Subm T it Student

Musgraves

Author: Business
Environment

Date:
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Table of Contents. Cover Page Table of Contents Introduction o Terms of Reference o Background o Methodology & Sources SWOT Analysis o Strengths o Weaknesses o Opportunities 5 o Threats 6 Assessment of Environment Recommendations Appendices o My Learning Outcomes o Originality Statement 13 References 1 2 3 3 3 3 4 4 4

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Introduction The Musgrave Group has a key function in the grocery sector in Ireland, Musgraves provide both consumers and business customers with retailing service and support independent retail operators. Terms of reference The purpose of this report is to carry out the following:

An up to-date SWOT analysis on Musgraves business environment. Compare the marketing strategy between 2006 & 2009. Compare and contrast the on-line strategies of Musgrave divisions Centra & Supervalu. Explain 2 off-line promotional tools used in the last 12 months. Include 5 text messages to send to the marketing department of Musgraves.

Background Musgrave group was founded in 1876 by brothers Thomas and Stuart and has grown to be Irelands biggest grocery distributor. Musgraves have operations in Ireland, Northern Ireland, Britain and Spain. In 1979 Musgrave created 2 new brands. Supervalu and Centra to meet the needs of both segments. Supervalu was aimed at the trolley shopper while Centra was aimed at the basket shopper. Both were offered as franchise opportunities to independent retailers. In the 1990s, Supervalu was one of the first supermarkets to offer a home delivery service to customers. Methodology Sources The sources I used were the internet, press releases, news reports and newspapers. In SWOT, strengths and weaknesses are internal factors. For example:Astrength could be: Your specialist marketing expertise. A new, innovative product or service. Location of your business. Quality processes and procedures. Any other aspect of your business that adds value to your product or service. A weakness could be: Lack of marketing expertise. Undifferentiated products or services (i.e. in relation to your competitors). Location of your business. Poor quality goods or services. Damaged reputation.

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In SWOT, opportunities and threats are external factors. For example: An opportunity could be: A developing market such as the Internet. Mergers, joint ventures or strategic alliances. Moving into new market segments that offer improved profits. A new international market. A market vacated by an ineffective competitor. A threat could be: A new competitor in your home market. Price wars with competitors. A competitor has a new, innovative product or service. Competitors have superior access to channels of distribution. Taxation is introduced on your product or service. A word of caution, SWOT analysis can be very subjective. Do not rely on SWOT too much. Two people rarely come-up with the same final version of SWOT. TOWS analysis is extremely similar. It simply looks at the negative factors first in order to turn them into positive factors. So use SWOT as guide and not a prescription. Simple rules for successful SWOT analysis. Be realistic about the strengths and weaknesses of your organization when conducting SWOT analysis. SWOT analysis should distinguish between where your organization is today, and where it could be in the future. SWOT should always be specific. Avoid grey areas. Always apply SWOT in relation to your competition i.e. better than or worse than your competition. Keep your SWOT short and simple. Avoid complexity and over analysis SWOT is subjective. Strengths.

Wal-Mart is a powerful retail brand. It has a reputation for value for money,

convenience and a wide range of products all in one store.

Wal-Mart has grown substantially over recent years, and has experienced

global expansion (for example its purchase of the United Kingdom based retailer ASDA).

The company has a core competence involving its use of information

technology to support its international logistics system. For example, it can see how individual products are performing country-wide, store-by-store at a glance. IT also supports Wal-Mart's efficient procurement.

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A focused strategy is in place for human resource management and

development. People are key to Wal-Mart's business and it invests time and money in training people, and retaining a developing them. Weaknesses.

Wal-Mart is the World's largest grocery retailer and control of its empire,

despite its IT advantages, could leave it weak in some areas due to the huge span of control.

Since Wal-Mart sell products across many sectors (such as clothing, food, or

stationary), it may not have the flexibility of some of its more focused competitors.

The company is global, but has has a presence in relatively few countries

Worldwide. Opportunities.

