The Role of Strategic Groups in Understanding Strategic Human Resource Management

The current ply and full text archive of this journal is available at www. emeraldinsight. com/0048-3486. htm The ingestion of strategicalalalalal gatherings in perceptiveness strategic benignant imagery centering Judie M. Gannon Oxford School of Hospitality Management, Facultimoy of Business, Oxford Brookes University, Oxford, UK The manipulation of strategic unions 513 Liz Doherty Business School, Shef? old age H ein truth(prenominal)am University, Shef? eld, UK, and Angela Roper School of Hospitality & Tourism Management, University of Surrey, Guildford, UK Abstr featPurpose This article aims to look for how go with and doneing the ch entirely toldenges faced by companies attempts to create militant value through with(predicate) their piece visions and HRM institutionalises can be farmd by insights into the concept of strategic free radicals at bottom industries. Based indoors the multi subject bea hotel direction, this study identi? es how strategic groups pop in the abridgment of HRM dedicates and sexual climaxes. It sheds light on the cherish of strategic groups as a focal point of get a linedressing the centralize on ? rm and manufacture level analyses.Design/ methodology/ blast Senior benevolent resource executives and their teams crossways ogdoad inter studyistic hotel companies (IHCs) were referenceed in merged and regional headquarters, with observations and the show of ac social club certification complementing the interviews. Findings The ? ndings raise that strategic groups emerge from analysis of the HRM practices and strategies utilise to turn out hotel general managers (HGMs) as strategic mankind resources in the beingness-wide hotel exertion. The value of understanding industry structures and dynamics and intermediary levels of analysis be app arnt w present speci? industries place occupational constraints on their managerial resources and limit the range of strategies and ex pansion modes companies can adopt. investigate limitations/implications This study indicates that further investigate on strategic groups get out enhance the theoretical understanding of strategic human resource circumspection and speci? c tout ensembley the forces that act to constrain the winment of war-ridden gain through human resources. A limitation of this study is the dependence on the human resource divisions perspectives on realising supranational expansion ambitions in the hotel industry.Practical implications This study has implications for companies take onment with their executives perceptions of opportunities and threats, and bring ups companies entrust skin to achieve militant reinforcement where such(prenominal) perceptions atomic number 18 consistent with their competitors. Originality/value developings in strategic human resource attention view as relied on the conceptual and theoretical growths in strategic anxiety, however, an understandin g of the impact of strategic groups and their shaping of SHRM has non been previously explored.Keywords strategical groups, strategical human resources, strategical human resource way, transnationalist human resource precaution, Hotel and catering industry, International melodic phrase Paper type Research paper The authors would like to deliver their thanks to the organisations who violateicipated in the seek and the reviewers and Editors who provided insightful and excellent feed covering on earlier drafts. Personnel Review Vol. 41 No. 4, 2012 pp. 513-546 q Emerald Group Publishing express 0048-3486 DOI 10. 1108/00483481211229401 PR 41,4 14 Introduction Most developments in strategic human resource way (SHRM) and supranational human resource way (IHRM) hasten drawn heavily on the strategic instruction belles- permittres (Becker and Huselid, 2006 Schuler and Jackson, 2007). any(prenominal)(a) of the earliest models associated with SHRM (such as Fomb top et a l. , 1984 Beer et al. , 1984 Hendry and Pettigrew, 1986 and Guests (1989) model) provide insights into how lead story HRM thinkers contri scarcelye approached the strategic dimensions of HRM. such insights be scram focused on the cerebrate or ? amidst outline and HRM, environmental analyses as the basis for strategic focus informing (and in both(prenominal)(prenominal)what cases informed by) HRM, and borrowing concepts and theories with their origins in the strategic perplexity publications, such as organisational and product life cycles, and private-enterprise(a) strategies (Schuler and Jackson, 1987 Sanz-V whollye et al. , 1999 Miles and S promptly, 1984). Despite the advances made in both beas in that location has been minimal rumination of the ways that strategic groups, not solitary(prenominal) industries and ? rms, in? ence HRM strategies and practices in the hunt of rivalrous receipts (Box in all, 2003). Strategic group research identi? es how groups of ? rms engage in similar strategies in order to compete effectively at bottom industries and work industry structure and contender. Panagiotou (2006 p. 440) de? nes strategic groups as . . . those groups of ? rms at bottom an industry, which ar characterised by similarities in their structure and warlike beliefs as wellhead as their angle of inclination to follow similar strategies a great key strategic dimensions in a speci? direct environment. The death penalty differences between strategic groups ar the focus for actually much of this research, that mobility between groups and the structural dimensions of industries view in like manner legitimate attention (Ferguson et al. , 2000 Leask and Parker, 2006 Porter, 1980 Reger and Huff, 1993). As such strategic group research has genuine as a central research theme in strategic management. One of the closely no give in looking ats of strategic groups research is that it highlights and reinforces the splendour of crabbed industry confront ringtings.This is an substantial consideration for the development of SHRM research as there is now growing recognition of the value of industry and sector speci? c SHRM research where the nuances and structural dimensions of industries atomic number 18 empha coatd (Boselie et al. , 2009 Paauwe, 2008 Paauwe and Boselie, 2008 Tyson and Parry, 2008). The aim of this study is to explore how the strategic group concept can inform SHRM approaches. Speci? cally it sets out to report how strategic groups can help us understand why companies argue to achieve sustainable private-enterprise(a) advantage.This aim is achieved by initially investigate the strategic group literature and evaluating where it adds insight and value to the SHRM approaches literature. on that pointafter the ? ndings from an in-depth experimental study of the HRM practices and strategies deployed crossways a globose industry atomic number 18 used to highlight the role of strateg ic groups in cons bringing up companies capacities to antitheticiate their SHRM approaches and practices. be feat this article also satis? s the demand for much(prenominal) than sector light-emitting diode SHRM research (Paauwe, 2008 Paauwe and Boselie, 2008 Tyson and Parry, 2008). This article unfolds as follows. Initially an evaluation of the strategic group literature is provided followed by an analysis of the contemporary debates in SHRM (Boxall and Purcell, 2000, 2003, 2008 Boselie et al. , 2002, 2003). The limitations of the SHRM literature are re? ected on in light of the strategic group literature and the potential contri justion this ? eld towards a much nuanced understanding of SIHRM approaches and practices.The research institution for the study is subsequently outlined alongside an overview of the mise en scene of the research, the globose hotel sector. The qualitative data analysis is hence considered with the HRM practices and approaches which are found to be common across the whole industry, similar across particular strategic groups and perspicuousive to speci? c companies explored sequentially. The implications of these various layers of HRM practices and strategies, and speci? cally the strategic group dimension, are accordingly discussed in relation to the extant research. Of speci? c note is the way such ? dings reinforce the challenges companies face when pursuing agonistical advantage through human resources and how the national, industry and strategic group pressures for tenderization limit opportunities to develop idiosyncratic and incorporate HRM interventions and strategic human resources. Literature review building tie between strategic groups and SHRM approaches Strategic groups The strategic group concept emerged at bottom strategic management as an attempt to better understand the competitive backdrop and demands faced by companies operating in an industry (McGee et al. 1995 Porter, 1980 curtly et al. , 2007). S trategic management analysis has typically taken place at the level of the ? rm and the industry, and has omitted the interface of ? rm and industry competitor behaviour. Originating from the broader ? eld of industrial establishment economics in the 1970s, strategic groups were identi? ed as gathers of companies inwardly industries (Porter, 1980). such divisions arise because industries are not collections of heterogeneous companies but subsets of ? ms stray by mobility barriers limiting breakment between groups (Ferguson et al. , 2000 McGee et al. , 1995). Strategic group research has facilitated a better understanding of how group structure can blueprint rivalry and ultimately execution, as well as group identities and reputations. It has also illustrated how strategic group reputations serve to reinforce mobility barriers to other industry competitors (Dranove et al. , 1998 Ferguson et al. , 2000 Leask and Parker, 2006 Peteraf and Shanley, 1997).The analysis of the busine ss environment as an objective reality, achieved contourically through cluster or factor analysis of partnership data (Reger and Huff, 1993), drives most investigations in this area. However, Panagiotou (2006, p. 441) summarises the teleph wizard lines of this prescriptive approach as leaders to . . . a preoccupation by managers that strategic management is all about prescribing strategies for stanceing a business in a particular industry structure, having ? rst carried out a innate economic analysis base on the implicit notion that industry structures are relatively s gameboard and easily identi? ble. The role of strategic groups 515 more(prenominal) recently a cognitive approach to strategic group research has emerged base on the argument that managers simpli? cation of their complex competitive environments and perceptions of similarities and differences among their rivals will casting strategic ratiocination-making (Panagiotou, 2006, 2007 Reger and Huff, 1993). muc h(prenominal) managerial insights into competitive groupings offer fleeter conceptions of the way decision-makers behold their own organisations and their rivals and hence how these determine and implement strategies.These arguments suggest that strategists PR 41,4 516 understand (and approach) their competitive environments in similar ways, and are related to the ideas of institutional assimilation and isomorphy (DiMaggio and Powell, 1983 Powell and DiMaggio, 1991). Therefore, the capacity of ? rms to pursue clean-cutive practices for competitive advantage may be limited by constraints, such as organisational inertia and forms of isomorphism (Reger and Huff, 1993 Boon et al. , 2009). Strategic groups are wherefore another grand aspect of the structural dimensions which foster this organisational sluggishness.These are scathing insights where the pursuit of competitive advantage through human resources, HRM practices and strategies has gained substantial support in recent eld (Becker and Huselid, 2006 Boxall, 2003). However, this quest for distinctive or idiosyncratic HRM practices and strategies to attain competitive advantage subscribes to be resolved against the pressures to conform and achieve social genuineness within sectors. The coterminous section evaluates the contemporary SHRM approaches and highlights where the strategic group literature contributes to their enhanced understanding.The strategic HRM approaches Three chief(prenominal) SHRM approaches dumbfound emerged as the back for understanding and achieving sustained corporate success through human resources (Purcell, 1999, 2001 Boxall and Purcell, 2003, 2008). enchantment the opportunities for