Portfolio

2nd SEMESTER 19-20

INSTRUCTOR: Le Thanh Ha
Group member: 6

1. Nguyen Tran Duc Anh

2. Hoàng Anh Duy

3. Mai Thị Xuân An

4. Đặng Tuấn Anh

5. Phan Hà Giang

Case study Number 3

Case study Summary:

Topic: Strategy

KELLOGG’S

Key points of each part:

We believe that Kellogg’s breakfast clubs will influence the public and press opinion
by building the buyer’s confidence in the product. By using a multi-platform
strategy, it helps Kellogg’s to successfully launch the “Help give a child a breakfast”
campaign, and to indirectly enhance the entity’s brand image “Bring Our Best to
The World” (Kellogg’s brand portfolio)
Kellogg’s has shown us a lot of useful information about the communication
process. The thing we need to pay attention to is the process objective which is to
transmit information from a sender to a receiver effectively. A message will be
considered effectively transmitted if it is received and clearly understood, if barriers
to communication (noises) are eliminated or reduced, and if it reaches an
appropriate target audience.

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 Receiver converts
Sender develops or Translate the idea Plan, organize, the message into
conceptualizes an into a perceivable send thoughts and tries
idea to be sent. form of (communication to understand it.
communication plan)

Message/
Sender Encoding Decoding Receiver
Media

ensure that the receiver has

correctly understood the message
⇒ increase effectiveness

Feedback Response

Noise

Kellogg’s has chosen a suitable method called “multi-platform” campaign to

communicate its messages. This strategy gave Kellogg’s 2 benefits. Firstly, it
increased the reach of the campaign and reached different segments of their
targeted audiences effectively. It is a speedy yet efficient method to approach a
huge amount of potential audiences, according to the case:
● The first 6 weeks: 73 press articles, including news coverage on ITV's
Daybreak and news articles in The Observer and The Independent.
=> Positive reaction to the messages and reached a potential audience of 9
million people.
● Over 700 schools applied for funding and around 500 of these received a
grant of up to £450 for their breakfast club.
● Kellogg’s employees have attended 15 of those breakfast clubs with the local
MP to see what difference the funding has made to the children.
● The money raised from the campaign will provide a million breakfasts by the
end of 2012.
By being on multiple channels, they expand their reach significantly and build brand
awareness even among individuals who aren’t interested in making a purchase.
Eventually, this improves the reputation and awareness of Kellogg’s and makes it
more likely that the business will be discussed by consumers. Secondly, the
strategy built a stronger sense of brand identity while increasing their brand

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awareness. Brand identity is important: not only does it mean that customers know
where to go for your products and services, but it also means that your business will
slowly feel more trustworthy. Awareness builds a reputation over time and builds
your organization up as being synonymous with your industry and products. The
more a consumer sees your business in a positive context, the more they will
believe that you’re a name to trust. Kellogg’s built a brand image of a food
company that takes its responsibility for nutrition seriously and does care about the
society. With the campaign, they became more trustworthy, which helps a lot when
it comes to positioning their brand in the market. Kellogg’s has maintained its
commitment to write to and talk to key government officials to get the message
over about the importance of breakfast for children. This highlights how effective
communication is not just a one-off event but an ongoing cycle requiring evaluation
and a response to feedback received.
Using a variety of media which included television, newspaper, posters and internet
coverage, Kellogg’s could continue to change the press and public opinion about
breakfast clubs:
+ Using the internet and social media to get their message across was a
main factor in achieving these results - when so many young people
spend so much of their time socializing this way. By encouraging
feedback through showing their support for the campaign through
Twitter and Facebook. Also offering advice to parents through a blog
and website was a good idea as we automatically surf the internet for
answers to the information needed.
+ Using the television and newspaper to get their message across is
proved to be effective with elderly people since they mainly use these
types of media to gain information.
+ The media that they used appealed to different people in different jobs
and situations across the country. Kellogg’s used formal and informal
communication to target specific people, in their formal
communication Kellogg’s contacted MP’s and send out a press release
To sum up, multi-platform strategy helps to deliver the message of awareness that
breakfast is important for everyone on earth, especially young generations. This
strategy also improves Kellogg’s Corporate Responsibility, and gains even more
confidence from its audiences, and insightfully shows the entity’s commitment to
break clubs in the UK