To take over, merge with, or form strategic alliances with other global

retailers, focusing on specific markets such as Europe or the Greater China Region.

The stores are currently only trade in a relatively small number of countries.

Therefore there are tremendous opportunities for future business in expanding consumer markets, such as China and India.

New locations and store types offer Wal-Mart opportunities to exploit market

development. They diversified from large super centres, to local and mall-based sites.

Opportunities exist for Wal-Mart to continue with its current strategy of large,

super centres.

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Threats.

Being number one means that you are the target of competition, locally and

globally.

Being a global retailer means that you are exposed to political problems in the

countries that you operate in.

The cost of producing many consumer products tends to have fallen because

of lower manufacturing costs. Manufacturing cost have fallen due to outsourcing to low-cost regions of the World. This has lead to price competition, resulting in price deflation in some ranges. Intense price competition is a threat. 'Wal-Mart Stores, Inc. is the world's largest retailer, with $256.3 billion in sales in the fiscal year ending Jan. 31, 2004. The company employs 1.6 million associates worldwide through more than 3,600 facilities in the United States and more than 1,570 units . . .more? Go to Wal-Mart Facts

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Weaknesses Strengths
Profitability Growing Business

No Outstanding Loans Low Staff Turnover

S W
Traffic congestion/parking No room to expand Product mix Static off-sales

Owners children not interest in managing business

Opportunities
Population growth Tourism growth

Threats
By-pass/shopping centre Prospects for farmers not expected to improve Difficult neighbour Rumour of major competitor opening in the area

Industrial growth

By-pass to ease congestion New shopping centre

Assessment of Environment The Business Environment in the Motor Industry is only favourable when sales are good and new innovative designs are imposed. With car manufacturers competing against each others designs and technologies they are forgetting to realise this impacts the customer in the price they pay at the end of the day and will not suit all customers. I think the day is coming where

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the industry will have to go back to basics and leave the technology up to the customers choice. The environment is unfavourable when sales drop. If you look back at when there were only a few main car dealerships selling new cars and very little garages selling second hand cars, you will find that times were better for the industry in which cars were easier to sell. I think there are too many main dealers which created too much competition between them and resulted in companies going bankrupt in the early stages of this recession. The price of VAT & VRT in Ireland is tremendous and accounts to a big chunk of the price a customer pays. Even if the Government abolished VAT on new cars the price would still be quite substantial. The only way VRT will be reduced in Ireland is if cars were made cheaper and less labour was involved because there is no chance of the Government reducing anything relating to taxes as seen in recent times as taxes are going up from 21% to 21.5% and maybe even higher after the next budget. Government levies in place on all workers of 1% will also not help the situation. There is also the threat of car manufacturers suppliers going bankrupt and if that happens then the motor industry will fail to exist.

Recommendations How to manage external environment

Appendices My Learning Outcomes I have learned about how serious the economic state we are in. Money is not taken for granted by society but by government and its taxes. The motor industry has been strong for years, but it took a long time to build up, the Government is its only hope if it is to regain its strength to a surviving level. From undertaking this information report on the Irish Motor Industry, I have gained a great perspective on the importance of researching relevant information in order to construct a concise, well structured report that contains key pieces of information. This allows the reader to access the key findings of my report easily without the need for unnecessary reading. The vital step one needs to take to achieve this is to make out a systematic plan before beginning the report that clearly states the important aspects that should be included. Following this, a great deal of time needs to be assigned to the preparation of the research material which

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involves investigation and research of various resources e.g. annual reports, websites and press releases.