simultaneously enacting these approaches are now well-rehearsed it is useful to revisit them brie? y as part of developing the theoretical connection with the strategic group literature. The beat practice SHRM approach encourages companies to adopt sophisticated or high action practices across their human resources in order to achieve competitive advantage (Pfeffer, 1998 Huselid, 1995).Considerable criticism of the trounce practice SHRM approach occurs in relation to what actually represents sophisticated HRM practices and the empirical basis on which these practices are suggested (Marchington and Grugulis, 2000 Boxall and Purcell, 2003, 2008). Furthermore, the conventional best practice SHRM approach suggests that these superior HRM practices should be adopted regard little(prenominal) of opposite industrial and national boundaries (Marchington and Grugulis, 2000 Boxall and Purcell, 2003, 2008).Recent evaluations of the best practice SHRM approach subscribe emerged recognising that within industries there may be certain HRM practices and approaches which are obligatory (Boxall and Purcell, 2003, 2008). The table stake concept suggests there are established (HRM) practices adopted by all businesses in an industry which serve to legitimise their position in that industry. This concept has thus been recognised as an adaptation of the best practice SHRM approach (Boon et al. , 2009 Bjorkman, 2006 Boxall and Purcell, 2003 Paauwe and Boselie, 2003).The table stake variation of best practice SHRM approach is based on the institutional assimilation literature where organisations struggle to discern themselves from their industry associates while simultaneously achieving legitimacy (institutional ? t) in their sector (DiMaggio and Powell, 1983 Powell and DiMaggio, 1991 Oliver, 1997). isomorphism is the process which constrains organisations attempts to contrastiveiate themselves within the said(prenominal) institutional scope (DiMaggio and Powell, 1983).Isomorphism emerges in two broad variations competitive isomorphism where foodstuff pressures and performance targets are emphasised and institutional isomorphism where institutional factors associated with socio-ethnical, technological and economic parameters are highlighted. The adoption of best practice SHRM approach across an planetary circumstance has also been roundly critiqued (Brewster, 1999, 2006 Sparrow et al. , 2004) due to the ingrained national institutional and cultural conventions, which are seen to regulate the value of various high performance HRM practices in other countries (Brewster, 1991, 2006 Sorge, 2004).However, this does not mean that across a inelegant all industries have the very(prenominal) HRM practices. Much of the IHRM literature could be seen as disproportionately focused on the enkindle and host state of matter cultures and formations in light of the evidence on SHRM approaches and practices in hospitals, topical anaesthetic government and hotels (Boselie et al. , 2002, 2003). Such studies indicate that institutional and competitive isomorphisms differ across industry contexts creating distinct table stake HRM practices in contrastive industries within the same country (Boon et al. , 2009 DiMaggio and Powell, 1983).Furthermore , such evidence recognizes that national institutional dimensions may have less of an impact than competitive institutional dimensions on virtually industries and their resulting people management practices. This level of industry interplay on the best practice approach is valuable but in light of the strategic group insights it is clear that companies do not compete directly with every other troupe in their industry. Instead they are likely to have particularly block rivals whose practices, products, managers, innovations and initiatives will be of speci? interest to them (Panagiotou, 2006 Peteraf and Shanley, 1997). As such there may be another layer of consistency and similarity in HRM practices due to the close rivalry of strategic groups, in addition to those identi? ed by the table stake version of the best practice SHRM approach across an industry. The best-? t SHRM approach suggests a ? rms commercialize position and strategies drive and shape its HRM policies and practi ces. Within the best ? t SHRM approach a range of theories have emerged from those that more simplistically link speci? dodging choices to HRM practices and policies (Delery and Doty, 1996 Miles and Snow, 1984 Schuler and Jackson, 1987) to more complex models (Fombrun et al. , 1984 Hendry and Pettigrew, 1986) which envision a range of corporate characteristics (strategies, positions, portfolio characteristics) determining people management practices. Within the IHRM area, much of the research has also focused on the in? uential nature of national differences as well as strategic models (Perlmutter, 1969 Bartlett and Ghoshal, 1989, 2000 Edwards et al. , 1996).For example the models of international orientation (Perlmutter, 1969 Heenan and Perlmutter, 1979) product life-cycle phases (Adler and Ghadar, 1990) and international responsiveness versus integration (Bartlett and Ghoshal, 1989, 2000 Edwards et al. , 1996) are all based on strategic choice arguments derived from the strategi c management ? eld. The main thrust of the strategic dimension to IHRM has revolved around the question of whether HRM practices are determined by corporate or business strategies and customised or evaluate across national boundaries with some authors providing detailed analyses of the contingency of speci? factors (Boselie et al. , 2002, 2003 Coller and Marginson, 1998 Easterby-Smith et al. , 1995 Ferner, 1994, 1997 Ferner and Quintanilla, 1998 Hannon et al. , 1995 Newman and Nollen, 1996 Rosenzweig and Nohria, 1994 Rosenzweig, 2006 Thompson et al. , 1998). The weaknesses of the best ? t SHRM approach are its distorted attention on the foreign context as determining strategies and practices based on foodstuff positioning, cultural and institutional factors and its inability to secure competitive advantage where several companies within the same sector pursue similar strategies and grocery storeThe role of strategic groups 517 PR 41,4 518 positions (Boxall and Purcell, 2003, 20 08 Kamoche, 2001 Wright and Snell, 1998). Such criticisms are similar to those voiced by contemporary strategic management researchers on the objective and prescriptive versions of strategic management being the primeval in? uence on strategic thinking and decision-making at the expense of managers and executives perceptions of positions and rivalries (Reger and Huff, 1993).Indeed Panagiotous (2006, 2007) research on executives perceptions, as opposed to the economic analysis of the competitive terrains, competitor strategies and industry dynamics shaping strategic groups, highlights that executives whose ? rms belong to the same strategic groups react to burdens and market factors in similar ways. This suggests, that not only when are companies constrained by the suggested strategies and market positions they develop, but that there are limitations to the options they can take to distinguish themselves because of the added level of similarity strategic groups create.Finally, the resource based view (RBV) SHRM approach has been proffered as an alternative to the best practice and best-? t approaches due its internal focus based on creating competitive advantage through the leverage of valuable, rare, inimitable, non-substitutable and rent achieving (human) resources (Morris et al. , 2006 Wright et al. , 1994, 2004). The empirical research musical accompaniment the RBV SHRM approach (Boxall and Steeneveld, 1999 Leonard-Barton, 1995 Marchington et al. , 2003) clearly highlights that human resources can ful? l the criteria of resources which deliver competitive advantage.The most valuable human resources are those identi? ed as the strategic human resources or rainmakers who ful? l the RBV criteria of adding exp acential supplementary value to companies. By developing HRM practices, which are idiosyncratic and interdependent, the RBV approach argues that companies can capitalise on their proprietary stainledge and transfer it creatively and effectively acro ss its workforce. several(prenominal) authors (Bonache and Fernandez, 1999 Harvey et al. , 1999, 2000 Taylor et al. , 1996) have adopted this approach and identi? d that capitalising on internal resources to achieve competitive advantage is quite different from the best-? t SHRM approach because it surmounts the external views of the best-? t approach. This view is neatly outlined in the frustrations of Cappelli and Singh (1992 in Wright et al. , 2004 p. 11) . . . legion(predicate) within strategy have implicitly assumed that it is easier to rearrange complementary color assets/resources condition a choice of strategy than it is to rearrange strategy given a set of assets/resources, even though the empirical research seems to connote the opposite.The RBV SHRM approach offers speci? c insights into the value of internal resources in securing successful international public presentations (Bonache and Fernandez, 1999 Harvey et al. , 2000). Speci? cally particular groups of human r esources are seen to have an honoured position within companies where they transfer tacit cognition to new-sprung(prenominal) markets and provide sustainable competitive advantage (Prahalad and Hamel, 1990 Scullion and Starkey, 2000). Taylor et al. s (1996) study used the RBV approach to locate the precise role of HRM competence within international ? ms, the part senior management play in seeing the societys potential to develop HRM competence and the different groups of human resources who constitute ? rm strategic human resources. However, the weaknesses of this SHRM approach are its omission to clearly depict the interplay between internal resources and environmental factors, and the recurring evidence that ? rms struggle with the challenges of their competitive sector to achieve distinctiveness and success through their human resources and HRM practices (Boxall and Purcell, 2003, 2008). Once again the strategic groups literature provides speci? insights here in querying w hether the pursuit of competitive advantage through the leveraging of the ? rms distinctive resources is restrained by the in? uence of their closest strategic group (Panagiotou, 2006, 2007). Clearly from to each mavin one of the SHRM approaches (table stake best practice, best-? t and RBV) have some resonance and these perspectives are summarised in tabularise I in footing of their initial focus and the levels of context where their attention is directed. There is an overall tendency across the SHRM literature for tensions, contradictions and im eternal sleep (Boselie et al. 2009) as evidenced in the likewise prescriptive best practice approach, the highly contingent best ? t approach (focusing on speci? c market or national context factors) and the RBVs spotlight on the internal resources of the organisation. Individual adoption of these approaches is marvellous to provide a meaningful depiction of how companies might pursue competitive advantage via their human resources o r HRM practices. Instead it is argued that companies can use a combined and simultaneous version of the triple SHRM approaches in an attempt to balance the external and internal perspectives adopted by the best-? and RBV approaches, while also recognising the important in? uence industry isomorphism (table stakes) has on the creation of a set of HRM practices (Boxall and Purcell, 2003, 2008). Even where such a combined and simultaneous model of SHRM has been advocated (Boxall and Purcell, 2003, 2008) there appears insuf? cient understanding of, and insight into, the industry or sectoral level of analysis (Boselie et al. , 2009 Boxall, 2003 Paauwe, 2008 Paauwe and Boselie, 2008). By exploring SHRM practices and approaches across an industry, rather than across speci? national or attach to contexts, a better understanding of the internal and external challenges faced by competing organisations to achieving distinctive HRM strategies and practices becomes manifest. Alongside this eva luation of the SHRM approaches, the strategic groups literature highlights that these clusters of close rivals may deepen the SIHRM approaches Primary focus Level Company/? rm The role of strategic groups 519 election based view (RBV) Competitive advantage achieved through developing resources versed which are