Further example:
Company: Procter & Gamble (Brand: Head & Shoulders)

Key points:
Head & Shoulders is one of the most recognized brands and has launched several
ad campaigns to create and maintain brand characteristics in the market. Ads are

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aired on radio, shown on different television channels and are also displayed
through newspapers, pamphlets, posters, magazines and hoardings at strategic
places just as a similar multi-platform campaign of Kellogg’s. Also, Head &
Shoulders initiated a deal with Lionel Messi who’s the best footballer in the world
and convinced him to endorse the brand.

Similarity:

+ Promote products based on special events and promotions

+ Use a wide range of media channels (Internet and social media,

television and advertising, …)

+ Both events also have market segmentation (age, gender,

geography, …)

Difference:

+ Different kinds of ambassadors: Kellogg’s campaign is launched

through breakfast clubs, while H&S works with celebrities like Lionel
Messi to promote their products
+ Kellogg’s campaign relies heavily on their campaign message to
sell their products while H&S relies on their products’ quality and the
popularity of their ambassadors

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Case study Number 1

Case study Summary:

Topic: Career Path Development

HARRODS OF LONDON

Key points of each part:

Harrods of London (“Harrods”, for short) is a British retail institution which is famous
for “luxury”, “sensation”, “innovation”, and “service”. However, Harrods is also well-
known for its employment concept - exciting, rewarding long-term career path with
responsibilities and prospects.

Harrods gives us a crystal-clear comparison between training and development.

Type Training Development

Definition Process of acquiring skills Process of acquiring skills,

or knowledge for a knowledge, and attitude
specific job for efficiency and self-
perfection

Skillset Imparting specific skills Imparting broader skills

depends on personal
drive and ambitions

Orientation Short term: job-centered Long term: career-

oriented

Time consumption Do not take much time Take time

Goal Fix Current Skill Deficit Prepare for future

demand

Based on the above differences and its “retention” strategy, Harrods shows that the
importance of developing employees is a mutual benefit for its own and the
employees. In employee’s perspective, their motivations can be increased through
gaining new skills, expertise and global-guaranteed qualification that support future
career progress. They have chances to participate in bite-size sessions, leading to
less time consumption and well-focusing on needed skill development. Furthermore,

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help-guides enable them to learn more effectively by offering tips and tactics.
Ultimately, it does not require an experienced background for candidates to apply,
which provides fair chances for everyone interested. In Harrods’ perspective,
developing employees allows Harrods to meet its objective - boosting sales. It also
reduces the rate of turnover, which supports the retention strategy. The advantage
of versified developmental programmes and career progress plays a vital role in
attracting the best candidates to apply for the job required. The employee
development seemingly enhances Harrods’ reputation by better equipped
expertises and customer service.

Understanding the great benefit of development, Harrods successfully applies to its

recruitment and employee retention. It recruits the “right” candidates with obvious
criteria and expectations. Candidates must have the right approach to sales,
customer service and decision-making and support the ‘theatre of retail’ that
underpins Harrods’ reputation: flair, showmanship and expertise. They, in addition,
would be employed whether they meet the “DNA” (key factors) of great salespeople
or not. Besides recruitment, Harrods does pay much attention in retaining its
employees. An annual talk to managers helps employees to identify new targets,
which enhances self-esteem and motivation. It then put in place a system of
rewards and incentives to lower the turnover rate including an excellent package of
employee benefits including good pay, employee discounts, and a good working
environment; commission and sales bonuses for individuals and teams; and
improved work schedules which help to give a better work-life balance.
Nevertheless, Harrods improves employee communications so that it can listen to
feedback and address any issues through an Internal Communications department,
regular performance assessment meetings, and SMART targets for employees to
reach. To conclude, Harrods retains employees by raising their self-esteem,
motivations, setting benefits, rewards, incentives, and improving communications
to catch up with feedback and issues.