SWOT Analysis - Strengths Begin your SWOT analysis by producing a picture of Tesco's strengths using strategic marketing reports and other business resources. Specific analysis techniques to employ: Determine Tesco's main assets using online business directories, and offline sources like the company report. Visit a Tesco store and look for strengths in Tesco's direct marketing. Compare Tesco with other stores. As questions like: Does Tesco have the best product line? Which supermarket group has the the best advertising? Look at SWOT analysis case studies for Tesco, and for other companies. These can be found offline and online. Find online sources by pursuing a Google search. For offline sources of information use your local university and public libraries and ask for help from the librarians in finding what you need. SWOT Analysis - Weaknesses In performing a SWOT analysis of Tesco's weaknesses, think about the weaknesses that other companies share with Tesco. For instance, comparing Tesco with British Airways might get you thinking about how dependent Tesco is on the UK market (73.8% of 2003 revenues.) Comparing Tesco with Amazon might reveal flaws in its attempts to move into new markets. SWOT Analysis - Opportunities Some of Tesco's main opportunities are on the internet. Look at the Tesco website, and compare it to the opposition. Ask yourself: What opportunities is Tesco missing? Which opportunities are Tesco exploiting? For instance, compare tesco.com and amazon.com. How do the prices of books compare? Which site has the best features? What opportunities can Tesco take that Amazon might be missing? SWOT Analysis - Threats Having already investigated the strengths, weaknesses and opportunities facing Tesco you should have some good ideas about the threats facing it. Concentrate especially on strategic planning to counter threats from other companies. For instance, investigate how Tesco's financial products compare with those from more established providers. A SWOT analysis of Tesco must consider all the competitionin detail.

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Supervalu During 2008, SuperValu had another year of growth with sales of 2.3 billion, up 3.4 per cent. Eight new stores opened. There were also 37 major revamps to SuperValu stores. The SuperValu 'Real Food, Real People' brand promise remains at the heart of all the developments around our retail offering. Our retail partners know they can rely on us. We offer them our innovation, passion, scale and long-term relationships with suppliers. They offer their customers real value, quality and service at affordable prices. Throughout the year SuperValu has delivered thousands of long term price cuts across the entire store, from fresh meat to frozen products, fruit and vegetables to household, as well as healthcare and baby products. Our market knowledge coupled with the closeness of our retail partners to their consumers and communities has fuelled many strong initiatives this year - initiatives like our 'power of free' offerings - eg, buy steak and get your vegetables free - 7 meal deals and big brands for 1 and 2. We've also launched the new SuperValu Real Rewards customer loyalty programme, which operates at a national and local level. Throughout all this activity, however, the SuperValu focus remains the same - to deliver good, honestly priced food for today's consumers, directly into the hearts of the communities in which they live. Centra In 2008 Centra retailers Centra retailers achieved combined sales of 1.5 billion, up 9.3 per cent. They opened 44 new stores. They revamped or extended 82 more. And 2008 hasn't just been about the stores. It's also been about what's in them. We have worked harder than ever to listen to and serve the needs of local communities. Successive NCA surveys reveal Centra to be the most competitive convenience brand in Ireland. There have been ground-breaking initiatives such as our extensive mid-tier own brand range and the 'Rite Price' value range, delivering average savings of 20 per cent and 40 per cent respectively over the equivalent branded product and provides us with an offering that is unrivalled within the convenience market. All of which is what Centra was set up to do. Centra means clever, creative convenience shopping. And that means less hassle for busy consumers. Or, as we like to say, Bright Ideas for Everyday Living. Daybreak