Valuable, Rare, Inimitable, Non-substitutable and Rent achieving Best ? Based on crafting HRM practices tied to strategic management External models typically through strategic analyses tools of market position Based on aligning HRM practices to different international and domestic cultural and institutional contexts and ships beau monde demand for standardisation Best practice originally identi? ed as sophisticated practices capable of External achieving competitive advantage Now associated with HRM practices which are table stakes essential for operating with social legitimacy within an industry Competitive market National contexts and competitive market Industry du ck I.The initial focus of SIHRM approaches PR 41,4 challenges ? rms already face in realising note through their human resources and HRM practices. Indeed where industry analyses highlight the importance of conformance of industry members, to particular HRM practices and systems, strategic groups suggest another layer of orthodoxy among closest rivals which limit the pursuit of distinctive competitive advantage by ? rms. Research design Analysis of strategic groups requires an industry focus and this research was undertaken within the context of the international hotel sector.This sector has been identi? ed as international by nature (Litteljohn, 2003 Litteljohn et al. , 2007) with companies achieving growth through a range of market entry modes, typically engaging with different candor partners (Whitla et al. , 2007). Managing portfolios of hotels with diverse possessorship arrangements (such as the asset light options of management contracts, franchises and part equity agreemen ts) has created challenges for international hotel companies (IHCs) (Beals, 2006 Eyster, 1997 Gannon et al. , 2010 Guilding, 2006).Traditionally hotel general managers (HGMs) have been seen as strategic human resources (Boxall and Steeneveld, 1999 Marchington et al. , 2003) responsible for creating pro? table hotel units through their leadership and operative expertness in the hotel industry (Forte, 1986 Kriegl, 2000 Ladkin and Juwaheer, 2000). However, the asset light market entry modes create more recently as a result of IHC portfolio expansion have resulted in managers and executives experiencing different challenges and requiring enhanced skills sets.At the heart of this study was the aim to explore how IHCs have developed IHRM strategies and practices to manage their international managerial resources within the broader context of the sectors competitive forces, growing industry concentration and in the presence of strategic groups (Curry et al. , 2001 Litteljohn, 1999 Roper, 1995). Any attempt to capture people management strategies and practices across an industry, as well as at the ? rm level, involves the adoption of a comprehensive try of organisations. This study used an industry de? nition of global operations based on companies operating hotels across ? e out of the sise economically viable continents, as a purposive es register technique (Saunders et al. , 2000). This research stage comprised substantial secondary data collection on the broader international hotel industry with information on service levels, ownership modes, defacements, portfolios and geographic penetration and the information is captured in plank II. Only nine companies met these global criteria and eight of these nine companies granted access to their senior human resource executives (typically viciousness c hairs-breadthmans of Human Resources) and administrative teams, and HR systems and materials.The ? eldwork interviews took place at the atomic number 63an corpo rate headquarters, regional of? ces and in hotel units for the eight companies. Interviews with the senior HR executives for each of the eight companies form the main part of the data. These interviews lasted around four hours on average. In addition, time was also spent with administrative teams, reading documentation and observing meetings. A checklist was developed to complement the interview questions and data, and to systemise the collection of ships company documentation, observations and interactions with the administrative teams (Robson, 2002).Documentation included HRM policies, performance appraisal forms, training manuals, organisational charts, company communications, job descriptions, succession plans and demonstrations and hard copies of HR databases. The interview 520 International hotel companies Suggested strategy and methods of growth Differentiation strategies based on the power of the companys hotel shuffle severalize. Expansion in prime city centre and empl oy locations and the development of hotel clusters in countries or regions achieved through management contracts and joint ventures several(a) strategies deployed at the different market levels.Budget brands operate on a no frills strategy. International high life properties follow a eminence ( allowance price) strategy. One trio of properties are owned and two-thirds are management contract arrangements. Growth through management spotting, franchising or marketing agreements and some ownership Focused specialism strategy based on distinctive design and architectural features associated with properties and attention to detail service style. Grows solely by securing management contract agreements with take away investors Differentiation strategy based on developing modern and ef? ient ? rst class hotels. Growth achieved through management contracting, rather than ownership, and a global league with one of Americas largest international hotel corporations Operates at differen t market levels particularly concern with distinctiveness and value for money and therefore a broad hybrid strategy is identi? ed Mixed type of operation is used across portfolio approximately 46 per cent owned, 21 per cent leased, 22. 5 per cent management contracts and 10. 5 per cent franchised (continued) 150 ? prestigiousness international brand National UK mid(prenominal)-market brand 48 number of hotelsBrands Number of countries Anglo-American allowance Britbuyer 900 Nine brands at international and domestic levels Upscale mid(prenominal) market Budget 50 Contractman International 200 Four luxury or upscale brands 35 Euroalliance One upscale brand 16 50 * Euromultigrow 2,500 ? Seventeen brands split into Upscale and midscale Economy and work out blank hotels 73 521 The role of strategic groups hold over II. Pro? les of global hotel companies in sample PR 41,4 522 International hotel companies 2,300 ? Five brands two at mid market prestige brand Budget brand Holiday res orts 63 FranchiseKing GlobalallianceUSBonusbranda 700 Seven brands Two at both mid market and budget levels Prestige brand Suites Holiday resorts Prestige brand Mid-market brand northwestern America 63 35 US swaggeredeconomy Note a This company did not participate in the ? nal stages of the research Table II. Number of hotels Brands Number of countries Suggested strategy and methods of growth Hybrid strategy based on presence across a range of market sectors but competitively priced in each sector. Company documentation states the aim as To be the preferred hotel system, hotel management company, and lodging franchise in the ground.To build on the strength of the FranchiseKing name utilising quality and consistency as the vehicle to enhance its comprehend value for money position in the middle market. Focused differentiation strategy based on international exposure and expertise in the luxury hotel market. Growth through management contracting, franchising or marketing agreemen ts and some ownership Deploys several strategies including a hybrid strategy for its domestic units and a differentiation (with premium price) strategy for most of its international properties at the prestige level.Growth through management contracting and franchising, with limited ownership Adopts a variety of strategies including a hybrid strategy for its domestic units and a differentiation (with premium price) strategy for most of its international properties. Growth through management contracting some ownership and franchising 190 Prestige brand Mid-market brand nitrogen America 70 460 transcripts, ? eldwork notes and documentation allowed cases to be written for each company which were sense-checked by industry informants and against the research teams notes and observations.Access was granted to the eight companies on the basis of offering con? dentiality to participants and organisations. Each company was defend through the allocation of pseudonyms and all data and notes collected re go company name and trademarks to provide con? dentiality. This is in keeping with the widely adjudge dif? culties of gaining access within this industry (Litteljohn et al. , 2007 Ropeter and Kleiner, 1997). The cases built on the interview transcripts, observations and company documentation data meant that ualitative analysis was achieved through the tools and computer aided techniques recommended by key authors (Miles and Huberman, 1994 Silverman, 1997, 1999). The process of initial coding identi? ed HRM practices, management criteria and company strategies and characteristics. Descriptive coding was then used to highlight speci? c activities and family relationships between HRM practices and approaches, and company characteristics. Further interpretive coding and analytic coding were highlighted through the themes presented by the respondents and the theoretical relationships arising from the data and initial coding (Silverman, 1997, 1999).Of particular importanc e were the themes of similar and distinctive HRM practices deployed by the companies, strategic groups and across the sample. Results Across the sample of eight IHCs evidence of common HRM interventions deployed included a reliance on strong internal labour markets for unit management positions training programmes with ordinary components the use of performance appraisal as a mechanism for monitor and evaluating human resources natural endowment, the deployment of speci? c contractual agreements and conventions the recurrent use of corporate communications channels and speci? HRM responses to cultural and international challenges. The shared aims of these practices indicated that the IHCs were adopting the table stake version of the best practice SHRM approach across their international portfolios (Boxall and Purcell, 2003, 2008 Boselie et al. , 2003, 2009). The nigh stage of data examination involved the identi? cation of company speci? c HRM practices based on the best ? t and RBV SHRM approaches. However, subsequent analysis of the qualitative data began to identify another layer of similar HRM interventions centred on the appearance of strategic groups within the sample.There appeared to be similarities between the companies based on strategic variables such as parent company ownership, the scope of the hotels organisations activities (levels of internationalization, geographical coverage, and market segments) resource commitments (including size, brands and market entry modes) and centric and transnational orientations. As a result the sample was demarcated into three strategic groups. These are labelled the Multi-branders, Mixed Portfolio Purchasers and Prestige Operators.Table troika summarises the strategic similarities and differences between the three groups and their IHC members. Patterns of HRM interventions across the three strategic groups are apparent from the data supplied by the executives, their teams and the documentation. These patterns focus around six areas The role of strategic groups 523 PR 41,4 sameities Differences 524 Table III. International hotel company strategic groups Strategic Group 1 The Multi-branders (two companies) National cultural origins FranchiseKing and bring up companies related horizontally Euromultigrow diversi? d Mid-market brand dominates in Large size 2,000 ? hotels one company while distinct High levels of internationalisation but brands used for different market strong domestic base (French and USA) segments by other nonuple brands (luxury to budget) Dif? culties aligning parent company, brand One company uses more names and operations franchising Hybrid strategies Range of market entry modes Ethnocentric orientation Global organisation Strategic Group 2 The Mixed Portfolio Purchasers (two companies) Britbuyer and Similar size (between 400 and 1,000 hotels) Diversi? ation of parent companies is different US heterogeneouseconomy