案例研究论文：乐购和玛莎百货公司的成功

案例研究论文：乐购和玛莎百货公司的成功

乐购和玛莎百货公司成功的公司在当前的时间。产品多样化乐购M&S相比。他们只专注于服装和食品行业。M&S以来获得的利润在服装行业正计划扩大业务进入这个行业。这个分析的目的是M&S的批判性讨论这个角度看。玛莎百货的性能是令人满意的。税前利润保证金发现上升了3.5%,£684.1 m和non-underlying项增加£200.8米,和19.5%的利润是发现£483.3 m。食品部门执行令人满意。国际业务是发现面对汇率波动的重大问题,政治骚动。在印度和欧洲增长低于令人满意的性能。另一方面,特易购的总负债减少了£62亿。公司专注于出售其多元化投资组合范围。组合分析涉及到公司的服务和产品的分离为不同的类别。

案例研究论文：乐购和玛莎百货公司的成功
这些都是用来表示业务组合。这种组合分析使未来的预测。基于这些原则玛莎百货已经决定扩展到服装行业。需要分析的一些基本理论框架在重M&S的焦点。项目组合管理的组织是为了满足公司的战略业务目标(De机智和梅耶,2014)。这是所有分组组合时在PMO的保护伞之下。项目组合管理侧重于治理,维护标准和项目组合的工具。换句话说,它是排序的小项目,使评估、优先级、容量规划和管理财务。项目级别是当一组相关的项目工作,实现公司的战略目标。已经发现的具体交付项目定义在项目的初始阶段,与公司的战略目标保持一致。项目级别的公司是一个临时的任务,用于生产出有形的。

案例研究论文：乐购和玛莎百货公司的成功

Tesco and M&S Company are successful companies in the current times. Product diversification for Tesco is more when compared to M&S. They only focus on the clothing and food sector. Since M&S has garnered profits in the clothing sector it is planning to expand operations into this sector. The purpose of this analysis is to critically discuss this perspective of M&S. M&S performance has been satisfactory. The profits margin before taxes is found to have risen by 3.5% to £684.1m and the non-underlying items rise by £200.8m, and the profit is found by 19.5% to £483.3m. The food sector performs satisfactorily. The international business is found to face significant issues from the currency fluctuations, political unrests. There is growth in India and Europe performance is below satisfactory. On the other hand, Tesco has reduced the total indebtedness by £6.2bn. The company is focused on selling its diversified portfolio range. Portfolio analysis involves the separation of the company’s services and products into a number of different categories.

案例研究论文：乐购和玛莎百货公司的成功
These are used to denote the business portfolio. This portfolio analysis enables in forecasting of the future. Based on these tenets M&S has decided to expand into clothing sector. Some of the basic theoretical framework needs to be analysed before weighing in on the focus of M&S.Portfolio management for the organization is created to meet the strategic business goal for the company (De Wit and Meyer, 2014). This is when the portfolio is all grouped under the PMO umbrella. Portfolio management focuses on the governance, maintenance of standards and a project portfolio tool. In other words, it is collation of a number of smaller projects that enable in the evaluation, prioritization, and capacity planning and financial management. Program level is when a group of related projects work to achieve the strategic goals of the company. It has been found that the specific deliverable of the projects is defined during the inception of the project and is aligned with the strategic goals of the company. Project level of the company is a more temporary undertaking that is used to produce something tangible.