Harrods’ training and development leading to career progression is pretty

intriguing. Firstly, there are three key levels in Harrods: sales employee,
department managers and senior managers. At each level, employees can benefit
from Harrods development programmes in order to build a career. Secondly,
through Harrods Learning and Development Department, suitable candidates can

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obtain the Harrods Sales Degree, the first and only degree of its kind in Sales, which
is recognized globally as guarantee to perform high-level sales skills as a sales
employee. Thirdly, the Harrods Management Programme develops ambitious and
career-focused employees into a management role. In addition, the Business
Academy which supports managers as they progress into more senior positions.
Lastly, there are many other programmes that help with the career progression. To
sum up, these programmes and the progression develop employees within the
company, which motivate them and make it less likely for them to leave, which
results in a low turnover rate

Case study Number 2

Case study Summary:

Topic: Employment Trends

TESCO

Key points of each part:

This case looks at how Tesco benefits by focusing on diversity and inclusion in its
employment strategy.

“Diversity” and “equality” has been presented clearly in the way Tesco conducts
recruitment and development. They insightfully give us the differences between the
two concepts

Concept Diversity Equality

Definition Refers to recognizing, Refers to providing equal

respecting, and valuing opportunities to everyone
the differences in people

Function Recognizes and respects Acts against

differences discrimination

Tesco’s diversity and equality strategies are central to the way it approaches
recruitment, training and development and is reflected throughout the objectives of
the business. At Tesco, “everyone is welcome” regardless of gender, sexual

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orientation, capability, or disability. “Raising the bar on talent” allows all employees
to have the same opportunity to draw up plans for development, to discuss their
performance and career.

Having a very diversified workforce, Tesco deeply understands the law of counter-
discrimination and has established a number of networks covered by the law to
engage with its talents. These groups are Out at Tesco, Women in Business, Tesco
Asian network, ABC network. Further collaborations with organizations representing
the disabled could be considered for a disability network if necessary.

Tesco’s diversity strategy plays a vital role in the workforce, customers, and the
business. Each person is a mysterious gold mine and within is a raw talent that
needs to be adequately exploited. Tesco issues “everyone is welcome” to “raise the
bar on talent”. In other words, Tesco nurtures the suitable employee for the just
right job. They stay consistent in every activity to ensure that goal. For example,
Tesco’s diversity strategy is always aiming to recruit from the widest potential
talent pool. According to the case, having a mixture of different age groups within
the workforce can also help to raise morale. The mix of young and older people
brings a broad range of knowledge, experience and social skills to the company. A
diverse workforce is more flexible, since it consists of a wide range of people from
all walks of life, all able to work together to deliver the best service in all
circumstances. This benefits not only the business but also the customers due to a
better understanding of customer needs. Tesco’s partnership with Whiz-Kidz
ultimately would give more employment opportunities for the disabled. It also
provides training, work skills, advice and access to work placements.

Tesco has chained itself with many other external organizations and networks to
help them become a better business. The networks worth mentioned in the case
are:

+ Stone Wall: A charity which ensures equal rights for gays and lesbians
+ EFD (Employer Forum on Disability): EFD is currently encouraging disable
colleagues to be more efficient
+ Opportunity Now: This group offers support for gender equality in business

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Stone Wall is giving Tesco more than a thousand LGBT employees. Both are making
the statement against discrimination for LGBT community. Furthermore, by
recruiting a quite considerable number of LGBT people, Tesco enhances their claim
on a non-discriminating workforce which can attract potential talented employees.
On another bright side, Tesco is giving Stone Wall the chance to commit its duty in
return. Tesco ensure an equal working environment by partnering with Stone Wall
and this allows Tesco to possess an advantaging element in modern business

EFD is giving Tesco a seem-like certification of efficiency from the disabled. This
provides Tesco a positive status in turning the disabled (judged as a burden of
society) into an economic labor laverage. Opportunity Now helps Tesco ensure
there is no gender discrimination in their work force. This enables Tesco to, once
again, confirm their discrimination free workforce and to enhance the brand
characteristics in the market.

To sum up, Tesco’s diversity of employees is wise and unique. They have a strong
grip of their customer thanks to that. They successfully maintain their customers
and satisfy their inner “strength” to ensure all colleagues – wherever they work –
can fulfil their potential.

Writing Practice

Unit 3

Unit 4

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Unit 6

Unit 7

Responsibility of each member:

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