Mid-position in internationalisation force Strong domestic presence and distinctive One company has more international operations ownership/partial ownership of Range of market entry modes hotels Acquisitive growth of European prestige brands One company has much smaller Brands offered at similar market levels Challenges of aligning disparate domestic budget brand domestic interests and international portfolios, corporate strategies and new acquisitions Ethnocentric orientation but with some geocentric aspirations Multinational rganisation Strategic Group 3 The Prestige Operators (four companies) Two companies have separate Parent companies related diversi? ed Anglo-American domestic operations Similar size (between 50 and 202 hotels) Premium Similar levels of low internationalisation Contractman Two companies have gravid Focus on luxury, ? st class hotel market International through strategic partnerships (resort and business) Euroalliance Strategies broadly differentiation and Globalalliance One company uses a broader focused differentiation range of market entry modes Growth primarily through management contracting Broadly geocentric but with some aspects of ethnocentrism Transnational organisation (1) (2) (3) (4) (5) (6) the levels where HRM is focused different views about management skills and transferability across brands how international and domestic operations function extent of owner in? ence and cultural differences how and where managerial natural endowment is found and where speci? c career interventions emerge. Table IV captures some of the comments from interviews across these six levels and the three strategic groups. The HRM interventions and features developed by the three strategic groups are outlined in Table V along with the strategic variables which distinguish the groups. Strategic group 1 Multi-branders The sheer size and scale of their multi-branded operations indicated parallels between the HRM approaches taken by the Multi-branders (see comments in Tables IV and V).both compan ies boasted a slender mass of hotels in key countries or regions of the world resulting in more localised enlisting and development approaches. For example, they operated UK only management training schemes and then speci? c recruitment initiatives tailored to educational systems, notably the French training and German apprenticeship schemes. The size of these two companies also meant they allowed their distinct brands to develop someonely which had apparently resulted in some speci? brand HRM practices. Both companies recognised there were few opportunities for managers to transfer between the different brands leading to bottlenecks in internal labour markets, where some brands grew more quickly and offered protracted transfer and promotion possibilities. The Multi-branders had attempted to deal with these issues in slightly different ways, though both now had structures, enabling moves between managerial levels across brands to achieve some overall parity across their company.In one company (Euromultigrow) there was a guide to the different positions within each brand to encourage internal brand transfers of human resources. This guide was based on extensive negotiations with managers across the companys brands, although parent country nationals (PCNs) reign among these managers and the companys University was responsible for the roll-out training for this guide. Franchiseking had developed a competency-based HRM system designed to identify common areas of expertise across its brands and as one HR executive identi? d all managers with line responsibilities had to attend and use this framework. The competencies were developed in accordance with a HRM consultant ? rm and used exist and future high potential managers across the companys portfolio to identify appropriate behaviours of successful managers. Competencies were heavily in? uenced by the companys existing management team comprising mainly PCNs. The company then ran a series of training sessions fo r its senior managers so the competencies formed the basis for all selection, performance appraisal, promotion and training decisions and activities.These attempts to closely manage their large portfolios of convertible brands across geographically disparate locations meant the Multi-branders adopted an ethnocentric orientation to internationalisation with PCNs dominant in subsidiary management positions, which runs somewhat counter to their critical mass of units and attempts to localise too. The Multi-branders commented less extensively, compared with the members of the other two strategic groups, on the level of interference from property owners where management contracts were used.They argued this was probably because their highly standardise brands, even at full-service levels, meant owners knew what to expect, and they did not attempt to interfere in the day-by-day management of hotels. The selection of managers for managed properties was also less troublesome for the Multi -branders. In most cases executives could appoint whomever they wanted and The role of strategic groups 525 PR 41,4 526 The levels of focus for HRM Table IV.Responses from HR executives from the strategic groups Multibranders Our area, regional human resource executives run national versions of our company University training and recruitment programmes to ? t with national vocational education. henchman HR theatre director for Euromultigrow EAME We have a critical mass of hotels in certain countries and have built real presence so we need to adopt some of their practices as long as they ? t now with our competences. collective cultivation and Development Director FranchiseKing In France, Germany, the UK and the Benelux and Scandinavian countries, where we have critical mass, they have some ? xibility for recruitment and training. It has been a bit of a struggle with our acquisition of M to get this right, though. Britbuyer HR EAME director Some areas, with more hotels, have a little bit more indecorum than others and we have them do their own management recruitment and training, based on our head-of? ce materials. sin chairman HR USmixedeconomy Mixed Portfolio Purchasers Prestige Operators We run a graduate management programme to ensure we have our next crop of managers waiting in the wings. We also have an executive management programme which includes an MBA both are designed to get us the GMs of the future. Corporate Director of Human Resources Globalalliance Our graduate management programme is being revitalise for next year and well be targeting the brightest from the hotel schools in Holland and Switzerland for EAME. All our graduates essential have language skills and meet speci? c fellowship requirements. Anglo-American Premium Vice president of HRs I dont think graduate management schemes per se work. Instead we recruit graduates, mainly from Switzerland and the Dutch schools, into real jobs and although theyre a hotel resource, we (h eadquarters) monitor their progress and target them with speci? courses to try and bring them on. HR Vice death chair Euroalliance (continued) Multibranders We had to respect what was there. The predominant national culture of the newly acquired company) meant that we had a lot of communicating and educating to do within our company and within theirs. We moved managers within (names the acquired company) between units to give them a fresh start and many of them are still with us. It worked out well really. Regional HR director USmixedeconomy Mixed Portfolio Purchasers Prestige Operators Views about management skills No, not so many people transferred.It was and transferability across brands quite common between one brand and also quite common between (names two other company brands at the same market level) but not at all between the others. It was dif? cult, not comfortably. Now we will have a stronger parent company from this new structure. HR Vice chairman for Euromultigrow GMs skills needs blow over into four skill sets which one is managing myself based on the premise that if I cant manage myself then I cant really manage anybody else. Then managing others and then the third one is problem solving and decision making and the fourth one is pro-active achievement.Very dif? cult to measure, but the actual achievement levels and the go for it and taking that extra risk, the entrepreneurial part. And then there is the languages and We have been training them in the use of behavioural event interviewing to help them, When we acquired company M there was cultural bit. HR Vice chair Euroalliance . . . to spot the competencies. This allows us a bit of a standoff basically because they to see where in the portfolio of brands they wanted to be acquired by somebody else It It feels it is dif? ult to see where a young managers next move is in an international can move to Corporate Training and didnt help that the CEO of our company company without the right language skills Development Director FranchiseKing went round their hotels saying get rid of this or do that. Things have changed now, to allow widening of transfer options. Anglo-American Premium Vice again. Theres more appreciation of what chairwoman of HRs acquired company does right on the international scene and were a lot more There are core or critical parts to our open to learning from them.Its now twobusiness marketing and sales, managing way. Britbuyer HR EAME director human resources, ? nancial management, creative decision making and leadership. These need to be displayed across cultures across properties to make it as a GM. Vice President HR Contractman International (continued) The role of strategic groups 527 Table IV. PR 41,4 528 How international and domestic operations function For an international GM you need languages and international experience that is why some managers from brands back home dont make it. Vice President HR USmixedeconomy Table IV. Multibrand ers Most of these potential GMs do tend still to be the same nationality as the company, but I dont know why. We dont necessarily want that, at all. HR Vice President for Euromultigrow All GMs are informed that the best way to read and become familiar with the (competency) guide is to read the English version ? rst this is the unequivocal version. Corporate Training and Development Director FranchiseKing Mixed Portfolio Purchasers Prestige Operators why the four different parts of the world?Well each one has some strengths. I mean that States you take marketing and very different human resources. Asia you still have the luxury of being able to have a lot of employees and a far bigger budget because cost are lower. Japan because the way, the mentality of the Japanese market and customer is different, and Europe to do same thing but with a very implike budget because costs are so high. Vice President HR EAME Contractman International Our domestic brand managers arent our interna tional mangers. There is no transfer, well ok I can think of one or two.You need international experience which creates a bit of a clear 22 because it is the old thing of you cant get the job without the experience and you cant get the experience without the job. Britbuyer HR EAME director A future GM must have worked out of doors his or her home country before they can be promoted to this level. It is important for managers to have language skills not only to help them operate in particular locations but also because there are far more career opportunities for those individuals who can demonstrate language pro? ciency. Transfers are then an important aspect of developing a career. Anglo-American Premium Vice President of HRs (continued) Multibranders Well most of the time, it depends on the case of course, most of the time, the shareholder of the hotel will be an investor but he will not be an operational actor. He is interested in the bottom line, not what goes on intimate th e hotel. HR Vice President for Euromultigrow Mixed Portfolio Purchasers Prestige Operators Usually owners interview the three candidates we put forward for each GM position and invariably, well they select the candidate preferred by the company, though Vice Presidents a good deal have to use some powers of persuasion. Anglo-American Premium Vice President of HRs We have to know our owners really well to give them the GMs they want and need. Thats a tough call when youre growing so much. Vice President HR Contractman International Some owners are really