to the event. You can use the organisation’s website to download documents issued by the organisation. Please note that Tutorial 6 (Week 8) will deal with issues surrounding case study selection, data collection and analysis. Structure of assignment Please follow the structure provided below. Bold numbered items provide the headings and sub-headings for your essay. Bulleted items provide a short description of the type of content expected in each section and sub-section. 1. Introduction · Discussion of concepts and theories used to analyse the case [20 marks] 2. The case 2.1 Context · Background information about the case [10 marks] 2.2 Data · Description of corporate disclosure vehicles chosen for analysis (i.e., press releases, annual reports, CSR reports, etc.) [10 marks] 2.3 Methodology · Discussion of the categories of analysis used to analyse the corporate texts (e.g., text length, themes, impression management strategies, etc.) [15 marks] 3. Findings · Summary of findings of your analysis [35 marks] 4. Conclusion
- 63. · Discussion offindings in context of theory and prior literature [10 marks] Requirements: This case study count 25% towards your final mark. It has two components: (1) An individual written assignment to be submitted by Monday, 5th January 2015 which counts 20% towards your final mark. Please note that you need to upload an electronic copy on blackboard by Monday, 5th January 2015. Please refer to the Bangor University guide on How to submit a Turnitin assignment guide for students: http://www.bangor.ac.uk/itservices/lt/helpsheets/turnitin/turniti n_guide_students.pdf. Word limit The word limit is 1,500 words maximum. The case study should include a list of references containing all the materials you have consulted and cited. References in the references section should be mentioned in the text and vice versa. Referencing style Please use the Harvard referencing style. A detailed guide is provided at: http://www.bangor.ac.uk/library/help/documents/harvardreferen cingguide.pdf Assignment of marks You need to demonstrate the application of accounting theories to interpret and analyse your data. You are expected to read around the subject and will be rewarded, if you refer to journal articles or other authoritative sources of information (books and book chapters, NOT websites) to support your argument. Please note that the list of references provided below is just a starting point and is not meant to be exhaustive.
- 64. References Beelitz, A. andMerkl-Davies, D.M. (2012), ‘Using discourse to restore organisational legitimacy: ‘CEO-speak’ after an incident in a German nuclear power plant’, Journal of Business Ethics, 108 (1): 101-120. Breitsohl, H. (2009), ‘Organizational Crises and Reactions from a Legitimacy Perspective – Results from Two Multiple-case Studies’, Schumpeter Discussion Paper 2009-007. Wuppertal. Breton, G. and Coté, L. (2006), ‘Profit and the Legitimacy of the Canadian Banking Industry’, Accounting, Auditing and Accountability Journal, 19(2), 512-539. Deegan, C. and Rankin, M. (1996), ‘Do Australian companies report environmental news objectively?: An analysis of environmental disclosures by firms prosecuted successfully by the Environmental Protection Authority’, Accounting, Auditing and Accountability Journal, 9 (2): 50-67. Elsbach, K.D. (1994), ‘Managing organizational legitimacy in the Californian cattle industry: the construction and effectiveness of verbal accounts’, Administrative Science Quarterly, 39(1), 57–88. Elsbach, K. D. (2001), ‘The Architecture of legitimacy: Constructing accounts of organisational controversies’, in J. T. Jost and B. Major (eds.), The Psychology of Legitimacy (Cambridge University Press, Cambridge), 391-415. Hooghiemstra, R. (2000), ‘Corporate communication and impression management – New perspectives why companies engage in corporate social reporting’. Journal of Business Ethics, 27, 55-68. Islam, M. A. and Deegan, C. (2010). ‘Media pressures and corporate disclosure of social responsibility performance information: a study of two global clothing and sports retail companies.’ Accounting and Business Research, 40(2): 131-148. Lightstone, K. and Driscoll, C. (2008), ‘Disclosing Elements of
- 65. Disclosure: A Testof Legitimacy Theory and Company Ethics’, Canadian Journal of Administrative Sciences, 25(1), 7-21. Linsley, P., and Kajüter, P.M. (2008), ‘Restoring reputation and repairing legitimacy. A case study of impression management in response to a major risk event at Allied Irish Banks plc’, International Journal of Financial Services Management, 3(1): 65-82. Massey, J.E. (2001), “Managing Organisational Legitimacy: Communication Strategies for Organizations in Crisis”, Journal of Business Communication, 38(2): 153-184. Ogden, S. and Clarke, J. (2005), ‘Customer disclosures, impression management and the construction of legitimacy: corporate reports in the UK privatised water industry’, Accounting, Auditing and Accountability Journal, 18(3): 313- 345. O’Keefe, P. and Conway, S. (2008), ‘Impression Management and Legitimacy in a NGO Environment’, University of Tasmania School of Accounting Working Paper Series 02/2008. Xu, K. and Li, W. (2013), ‘An Ethical Stakeholder Approach to Crisis Communication: A Case Study of Foxconn’s 2010 Employee Suicide Crisis,’ Journal of Business Ethics, 117(2): 371-386. PAGE 1