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The convenience store market in Ireland is growing fast. And our Daybreak brand is now recognised as a leading player in that market. Daybreak stores are owned and run by progressive retailers who have a real local identity and independent focus. But they also enjoy the benefits of scale, marketing and technical support our partnership can offer them. And Daybreak is also expanding fast. Our 100th Daybreak store opened in May 2007. By the end of the year that number had increased to 127. There are now 138 stores. A further boost to the brand came from the first ever Daybreak Store of the Year competition. The competition has been enthusiastically embraced by retailers. The overall winner of the inaugural competition was Gearoid and Antoinette Walshs Daybreak, Costello, Co Galway. Their success sums up the message of both the Daybreak and DayToday brands: local and convenient shopping that also offers value and high standards. Musgrave Cash & Carry Our network of cash & carry locations has seen continued investment throughout 2008 with the expansion of the 'Market Place' concept. MarketPlace from Musgrave has been specifically developed to meet the changing needs of the retail and foodservice professional. Customers can access a complete range of chilled, frozen and dry goods as well as an extensive range of non-food, alcohol and catering equipment all under one roof. Our delivered and cash & carry offerings combined provide our retailers with the best of both worlds. And of course our exceptional promotional offers are also a huge draw to retailers and represent great value for consumers. For example, we have extended our 'Killer Deals' promotion to reinforce our commitment to the best possible value in this sector. Cash & Carry locations Ballycurreen, Airport Road, Cork tel: 021 4522100 St. Margaret's Rd, Ballymun, Dublin 11 tel: 01 8835100 Bridgend, Co. Donegal tel: 07493 68710 Tuam Road, Galway tel:091 786600 Park Road, Clare Street, Limerick tel:061 444700 Robinhood Industrial Estate, Clondalkin, Dublin 22 tel:01 4194200 Sallynoggin Road, Sallynoggin, Co. Dublin tel:01 2354500 Tycor, Keanes Road, Waterford tel:051 392800 1-15 Dargan Crescent, Belfast BT3 9HJ tel:04890 784800 Pennyburn Ind. Estate, Derry tel:048 7130570 Supporting local suppliers Bringing high-quality fresh foods to local stores is one of the ways our business delivers value to communities.

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Local produce means more sustainable communities & customers really appreciate the regional connection. In Ireland we currently have more than 600 local suppliers on our books. We go out of our way to support suppliers at community level because this can have an extremely positive impact on local economies. In the Britain, our Budgens stores are also supporting initiatives that bring more local products to market. For example, the Taste of Anglia initiative introduces more than 50 locally-sourced products into local stores. A similar idea in Sussex introduced more than a hundred regional product lines into eight local stores. To get fresh products to consumers even faster we''''ve invested heavily in some of the most advanced fresh food storage and logistics systems in the business. As part of our Sustainability Programme, we've implemented smarter logistics & backhaul that have reduced the distances travelled by our truck fleets. Km saved so far in '09http://musgravesustainability.com/