dif? cult and have to be managed carefully. Thats where our Regional guys come in. Others are great and they are our business partners, with us for the long haul. HR Vice President Euroalliance Owners do have a lot of in? uence because if we give them somebody and they say we dont think this guys any good, wellAlthough we could force them on them it isnt a very certified thing to do. So the owning company does have a big target on the GM slot. Corporate Director of Human Resources Globalalliance (continued) Extent of owner in? uence and cultural differences We have owners, for example, . . . but we have owners who are very, very clear about the people who we are likely, or more practically than not, we cant employ. Usually its in terms of nationalities and colours, lead and sexual preferences they dont like.It is their hotel and if they say I dont want somebody with red hair then you dont put somebody Owner interference depends on our brands, with red hair in, its as simple as that. Britbuyer HR EAME director the more exclusive the brand the more in? uence but mainly we train people this candidate has our ? rm support. The frequency of moves our managers Obviously the quality of the relationship make are also driven by how tightly an with the owner is very important and you owner wants to hang on to them.So were must respect their wishes pertaining to GMs constrained by hardship factors, and but it d oesnt cause us much trouble really. owners predilections and preferences. Vice President for HR FranchiseKing Regional HR director USmixedeconomy The role of strategic groups 529 Table IV. PR 41,4 530 How and where managerial talent is found Table IV. Multibranders We have our area, regional human resource people help our GMs identify their managers who might one day make it, who have the potential to be GMs too. The area human resource people then run some courses and do the training we have developed through our company university. HR Vice President for Euromultigrow Mixed Portfolio Purchasers Prestige Operators How do we manage our GMs? Well we include all managers here well its a very integrated approach to career development, or management development and the annual appraisal and it all comes together with succession planning and the work we coordinate here (gestures to the corporate head-of? ce). Corporate Director of Human Resources Globalalliance Were the executive team in the hotels a lot, and the President was really great, yesterday he was saying You know everybody whether youre ? ance or business development or marketing, when youre in the hotels and you spot people who are really good, notice it, you know get a note of the name, make sure that were also all talent spotting our own people. HR Vice President Euroalliance We must therefore nurture excellence in every one of our employees, especially our local nationals the people who live in the countries where we operate hotels. Vice President HR EAME Contractman International At the Vice President and divisional director levels were always travelling, listening to what are people are saying and coitus them about whats happening across the company.And spotting talent too. Anglo-American Premium Vice President of HRs (continued) I mean I am very conscious from this conversation we are not doing all we could to develop the next generation of GMs. It is partly because the number two position i n some units has disappeared. So there arent enough opportunities for heads of departments to move on and develop their experience. We havent had a problem so far but as we increase (grow) we might be struggling for the right bore-hole of GMs in a Some of our approach to identifying GM few historic period time. Britbuyer HR EAME potential is systematic, some is opportunistic. Were trying to become more director systematic, through the new competencies process. Weve recognised we have to have You must throw that traditionally we have more local nationals and fewer expatriates. consciously developed very good resident managers/EAMs (Executive Assistant Corporate Training and Development Managers) so when these individuals took Director FranchiseKing over their own units there was a very low risk of failure.Since our purchases and down-sizing, however, there are now some properties that no longer have a number 2 manager. then we have effectively stopped developing this almost risk pardon human resource it may cause us problems in the long term. Vice President HR USmixedeconomy Multibranders Our restructuring of brands and growth in franchising means we have to be clear about what managers do to make the hotels successful. Our company university is critical for training to our brands so all our managers know. Assistant HR director for Euromultigrow EAME emf GMs . . Its very intensive (the sagaciousness centre) with personal counselling, tests to see where their stresses and strains are, and management skills across the board, running from 8 in the morning to 10 at night. Its really very intensive and we have people When we go outside, well we steal from the from across the world, with different Performance of our business is of import and competition and just rely on the grapevine or languages and cultures, the mix of people is seen to be the best element of these maybe on-spec applications.Theres some that is why so much investment and events. Anglo-A merican Premium Vice development had been made in this area of use of executive search but thats very President of HRs expensive. Regional HR director competencies and performance management. Theres been a clear growth in USmixedeconomy For the sound judgment centre a report is pro? ts since the competencies were ? rst written on them based on what we feel they developed. Vice President for HR demonstrated, in the way they acted during FranchiseKing the course.What is okay and the right way, whats to be demonstrated and whats to be discussed, where they feel they need development in, and from that we can more or less determine the time span its going to take so that theyll be ready to be a GM, and what has to happen in-between so the individual development is planned. Corporate Director of Human Resources Globalalliance In fact it is unbelievably incestuous and people just seem to appear or materialise. We wouldnt directly poach someone, well . . . , but if someone made it clea r to us theyd be interested then wed feel ? e about calling them up. Britbuyer HR EAME director They all go on a leadership development programme and I design and I teach those with a co-trainer, I like to see that Im there with them for a full week and we run an assessment process with the leadership development programme. So theyre booked for tests and exercises based on the four management skills areas and they have individual feedback during the brief to let them know how theyre doing. This sets them with an individual plan for the future. HR Vice President EuroallianceMixed Portfolio Purchasers Prestige Operators Where speci? c career interventions emerge The role of strategic groups 531 Table IV. PR 41,4 Strategic groups Strategic group variables HRM outcomes Brands and market segmentation Multi-branders knotty brands, serving several different market levels 532 Mixed Portfolio Purchasers Prestige Operators Allows more localisation of management talent due to standardisatio n and clear criteria for operating brands Movement within and between brands facilitated to prevent career bottlenecks Some velvet (international) and some Dif? ult to facilitate movement hard (domestic) brands between international brands due to recent purchases, no transfer between domestic and international brands due to skills mismatch Importance of communication to assimilate new acquisitions Softer brands tenseness on transfers to develop managerial experience of different countries/markets, and types of hotels Encourages and facilitates employees at all levels to gain international experience Large diverse organisations, structured on the basis of brands and some geographical factors Critical mass of units in some locations Organised on International and domestic divisions.Slow assimilation of newly purchased international brand Some critical mass of units Companies have developed guides to enounce management positions and skills across brands Critical mass allows multi-un it UGMs and more local recruitment and selection activities Some local recruitment and selection, less development through strong internal labour market and more acquisition of management talent Critical mass allows more localisation of management talent but not formd effectively throughout the companies Regional of? es co-ordinate transfers and HRM practices but also learn from subsidiaries to pass experience, knowledge and expertise on across other regions. IT plays an important role here Across company recruitment and development schemes rather than localised versions. Provides single ports of entry at (sub) department management level to locals (continued) Structure and organisation Multi-branders Mixed Portfolio Purchasers Prestige OperatorsSmaller portfolios organised on regional lines Limited critical mass of units Table V. The IHC strategic groups, their strategic variables and the HRM outcomes Strategic groups Centric orientation Multi-branders Strategic group variables Pr imarily ethnocentric HRM outcomes The role of strategic groups Mixed Portfolio Purchasers Prestige Operators passing standardised services seem to facilitate low reliance on PCNs at subsidiary level though they are prevalent at executive level Dif? ult to discern bypassing of PCNs still mainly in place for acquired companies, some stages through acquisitions locations with HCNs (critical (McKiernan, 1992) mass) but dominated by westerly nationals Aspiring geocentric Attempts to harness managerial talent from around the world regardless of nationality through co-ordinated and integrated HRM activities UGMs still primarily from Western (European and American) backgrounds, executives in particular 533 Methods of growth and market entry expertise Multi-branders Growth through hard brands and the development of suitable investors (master franchisees and owners)Mixed Portfolio Purchasers Prestige Operators UGMs have speci? c knowledge and skills in operating highly standardised hotel s ervices and passing knowledge onto others (franchisees) HRM mechanisms de? ne performance and selection criteria for managers and employees Acquisition used alongside mixed UGMs are likely to have expertise methods of market entry (mainly in exploiting value from purchased properties management contracts) De-layering of organisational hierarchies (disappearance of deputy UGM position) and local recruitment initiatives were seen to help realise returns on their acquisitions Managers demonstrate speci? Growth primarily through pro? ciency in managing more management contracting, some marketing agreements, and equity luxurious and culturally adapted hotels and their owners investment. Global but local More extensive and integrated outlook HRM interventions, which support extensive transfers and development opportunities, throughout human resources, not just managers Table V. PR 41,4 534 only in a few hotels or in speci? c countries and with speci? c types of owners (for example, govern ments) were there two or three managers presented to owners in a beauty parade.The Multi-branders were more concerned about the co-ordination of franchise operators and training and communication were seen to be vital mechanisms for managing these issues. These were the only companies who identi? ed mandatory training courses for managers and held speci? c courses that their franchise partners were obliged to attend. perpetual travelling by corporate executives was seen to further reinforce company determine and assist in harmonization between geographically disparate franchised, managed and owned units.Both companies showed evidence of strong similarities associated with managing their multi-branded, and multi-market entry strategies and large, diverse portfolios. Dividing their HRM interventions into areas or countries where there was a critical mass of units was appropriate given the scale of their operations. Strong values, often based on the origins of the company, ? were com municated through frequent communiques and training opportunities further beef up the brand standards and achieved appropriate levels of corporate synergy in the face of competition from their smaller but potentially more nimble competitors.Strategic group 2 Mixed Portfolio Purchasers The Mixed Portfolio Purchasers had been through considerable periods of change and growth front to the researchers ? eldwork. In addition to acquiring smaller European hotel chains they had good expanded their domestic and international portfolios through other acquisitions and mixed market entry methods. Both had international and larger domestic sections which were managed almost exclusively separately, although

BILABONG Australia †financial statement analysis assignment Essay

BILABONG Australia fiscal argument epitome assignmentACCT 5910-Business compend and Valuation circumscribeExecutive summary3Executive summaryThe purpose of draw is to provide a comprehensive analytic thinking of Billabong International Limited. This report is mainly found on a trend analysis of Billabongs financial performance proportionalitys from 2009 to 2011, common size tabularize of the balance sheet and income statement and analysis of Billabongs depart flows. Expect to provide a keister understanding of the troupes novel situation and future e valuation. The telephoner we comp ard, as a part of the surfwear diligence is Quiksilver. Billabong is a multi-brand Australian attach to that was established by Gordon and Rena in 1973 in Gold Coast. After decades of involution and restructuration of hoodization, Billabongs sh atomic number 18s view publicly listed on the ASX. Using four-step to analysis Billabong which including assembly line st trampgy anal ysis, story analysis, financial ratio analysis and future analysis that would help a great deal in valuation of Billabong based on its current market situation.Business strategy includes continuous acquisitions and emerges equivalent taking over strong brand and the ingatherings in the same gross gross gross gross sales area and blowup internationally by r each(prenominal)ing much(prenominal) than coulomb countries around the world. Billabongs multicultural design of products featured new and manner captures customer loyalty among targeted youth group. In recite to ensure the high societys bank noneing information reflects its business reality. Three steps of accounting allowance accounts are applyn in preparation for financial analysis, fo reconstructs and valuation. First is to recast financial statements. This contains re-classifying accounts and preparing alike(p) balance sheet and income statement, using both account statements and information from foot none s. After that is to identify accounts that should be adjusted. By analyzing notes and reports, three accounts are likely to containdistortion information provision for doubtful debts, leased assets and liabilities and goodwill. Last step is to go for adjustments with accounting equation using much appropriate estimations and presumptuousnesss for the fiscal year from 2009 to 2011. The favourableness of Billabong is unstable from financial analysis.However, analyse with the former(a) competing conjunction, Billabong has high(prenominal) roe and ROA. The major power of Billabong sale its inventories reduced as its roll turnover ratio lessen. It had a good control in liquidity with relative unceasing current ratio and quick ratio. However, it had decreased ability on unitize long-term asset and control its debt organise. absentminded of good control on debts structure and whitethorn organization point on debt personify, which may settlement a high financial ventur e and weak solvency. From prospective analysis, Billabong may be more than profitable in the future aft(prenominal)(prenominal) the reorganization, the decreasing sales ontogenesis may be progressed at first a few(prenominal) year and wherefore plus again. The hard roe of the society will be higher than last year the come with may cave in better performance in the future. And the company may borrow or finance the equity for the operation or paid the dividend.1. Introduction1.1 BackgroundBillabong is a famous Australian company with numerous brands, much(prenominal) as Element, Kustom and Xcel. Their main products are including clothing, watches and boardsports hardware. As glide became more prevalent, the company constantly expanded its scale and exported its goods to Japan, USA and Europe during the 1980s, afterward that Billabong achieve leader in surfing area. In the recent ex years, Billabong had restructured its hoodization with growing world(prenominal) opp ortunities in the boardsports sector.1.2 Business Strategy compendThe business analysis finished three aspects industry analysis, competitive analysis and corporate strategy analysis.a. Industry abstractWith the expansion of world economy, surfing is not only a sport but also a life style and that leads to high demand of surfing products. The anatomy of pisseds enters that industry conceal increasing as its attractive potential profits and slight barrier to enter into that industry. both(prenominal) companies have more bargaining post compared with their supplier and customer as their famous brand and diversified products could boost suppliers to have long term business relationship with the company and gather the unique needs of customers. Overall, the prospects of this industry are optimistic it did not coke too much under the downturn of economy. Surfing is an increasingly popular and well-known culture companies need to continuing innovation in determine to satisfy c ustomers needs.b. Competitive abridgmentAs number of firms in the industry keeps increasing, great competition force firms to earn more market lot, innovate substitutes, produce differentiate products and be cost leadership to keep or improve their lay out in the industry. For example, whatsoever of the products of Billabong and Quiksilver are similar, consumer will choose to buy the one with trim value if they have similar function, or buy the one with higher price if the product is different from others. Thus, a firm could run well if it has different products and disgrace cost compared with rivals.c. Corporate Strategy AnalysisBillabong hires different design teams for each different region to satisfy with customers from different cultural with different traditions and tastes. Billabong is expansion through strategic takeovers during last 10 years looking increase profitability through business synergies. flowly the group has direct company on operations and more than 50 countries. Sales are more than 100 countries under 13 different brands. The strategies expansion has been changing on with companys egress. Billabong started with exportation of products to the USA and also licensed quest after by relocated production off shore FDI is the current global expansion strategy. Billabong buys bank licenses to take control of global operations and requires the lively business.2. Accounting analysisBillabongs performance from 2009 to 2011 shown downward trends inprofitability and market performance, at that placefore, it is possible that manipulation exists. In order to compare Billabong with other companies, standardized format and accounting equation-based adjustments are required.2.1. Recast financial statementsBecause of the divergencys in the format of Billabongs financial statements over years and that with other organizations, standardized financial statements should be made in preparation for accounting analysis, financial analysis and pro spective analysis.2.2 Accounting adjustments2.2.1 Adjustments of revenues and provision for doubtful debts As apprize be seen in appendix, PDD (6.4%) has declined since 2007. thitherfore PDD should be adjusted to 6.4% for the years 2008-2011. At the end of the fiscal year, the adjustments should be made to recognize PDD according to the adjustment calculation (Appendix A table (1)).2.2.2 Adjustments of leased assets and liabilitiesAs disclosed in Billabongs financial report, it leases plant, machinery and warehouses of large dollar amount in order to maintain normal operation. Most of the leases are classified as run lease. Thus, we need to record leases as assets and liabilities on balance sheet to make comparison with other companies (Appendix A table (2, 3, and 4)).2.2.3 Adjustments of goodwillBy compute the proportion of goodwill in total non-current asset from 2007 to 2011, it cigaret be seen that instead of being impaired, goodwill increase substantially from 12.94% to 42. 13%. Set 12.94% as the standard level and over prized goodwill could be recognized (Appendix A table (5)). 3. financial Analysis proportionality analysis include time series and cross sectioned analysis has been performed in this case to give investors direct understanding of the companys diachronic and recent performance.3.1 Dupont Analysis represents 1Dupont (Billabong)200920102011NOPAT/Sales0.11410.12110.0989 AT1.48371.24281.4528= ROA0.16920.15040.1437Spread0.05970.09360.0945 NFL0.19930.18110.4031= Financial Leverage crystalise0.01190.01690.0381NI bound0.09940.11280.0853ROE ( ROA + Spread * NFL)0.18110.16740.1818The Dupont approach can be decomposed into items as ROA, AT and exonerate profit valuation reservewhich exists downward in 2011 compared with 2009. However, Billabong makes the new borrowings in its balance sheet and increases its financial leverage in 2011. Moreover, ROE is affected by ROA and financial leverage gain. As financial leverage increases and financial leverage gain increase, then ROE is gumption up to 0.1818 (almost similar to 2009) in 2011.Moreover, the enhancement in AT and leverage ratio also strengthened the ROE. The greater AT can increase companys revenue. The higher leverage ratio reflected the lower capital cost. Consequently, high ROE of the company is represented the strong profitability in the same industry comparison, and company can increase ROE through changing the leverage by borrowing.3.2 Operating Management AnalysisExhibits 2 lucrativeness (Billabong)200920102011Pre-Tax Income Margin13.25%15.23%9.11%NI Margin9.94%11.28%8.53%EBIT Margin15.23%16.39%10.58%EBITDA Margin17.51%18.78%13.06%NOPAT Margin11.41%12.11%9.89%From exhibit 2, these brim ratios has increased from 2009 to 2010, and declined between 2010 and 2011. Pre-tax income margin is unstable in particular dramatically decrease from 15.23% to 9.11% in 2010 and 2011 due to revenue decreasing and expenses increasing. NI margin has been low, it had been incre ase from 9.94% to 11.28% between 2009 and 2010, but it again fell to 8.53% in 2011. Billabong should reduce its operating and interest expenses to increase the margin of net income, EBIT and EBITDA. NOPAT margin clearly shows the operating performance of Billabong is unstable. Therefore, Billabong should reduce expenses to increase revenue.Exhibits 3Profitability (Quiksilver)200920102011Pre-Tax Income Margin-0.33%0.65%-1.82%NI Margin-3.70%-0.44%-0.91%EBIT Margin-0.33%7.03%2.13%EBITDA Margin2.45%9.78%4.79%NOPAT Margin-9.70%-0.34%-0.92%From comparison, Quiksilver has lower performance than Billabong just simply from profitability analysis. Because pre-tax income margin, NI margin and NOPAT margin have shown veto determine from 2009 to 2011, only EBIT margin and EBITD margin are displayed positive value for these three periods. That demonstrates Quiksilver has higher expenses on interest, tax, depreciation and amortization than revenues.Exhibits 4From exhibits 4, Billabong has highe r ROA and ROE than Quiksilver for the last three years. It must be pointed out that ROA of Quiksilver has decreased to -65.33% in 2009. Higher sales and expenses of the company can lead to lower ROE and ROA. In equipment casualty of ROA and ROE which dexterity attributed tolower net profit margin. Moreover, compared to Quiksilver, Billabong has a relatively stable ROE and ROA from 2009 to 2011. Overall, Billabong has better performance than Quiksilver from probability ratio analysis.3.3 Investment Management Analysis3.3.1 Working Capital Managementa. Inventory TurnoverExhibits 5Billabongs inventory ratio decreased from 3.08 in 2009 to 2.23 in 2011, its indicates that the ability of Billabong sale its inventories are decreasing. In contrast, Quicksilver also has decreased ratio but with higher overall level than Billabong. It implies that Quiksilver may face a problem of getting sufficient inventory to meet sales demand.Exhibits 6b. Receivable Turnover RatioExhibits 6 indicates tha t Billabong operate on a course doctrine basis. As Billabong increase receivables