Awards Together with our retail partners we featured strongly in all the major industry award ceremonies in all our key markets. Musgrave Group Deloitte Best Managed Companies Award Musgrave Retail Partners Ireland Excellence Through People Platinum Award Shelflife GRAM Awards Anthony Robinson, Queallys SuperValu, Killaloe, Co. Clare Symbol Group Manager (stores over 6,000 sq ft) Les Wilcox, Whytes Centra, Kenmare, Co. Kerry Symbol Group Manager (stores 3,000 sq ft to 6,000 sq ft) Barry Fay, Centra, East Wall, Dublin Symbol Group Manager (stores under 3,000 sq ft) Andrew Lenharth, Queallys SuperValu, Killaloe, Co. Clare Best Off Licence Manager Barry ORegan, SuperValu, Merchants Quay, Cork Fruit & Veg Manager Jean OFlynn, Centra, Fermoy, Co. Cork Delicatessen/Food to Go Manager Excellence Ireland Quality Awards 2008 Kilmartins Centra, Dublin Road, Athlone Hygiene and Food Safety Award (Small Retailer Category)
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Riordans SuperValu, Fermoy Emerald Retail Award Ryan Group Group Retailer Excellence Award Forecourt Awards 2008 Chawkes Centra, Castletroy, Co. Limerick Irelands Forecourt & Convenience Retailer of the Year Chawkes Centra, Castletroy, Co. Limerick Best Customer Service Award Chawkes Centra, Casteltroy, Co. Limerick Best Site with a licence to sell Alcohol Award Whytes Centra, Castleisland, Co. Kerry Convenience Store of the Year Checkout Best in Fresh Awards 2008 Scallys SuperValu, Clonakility Overall winner fresh food offering (over 18,000 sq ft category) Garveys SuperValu, Castleisland Overall winner fresh food offering (under 18,000 sq ft category) Pettitts SuperValu, Wexford Fresh Fish Offering Ryans SuperValu, Grange Irelands freshest hot food Smiths SuperValu, Navan Irelands best dairy offering Shelflife C-Store Awards Kilmartin N6 Centra, Dublin Road, Athlone, Co. Westmeath Convenience Store of the Year Platinum Award Winner Courtneys Centra, East Wall, Dublin Gold Award Winner (Stores less than 2,500 sq ft) Floods Centra, Ramsgrange, Co. Wexford Gold Award Winner (Stores 5,000 to 7,500 sq ft) Centra, Point Road, Crosshaven, Co. Cork Best C-Store Off Licence 2008 Centra, Eastwall, Dublin Best Food to Go Department 2008 Store of the Year Lynchs Centra, Crosshaven, Co. Cork Ryans SuperValu, Grange, Cork Category Winners Ryans Centra, Raheen, Co. Limerick Provincial Supermarket Herlihys Centra, Mallow, Co. Cork Community Market Cahills Centra, Marlay Park, Dublin Community Convenience Hennessys Centra, The Quay, Waterford City Centre Convenience Caseys Centra, Castlebar, Co. Mayo Forecourt Riordans SuperValu, Fermoy Off Licence of the Year 2008 2008/09 Irish Distillers and Centra Off Licence Awards Provincial Supermarket & Community Market Category Centra, Tower, Co. Cork Off Licence of the Year 2008/09 Centra, Crosshaven, Co. Cork Wine Store of the Year 2008/09 Markets Community Convenience & City Centre Convenience Category Centra, Marley Park, Dublin Off Licence of the Year 2008/09 Centra, Staplestown, Carlow Wine Store of the Year 2008/09

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References www.independant.ie [accessed 18 February 2009]. Motor Tax Rates 2008 DOE, Heritage & Local Government. [2008] Ferry Bank Motors New Car Prices [February 2009]. www.ul.ie [accessed 30 January 2009]. www.simi.ie Registration Stats 2006 [accessed 12 February 2009]. www.simi.ie Registration Stats 2007 [accessed 12 February 2009]. www.simi.ie Registration Stats 2008 [accessed 12 February 2009]. Echo Newspaper [dated 21 January 2009]. www.google.ie Car Manufacturers Logos [accessed 15 February 2009]. Key Note 2002 Market Review [accessed 30 January 2009]. n 1876 Musgrave was founded by brothers Stuart and Thomas Musgrave. Building on this partnership, Musgrave today is Irelands largest grocery and food distributor and supports more than 3,400 stores in Ireland, the UK and Spain. Its brands include Centra, SuperValu, Musgrave Cash and Carry, Musgrave Foodservices, DayToday, Daybreak, Mace (NI), Londis (UK), Budgens (UK) and DialSur, Dialprix and Dicost (Spain). Musgrave and its retail partners employ more than 56,000 people, 36,000 in the Republic of Ireland alone, making the Company and its retailers the countrys second largest employer. In 2007, Musgrave had a group turnover of 4.9bn which was a 6% increase on 2006. The Company is still privately owned and operated and maintains a strong family legacy. This case study focuses on Musgraves Human Resource Management (HRM) strategies and how its employees are central to its success. INTRODUCTION Employment trends in Ireland have changed considerably in the last 20 years. At one time, people took a job for life approach to employment whereas todays jobseekers/ employees have expectations and career objectives and are willing to chop and change jobs to meet these. Successful companies realise that the people they employ are vital to their success. People are ambassadors of the brand and the Company and are a key component of their corporate brand and strategy - this is often referred to as the People or Employment Brand. Staff retention leads to greater employee morale and productivity and reduces recruitment and retraining costs. Most importantly, a strong people brand can drive business growth and make the corporate brand more valued and valuable. In order for companies to attract and retain the best calibre employees, they must put in place a holistic and dynamic HRM strategy.