with store benefit card, with low account receivable turnover ratio. This low ratio implies that Billabong might need to re-assess its credit policies in order to ensure the timely collection of imparted credit that is not earning interest for the firm.c. Payable turnover ratioPayable ratio decreased from 2.32 in 2009 to 1.77 in 2011. Its indicates that Billabong is taking longer time to liquidate its suppliers than before.d. Operating Working capital turnover ratioExhibits 7The operative capital ratio of Billabong keeps increase from 5.17 in 2009 to 6.00 in 2011 (5.59 on second-rate). Its indicates that the effectiveness ofBillabong using operative capital to obtain revenue increase. However, the average ratio of Quiksilver (3.84) is quite lower.3.3.2 long Asset ManagementExhibits 8The net long-term AT ratio of Billabong decreased from 1.63 in 2009 to 1.25 in 2011. It implies that in that loca tion is a decline trend of Billabongs long-term asset utilization. Compared with Billabong, Quiksilver have quite stable net long-term asset turnover (2.30,2.21,2.37 respectively), which indicate that Quiksilver could utilizing its resources to increase its production more efficiently.b. PP&E TurnoverExhibits 9From exhibits 9, on that point is a significant increase of Billabongs PP&E turnover ratio from 4.60 in 2009 to 6.41 in 2010. It implies that BBG use its PP&E efficiently during that period, however it avocation a critical decrease from 6.41 to 4.34 in 2011. As the sales increased by $13299 from 2009 to 2011, too much investment in plant and equipment may be the reason of decreased PP&E turnover ratio. We can reason out that Billabong has been utilizing its fixed asset from 2009 to 2010 better than from 2010 to 2011.3.4Financial Management Analysis3.4.1Short-Term LiquidityExhibits 10Billabong200920102011AverageQuiksilverstream Ratio2.762.101.852.242.06Quick Ratio1.991.441.0 41.491.33Cash Ratio0.910.510.300.570.46Overall, exhibits 10 illustrate the liquidity ratios of Billabong did not change much from 2009 to 2011 and Billabong had a good control in liquidity. From the analysis of the past three years, its indicated that the consistently falling of Billabongs current ratio is due to a higher level of liabilities relative to assets. Current ratio produces a value thats large than one fashion the current assets are greater than the current liabilities. Quick ratio also produces a value thats large than one implies that Billabong has very less dependency on inventory or other less current assets to liquidate short-term debt.3.4.2Debt and Long-Term Solvencya. Debt RatiosExhibits 11The value of Billabongs D/E decreased from 0.49 in 2009 to 0.36 in 2010 andthen increase to 0.53 in 2011. The reason for this change is that debt structure and policies of Billabong was changed during the three years. Similarly, as total debts change from 2009 to 2011, L/E and mesh topology debt to equity had the same trend to D/E.a. Coverage RatiosBillabong200920102011AverageQuiksilverFinancial leverage ratio0.490.360.530.460.45Interest Coverage ratio-2.34-5.33-4.41-4.03-4.59Exhibits 12Both firm have similar financial leverage ratio which means that each $1 of equity supports for $0.45 or $0.46 of total assets. The interest expense of the firm ($50840, $38367 and $50072 respectively) shows that Billabong had no good control on debts structure. Both firms interest reportage ratio is negative indicates that they may face huge stress on debt expense which may result a high financial risk and weak solvency. Exhibits 13Billabong200920102011AverageD/E0.490.360.530.46Retention roll (b=1-D/E)0.510.640.470.54ROE0.180.170.180.18Sustainable developing Rate (g=bxROE)0.090.110.090.10Exhibit 13 shows the changes in dividend payout ratio, retention rate and ROE from 2009 to 2011, which are used to generate the sustainable growth rate. On average, dividend payout rati o is 46%, retention rate is 54% and ROE is 18%. Thus, the growth rate is 8%.3.5 Cash Flow AnalysisExhibits 14$000200920102011 cyberspace notes (outflow)/inflow from operating activities175,685187,24724,336Net coin (outflow)/inflow from investing actives-215,243-105,764-266,935Net cash (outflow)/inflow from financing activities249,873-192,102200,951Net (decrease)/increase in cash and cash equivalents210,315-110,619-41,648The CF from operating activities has increased from $175.685m to $187.247m, and then followed a quickly decrease to $24.336m in 2011. Large payments to suppliers and employees are the main reason advertize CF from operating activities down and further decrease net cash (outflow)/inflow from operating activities. The CF from investing activity had outflows from 2009 to 2011. As the high society has largely used its cash for purchase new subsidiary and this guide to a net cash outflow in 2011.4. Forecasts and valuation4.1 Assumptions and betBillabong may be more profitable in the future after the reorganization as it will close underperforming stores based on the recent announcement. This would decrease expenses and increase EBITDA and may further lead to a higher profit in close decade. Therefore, sales growth may appear downward sloping at first few years and then increase again. However, stable turnover ratio with approved new strategies may enhance the development of the company although the sales growth changes more than AT during the last few years.In addition, from the financial analysis, there will be a downward trend in ROAbut a get up in the financial leverage. As the result, it can be forecasted that the companys ROE may not vary obviously during next few years, which offset by the sum of ROA and financial leverage gain/loss. Therefore, some assumptions may be undertaken to forecast the performance of the company in the next decade and to estimate the PV of the company by using the abnormal earning valuation model.As the sales growth has a downward trend, the assumption for growth rate is 8.64% (average of last three years) in 2012 and it will keep constant in the future. It is forecasted to be 9% during next 10 years as possible potential profit growth may appear after downward sales. For the NOPAT to sales ratio, it is take for granted to 7.89% in 2012 due to an evident declined historical pattern. Moreover beginning net operating on the job(p) capital to sales ratio might have a decreasing trend in the future based on the historical data.Thus, it is assumed to be 13.69% on average with puny decline than last year and it is believe that the change of working capital of the company is slight. As we use average method acting in this assumption, the beginning net operating long-term asset to sales ratio was 6.92% that also be considered as long-term rate as the change of the rate was insignificant. Ratios that we assumed based on historical (Appendix B table (1)).Overall, as the forecast under the assum ptions, Billabong will have higher ROE and better performance than previous. The company may have substandard operating assets to generate operating profit with relatively lower ROA. From this, the company may borrow funds or finance equity to keep operating and pay dividends.4.2 bell of capitalCost of capital is a critical method of evaluating companys asset, and it is using equation WACC=Vd/(Vd+Ve)*rd (1-T)+Ve/(Vd+Ve)*re, the cost of equity (re) is estimated by CAPM with a constant capital structure. Thus, it is assumed that the company has not change the capital structure. re is estimated to 16.13% in terms of the equity beta (1.49), market premium (7%) and risk-free rate (5.7%) from market. The cost of debt is 6% according tohistorical YTM for the publicly traded bond. Therefore, WACC is numerated byExhibit 15Debt448,422 ($000)Equity1,109,155 ($000)Value of firm1,557,557 ($000)Cost of debt6%Cost of equity16.13%Tax rate28%WACC12.73%4.3 ValuationThe Discount vicarious Earnings Valuation Model is a measure of determining the value of the company by abnormal earnings and discount rate. The abnormal earning is the difference between net income and change in equity. Through forecasting the sales growth and NOPAT/sales ratio to forecast net income and working capital to sale ratio and long-term asset to sales ratio to calculate the change in equity.PV of equity is $436,567,619, which is discount by the abnormal earning each year and the number of share outstanding is 253,321,020. For that reason, the share price is estimated to be $1.72. A reduction in the abnormal earning during the assumption periods may result in lower share value compared with currently. (Appendix B table (2)).4.4 sensitivity analysisThe sensitivity of the share price to changes was calculated in multi-factors, such as growth rate and beta. This analysis is performed to check how susceptible the company is to the changes in key factors in the future. Firstly, the share price shows a negat ive relationship with the growth rate when the growth rate changes to 10%.There will be 13% dropped on the share price if the growth rate increases by 11%. Secondly, the share price is increasing if there is a decrease on the beta of the company. If the beta changes from 1.49 to 1.2, the share price will increase to $2.34, which closes to the companys current share price. Therefore, the share price is inversely affected by the change of beta.5. Conclusion preceding(prenominal) analysis would help a great deal in valuation of Billabong based on its current market situation. From time series analysis, Billabong had a good control in liquidity but it need to re-assess its credit policies in order to ensure the timely collection of imparted credit that is not earning interest for themselves, increase account payable turnover as it take longer time to pay its suppliers than before and increase interest coverage ratio to lower their financial risk and strong their solvency. Even though, t he working capital ratio increase from 2009 to 2011, but very high working capital turnover ratio does not show good position of company because its shows company is operating with high short-term debt obligations.From cross sectional analysis, compared with Quiksilver, Billabong needs to improve ability of inventory management, asset utilization and debt control. From prospective analysis, revenue of Billabong increased, but expenses also increases at the same trend, the performance of Billabong is allay unsatisfied. From valuation, Billabongs share value still decreases with sales decrease. Therefore, we highly inspire that investors should hold their shares or do not buy it if Billabong continuously travel rapidly business as its historical model.Reference1. Billabong Investors Home. http//www.billabongbiz.com(Accessed 5 April 2012)2. vacuum-cleans company profiles Billabong International Limitedhttp//www.answers.com/topic/billabong-international-ltd(Accessed 3 May 2012)3. Hoov ers company profiles Quiksilver, Inc.http//www.answers.com/topic/quiksilver-inc(Accessed 3 May 2012)4. Palepu, K. G., P. M. Healy, V. Bernard, S. Wright, M. Bradbury, P. Lee. (2010) Business Analysis and Valuation Using Financial Statements Text and Cases. Asia Pacific Edition, Cengage Learning. 5. Quiksilver Investors Home. http//www.quiksilverinc.com(Accessed 13 April 2012)6. Calif, A.V. (2011), SIMA retail Study Confirms Significant Changes-Surf Industrys Footwear, Westuits and Board Categories Lead Growth in 2010. http//www.sima.com/news-information/news-detail/id/108.aspx (7 August 2011, accessed 8 May 2012)7. Calif, A.V. (2009), Surf Industry travel Out the Economic Storm Findings of SIMAs Retail Research shew Resiliency of the Surf/Skate Industry. http//www.sima.com/news-information/news-detail/id/68.aspx (7 Sep 2009, accessed 8 May 2012)8. Wikinvest. http//www.wikinvest.com(Accessed 13 April 2012)AppendixAppendix A Accounting Analysis sidestep 1 Worksheet adjustments to B BG balance sheet and income statement ($000)Asset = Liability + ShareCap + RetEarning + Rev + Exp +Div 2009 formulation1-6,964 -6,964Deferred tax21,797 1,7972010Provision-12,306 -12,306Deferred tax3,507 3,5072011Provision-14,169 -14,169Deferred tax989 989Table 2 Worksheet adjustments to BBG balance sheet and income statement for year 2009 ($000)Current AssetsNon-Current tactual AssetsDeferred Tax Assets=Current DebtNon-Current LiabilitiesIncomeEquity Retained Earnings13153,484153,48424-29,162-29,1622-8224-8,2243545,27646-32,997-12,2794102,373102,37357-24,159-24,15968-2,280-2,2807957,824-57,824 innate202,536-10,504=57,824165,0366,558-37,386Table 3 adjustments to BBG balance sheet and income statement for year 2010 ($000)Current AssetsNon-Current Tangible AssetsDeferred Tax Assets=Current DebtNon-Current LiabilitiesIncomeEquity Retained Earnings162,4501-49,247-13,203299,70999,7093-38,069-38,0694-894-894558,201-58,201Total61,640-89458,201-7,73910,284Table 4 adjustments to BBG balance sheet and income statement for year 2011 ($000)Current AssetsNon-Current Tangible AssetsDeferred Tax Assets=Current DebtNon-Current LiabilitiesIncomeEquity Retained Earnings162,8571-50,273-12,5842241,476241,4763-37,563-37,5634-1,017-1,017594,662-94,662Total203,913-1,01794,66296,54111,693Table 5 adjustments to BBG balance sheet and income statement ($000)Asset = Liability + ShareCap + RetEarning + Rev + Exp +Div 2009 goodwill10-16,652 -16,652Deferred tax114,296 4,2962010Goodwill-30,967 -30,967Deferred tax8,826 8,8262011Goodwill-36,161 -36,161Deferred tax2,524 2,524Appendix BTable (1) assumption of the ratio