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MUSGRAVE GUIDING PRINCIPLES Musgrave has five guiding principles. These represent the Companys overall business strategy. The people brand is central to the principles. 1. 2. 3. 4. 5. Developing brands Driving innovation Achieving lowest cost without compromising quality Creating the best team Growing the business

WHAT IS A PEOPLE OR EMPLOYMENT BRAND? A people or employment brand is the term companies use to describe the experience of working for a specific company. It will include the values they represent, the environment they work in and the goals they share as employees with their employers. A strong people brand is an essential component of a corporate brand and strategy especially for businesses working with the public. People are part of brand success.

Employer Branding Components For example, in a Centra or SuperValu, the only contact a customer may have with the company is via a sales representative and therefore this person must act as a representative for the company / brand and its values. Musgrave realises that to best understand its employees needs it must know its business. The Company has identified a number of key values which it believes are essential to the way it does business. These can be described as: Long-term stable relationships: Musgrave believes in investing in the people who work for it. This means building relationships on mutual trust and respect. Musgrave wants its staff to grow and develop with the Company and supports them and their development. Honesty: Honesty is essential to Musgrave, its strategies and how it communicates with its stakeholders. The Company expects its people to take responsibility for their actions and to respect the Musgrave values. Working hard: Musgrave believes that hard work is vital to its success. It expects employees to work hard and in return supports them with a happy work environment and staff benefits.
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Achievement: Musgrave believes that achieving together and creating a strong team is the strongest part of its business. The Company aims to be the best at everything it does. Not being greedy: Musgrave works as a team and believes that the success of the Company should be shared with all its stakeholders. Working as a team means sharing knowledge and expertise and recognising contributions.

MUSGRAVE HRM STRATEGY Musgrave puts its employees at the heart of its HRM strategy. The Company is an equal opportunities employer and recognises that, to attract and retain an educated, flexible and committed workforce, it must provide them with stable and rewarding jobs and enable them to achieve their full potential. Musgrave is committed to its people by:

Supporting job satisfaction and creation: This is done through regular reviews of policy and employee surveys and consultations. Supporting training, awareness and empowerment: The Company runs an extensive training and development programme that allows its employees to grow and develop within the Company. Providing a safe and healthy working environment: Musgrave recognises the importance of promoting health, safety and welfare policies throughout its operations and regularly reviews this.

Musgrave has put in place a strong HRM strategy and in 2006, the Company became the first company in its sector to receive IrelandsExcellence Through People Gold award. In 2008, the Irish Independent included Musgrave in the 50 Best Companies in Ireland to work for list.

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The Companys HRM Strategy is rooted in its business strategy and Musgrave use the following caption to describe it; Passionate About Partnerships, Passionate About Success.

This caption directly links the Musgrave People Strategy with its business strategy and the Company executes the strategy by dividing its People Experience into four parts representing the life cycle of an employee in the Company;

Joining Understanding and engaging Developing Rewarding and recognising

1. JOINING Musgrave present a clear and straightforward image to current employees and potential staff members. Communication and clarity are key to this strategy and this includes the Companys recruitment process, the materials it uses and the interview process. Recruitment Musgrave recruitment ads are engaging and inspiring to capture the attention of potential employees. The Musgrave website, www.musgrave.ie has a designated careers area where people can access details of the Company, its ethos, current vacancies and details of its graduate programme. Musgrave also offers an incentive for talent spotting if a current employee recommends a friend to Musgrave, it will reward that employee if they join. Interviews/candidate packs Musgrave distributes a candidate pack to all potential employees and recruitment consultants. This pack includes information on the Company, its ethos and its values. Having this information prior to interview, means that prospective employees are clear on what the Company stands for and can demonstrate at interview how they could fit into this structure. The Musgrave interview space is a unique and carefully designed space that is welcoming and inspiring.

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2. UNDERSTANDING AND ENGAGING

It is important that employees are clear on what the Company stands for. This means that the Company is constantly communicating with its employees. Once a person joins the Musgrave team, they go through a considerable induction process which gives them a full overview of the business. This ensures that they are ready to work with Musgrave customers and suppliers in a way that is representative of the values, principles and brands. It is also important for a company to listen to its employees on an ongoing basis. Musgrave does this regularly by conducting regular employee surveys and by always encouraging employee feedback. 3. DEVELOPING Musgrave wants its employees to grow and develop with the Company. To achieve this the HRM strategy uses the concept of talent management and succession planning. This involves managing the entire employee lifecycle from attracting and hiring to promoting and finding a successor upon retirement. By constantly investing in and developing its people, the Company ensures it has a pipeline of talent to enable its continued growth and success. To help its employees, Musgrave offers performance appraisals/reviews, professional development, coaching and mentoring. The Company also runs an extensive graduate development programme (see panel overleaf). Professional development ensures that employees can feel fulfilled professionally and this in turn leads to great quality of service and productivity for the business. Musgrave offers its staff access to internal and external training. It offers an education assistance programme that covers third level fees, study leave and membership of professional bodies. It also regularly runs courses in leadership development, presentation skills, time management and project management. Musgrave Graduate Programmes The Graduate Programme is a flexible project-based placement system. This means that graduates take on a specific role within the Musgrave organisation and train in this area. Most programmes last two years, with the exception of the Finance Graduate Programme, which last 2 years.

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Finance Graduate Programme: Financial and management accounting and analysing the financial performance of the Company. Participants in the programme are required to complete Chartered Institute of Management Accountants (CIMA) exams. The Marketing Graduate Programme: Working on marketing initiatives, new store openings and revamps, category planning, communication development, layouts, images and designs, loyalty projects and event management. New Product Development Graduate Programme: Developing new food products and working and maintaining good relationships with suppliers and customers. Supply Chain Graduate Programme: This programme helps students understand all aspects of the Supply Chain i.e. sourcing, distribution and logistics. Trading Graduate Programme: Planning, sourcing, researching, contracting and purchasing goods and services for the business. Negotiating with suppliers, maintaining relationships and managing extensive portfolios. IT Graduate Programme: Working with leading edge technology to develop applications for the business e.g. computerised stock control systems, tills, payroll systems, website and logistics management. Store Design Graduate Programme: Working with retailers conducting site surveys, producing Computer Aided Design drawings and working with project managers. HR Graduate Programme: Working with the HR department in areas such as: Training & Development, Management and Leadership Development, Performance Management, Talent Management, Recruitment & Selection, Pensions, Employment Legislation and various HR Projects. 4. REWARDING AND RECOGNISING Musgrave rewards its peoples via a suite of employee benefits that include: competitive pay, pension schemes, work-life balance programme, community activity, leave schemes and working options. CONCLUSION As Irelands second largest employer, Musgrave and its retail partners recognise that staff retention is key to building a successful team. Therefore a strong HRM strategy and recognised people brand is vital to its success. Musgrave puts its people as central to its strategy and business development and as a result has become a best practice company to work for. This has been recognised internally by its employee feedback and high levels of staff retention and externally in the Excellence Through People Gold award and the Best Companies to Work For list. GLOSSARY Brand: One of a company's strongest assets although it does not appear on its balance sheet. Branding involves attributing a name, sign or symbol to a company's goods or services. These differentiate products or services from competing goods and service the products. Sometimes branding can be so successful that the brand takes on a personality of its own. Equal opportunities employer: An employer who promotes non-discrimination in employment opportunities. Holistic: Emphasising the importance of the whole and the interdependence of its parts. Human Resource Management: The management of the workforce of a business to ensure sufficient staff levels with the right skills, properly rewarded and motivated. Professional development: The advancement of skills or expertise through continued education. Turnover: This is the volume of business (total sales revenue) over a period of time. www.business2000.ie

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