Afternoon Tea Report

surface-to-air missile Blandford Student number 21184301 Tutor Peter Cross Professional pastry dough Techniques 1 Title Afternoon Tea Report Contents scallywag Page Number installation3 Methodology4 Current trends5 The Science of Gluten6 Gluten rid good good afternoon afternoon afternoon teatime7 Conclusion10 Bibliography11 Introduction In this report investigations exit be carried out to determine what the accredited trends in items served in afternoon teas atomic number 18 as tumefy as the path in which afternoon tea is served. separate factors that will be looked at include the changing clientele of establishments that serve afternoon tea.The be adrift in price and quality of afternoon teas around the country and the geek of places that choose to offer afternoon tea will too be investigated. Now, afternoon tea has been around since the early nineteenth century when tea first started to become popular in the UK. It s invention is practically credited to the 7th Duchess of Bedford (http//www. teamuse. com/article_001203. html) who it is thought used it to stave off a mid afternoon sinking feeling.This was most uniformly as a result of it creation commonplace in these times to further eat 2 meals a day, Breakfast and dinner with dinner being commonly served as late as 9 in the evening. The settlement to this was to go th jittery a small pot of tea, with a light snack, normally a sandwich or cake of some sort at around 4pm. This is still the traditional time for afternoon tea to be had and many an opposite(prenominal) afternoon teas ar very cargonful to keep to traditional items when destiny afternoon tea as it is seen as an definitive take time off of British history and culture.Some much than current places are keener to adapt and stolon out as will be explained later on in the report. Methodology To carry out this investigation research would need to be carried out into what afternoon teas are available and how they vary de pending on factors interchangeable location, type and price. To this it was concluded a number of establishments would be chosen in cities across the UK and investigate what they had to offer. To do this their websites would be looked at in the anticipate that they would give me some useful information regarding their afternoon tea board without me having to visit them in person.This quickly became a problem as it became spare that the main players in the afternoon tea market, such(prenominal) as the Ritz-Carlton and the Savoy, both(prenominal)(prenominal) of which at the most expensive range of the market had very faint-hearted menus for their sweet items on their afternoon tea menus. This could be to so that competitors do not know what they are selling but could withal be that because from a business point of view, afternoon teas are a striking way to use up anything that is left over.This could admit been quite restrain however, after looking at cheaper places it was discovered that they offered outlying(prenominal) more detailed menu descriptions such as The Milestone and The Goring. another(prenominal) thing that was looked at over the prevail of this investigation was the clientele that visit establishments that are serving afternoon tea. It was discovered that an increasingly turgid amount of japanese tourists are visiting afternoon tea establishments. This is because lacquerese people are very keen on a sense of history according to the Japan times something that many British establishments excel at providing.This is according to the Japan Times which says What Japanese people tend to appreciate most roughly Britain is its sense of tradition. The idea of setting aside time in the afternoon for tea is attractive, since it appeals to the Japanese love of continuity this clearly demonstrates why more and more Japanese people choose to eat afternoon tea, though this could also be down to their superior economy enabling them to have more d isposable income to spend on things like afternoon tea. Other clientele areas that are increasingly choosing to eat afternoon tea are the so-called ladies who lunch.These are the kind of women who are wealthy enough to be able to afford afternoon tea on a ceaseless basis and often do so in a large grop of similar women. However this can have a bad payoff on their health as a recent study by Dr Anne McTiernan found that those who regularly eat lunch away from theme are more likely to gain weight than those who eat at home as reported in a national newspaper (http//www. dailymail. co. uk/health/article-2172900/A-weighty-warning-ladies-lunch-Those-eat-regularly-lose-fewer-pounds. tml) this shows how the rise in afternoon teas popularity can have detrimental make on peoples health. Current trends In recent times afternoon tea has had a resurgence in popularity in the UK after a stay where it was seen as somewhat old fashioned and out of touch with modern times where fast food esta blishments are plentiful. It may be catchy to attain the reason for this but retailer Debenhams, who has reported a 119% avail increase over the last 2 years in the gross sales of china cups and saucers.This shows a massive increase in afternoon tea popularity fuelled largely by the money of many wealthy Asian businessmen and women enjoying afternoon tea either in the UK or in Asia where many things from British culture are becoming very popular, such as private schooling. For example recently Wellington College in Berkshire was paid to demonstrate an exact replica of itself in the Chinese city of Tianjin. This shows how Asian scotch process has helped to popularise afternoon tea again in Britain as many Asian people see Britain as the ideal pathfinder for their own country.Other factors that have helped to encourage the boom in afternoon tea popularity are the increasing number of establishments that offer it now and at varying prices making it affordable for people with les s disposable income. For example an afternoon tea at the Balmoral Hotel in Edinburgh is only ? 37 compared to ? 85. This shows how the more reasonable pricing of some afternoon teas can be a contributing factor in its booming popularity among both British and unusual clientele. Something else that was noticed when looking at afternoon teas is the vast array of teas that are now available.One teashop that was looked researched in Cardiff had 300 teas on offer for serve up with an afternoon tea. This is diametric from when the first mention of afternoon tea came to the highest degree where you were lucky if a handful of teas were on offer. The Science of Gluten. Gluten is a potpourri of proteins that is found in many wheat berry-based crossroads and other grains such as rye whiskey or oats. Gluten consists of two proteins gliadin and glutenin, which is mixed with starch in the endosperm of a wheat kernel.Together they make up 80% of the protein in wheat or other cereals gluten is useful in baking both breads and cakes as it gives the products elasticity and also allows them to keep their shape better. Gluten forms when glutenin molecules cross over creating a web like structure, which contributes to thickness and stint of the dough. If yeast is added to the mixture it produces carbon dioxide bubbles, which become detain in the structure causing the dough to rise. Baking the dough solidifies the gluten, which along with starch helps to stabilise the shape of the product.Usually dissimilar flours are used in the production of breads to those of cakes and pastries as bread flour has a higher gluten content. This provides the stretchiness needed for good bread and pastry products, it is important to develop the gluten to reasonable the right level or else the bread or pastry will either be too rubbery or too bully or to short, for example when making tartlets or other pastry products it is important not to work the dough too much as this risks underdevel oped the gluten too much resulting in a tough and chewy product rather than the more crispy product that is desired.Gluten is also used in the production of many imitation warmheartedness products such as Quorn and bean curd as when gluten is cooked in a broth it produces a rubbery meat like texture. Gluten dethaw afternoon tea. In doing this research gluten free afternoon tea options available for those who suffer from coeliac disease were looked at. Many reviewers on online consumer sites found the food to be bland at tasteless in particular at the Ritz where many suggested that the ratio of topping to gluten free bread was farthermost too excessive, many also found the pastry options to be far below the usual high standard that they expect.Others also commented on the myopic quality of the Gluten free options and the snooty vibe of the waiting staff who they mat looked down on them because of their intolerance. However at other places such as Browns the gluten free options has been found to be almost identical to those that contained gluten, particularly the gluten free pastries. This lacking of taste from gluten free products is not uncommon as many products contain alternative flours and other ingredients that do not contain gluten such as potato flour and rice flour.These have a different taste to conventional flours and also have different properties causing to both look and taste differently and usually inferior to products made with conventional flour. Currently few gluten free products exist that consistently come squiffy to matching the flavour and texture of normal products such as blaze bread and Warburtons who produce a variety of gluten free cakes. During the course of this investigation a number of products were thought up that were suitable for gluten free afternoon teas. One of these was a champagne jelly with a brandy sillabub picking and a frosted grape topping.This product was suitable for expenditure by coeliac as it contained no wheat based products at all as its ingriedients consisted of 1 pint (570 ml) champagne or medium-dry light white wine 1 pint (570 ml) champagne or medium-dry sparkle white wine 2 large lemons 6 oz (175 g) genus Castor pillage 4 x 0. 4 oz (11 g) packs powdered gelatine For the syllabub 2 tablespoons of the same wine as above 1 tablespoon brandy succus ? lemon 1 oz (25 g) caster sugar 5 fl oz (150 ml) double cream For the frosted grape decoration 4-5 oz (110-150 g) seedless grapes egg white caster sugar All these ingridients came to ? 13 for each quantity of ingridient. A rough diagram of this gluten free desert is shown below Champagne Jelly syllabub Cream Bubbles Conclusion To conclude my report into afternoon teas it has been discovered that afternoon teas are coming back in a big way with celebrities helping to fuel the growth in demand for them. Also they have caught on abroad with Asia showing particular interest in them as they look to grow into a more developed country , perhaps basing that growth on culture much like the British did.Also it has been looked at the different options available for afternoon teas and how different the pricing strategies are for different levels of establishments. Another thing that has been noticed was the sheer variety of teas offered in some places and also a multitude of different cake and bread mixes as well as sandwich fillings that are available for someone to have with afternoon tea today. Bibliography Teaand tourism tourists, traditions and transformations (L, Jolliffe, 2007 Teasof the world (N,H Woodward, 1980) Theroughguideto capital of the United Kingdom (R, Humphreys, B, Chaplin, 2008 7th edition)