HRM Essay Example | Topics and Well Written Essays - 1000 words - 3

HRM - Essay Example Recruitment is the process of attracting, evaluating and hiring employees and includes job analysis, sourcing, employee screening and selection and induction process. Job analysis aims at determining the different roles in the job and includes specifying the job requirements through outlining the job description and job specification (Torrington, 2011). The job description identifies the functions of the job within the organization, employment terms and reporting relationships of the job holder while the job specification sets out the education, skills, attributes and experience that successful candidates for the job should posses (McKenna & Beech, 2008). Google is constantly looking for graduate-level job entrants to join their teams and uses both online and off-line advertisement media to attract suitable job candidates for the position. Google uses various sources in its recruitment and some include Google recruitment events such as Google Games, Google Code Jam competition, Campu s recruitment and Google Ambassador Program. The job adverts are placed in notice boards, company magazines, newspapers and company website. The company shortlists suitable candidates who meet the minimum criteria and invites them for a series of interviews that aim at assessing the candidate’s job knowledge, skills, and behaviors (Redman & Wilkinson, 2009). According to the company website, the hiring process is simple and involves first conversation with the ‘recruiter, a phone interview and onsite interview at the company offices’. The hiring process aims at increasing communication with the prospective candidates. The panel interview aims at discovering the leadership skills, role-related knowledge, conceptual and analytic skills and ‘Googleyness’ (Sutherland, 2012). According to the company website, they are looking to hire the ‘next

The Female Manager :: essays research papers

Reasearch Report I have decided to write my report on the female manager, identifying three women who are presidents or CEO’s of companies listed on the New York Stock Exchange, providing information on their background and how they made it to the top. The first female I wanted to talk about is Muriel Siebert. She is currently CEO of Siebert Financial Corporation. She has had a chair on the National Women's Business Council and she made history as the first woman to buy a seat on the New York Stock Exchange in 1967. I hope she fits in the category, because I think this lady is wonderful. Muriel Siebert has been called "The First Woman of Finance." Among other firsts, she is the first woman to own a seat on the New York Stock Exchange and the first to head one of its member firms, Muriel Siebert & Co., Inc. She took a leave from her firm in 1977 to serve five years as the first woman Superintendent of Banking for the State of New York. She is known as an outspoken speaker who pulls no punches in lectures, panels and talk shows. She often exhorts industry to utilize women more aggressively. "American business will find that women executives can be a strong competitive weapon against Japan and Germany and other countries that still limit their executive talent pool to the male 50 percent of their population." Muriel Siebert has advised, "The men of the top of industry and government should be more willing to risk sharing leadership with women and minority members who are not merely clones of their white male buddies. In these fast-changing times we need the different viewpoints and experiences, we need the enlarged talent bank. The real risk lies in continuing to do things the way they've always been done." Muriel Siebert not only proves what she preaches, but she practices it too. Her best-known gamble made historic waves in 1967 when she applied to become the first woman member of the New York Stock Exchange. Although she had risen to a partnership in a leading Wall Street brokerage firm and had made big money for colleagues, her effort was patronized, ridiculed or openly opposed by many men on Wall Street. She was turned down by nine of the first ten men she asked to sponsor her application. Before considering her for membership, the Stock Exchange imposed a new condition: she needed a letter from a bank saying they would lend her $300,000 of the near-record $445,000 seat price.

Asses the view, that working class children underachieve because they are culturally deprived Essay

Middle class children have a higher tendency of achieving more than pupils of the working class. A few explanations pay attention on the external factors outside school. This includes cultural deprivation – working class pupils are portrayed as having a lack of correct attitude, values, language and knowledge for educational success. Whilst material deprivation means that working class pupils are most likely to have poorer diets, health and housing and their parents are less able to meet the hidden costs of schooling. The middle class have mote cultural capital – they have a better advantage of their choices within the marketised education system. There are three main aspects to cultural deprivation. The first is intellectual development; theorists argue that many working class homes lack things such as books, educational toys and activities which would help to stimulate intellectual development. Douglas (1964) found that pupils of the working class scored lower on a test of ability than those of the middle class. He argued that because working class parents are likely to be less supportive of their child’s intellectual development this has an impact on them. This could then lead to underachievement as it would mean the child is always behind. Secondly, Bernstein (1975) looked at the difference in language between working class and middle class students. He identified that language can be categorised into two types of speech codes. This highlights the differences between both the working and middle class. The restricted code was typically used by those of the working class. It consisted of a limited vocabulary and is based on use of short, often unfinished, grammatically simple sentences. Their speech is predictable and sometimes consists of single words and hand gestures. The restricted code is context bound so the speaker makes the assumption that the listener shares the same set of experiences. Then there was the elaborated code which is most commonly used by those of the middle class. Vocabulary is a lot more varied and is based on more grammatically complex sentences; speech is more varied and communicates abstract ideas. It is also context free: so the speaker doesn’t assume that the listener shares the same experiences as them, allowing the use of a more descriptive language. This would lead to under achievement  because the language used in schools and in test papers tend to be in the elaborate code as it is seen as the ‘correct’ way of speaking and communication, so therefore middle class people are again at an advantage. Finally, attitudes and values, Hyman (1967) argued that values and beliefs of the lower class show a ‘self-imposed barrier’ to educational and career success. Hyman outlined between working-class and middle-class value systems Members of the working class place a lower value on education. They place less emphasis on formal education as a means to personal achievement, and they see less value in continuing school beyond the minimum leaving age. Members of the working-class place a lower value on achieving higher occupational status, In evaluating jobs, they emphasize ‘stability, security and immediate economic benefits’ and tend to reject the risks and investments involved in aiming for high-risks occupations. Job horizons tend, therefore, to be limited to a ‘good trade’. Compared to their middle-class counterparts, members of the working-class believe there is less opportunity for personal advancement. This belief is probably the basis for the lower value placed on education and high occupational status. Whilst Sugarman (1970) similarly argued that working class subculture has four key elements that create this barrier to educational achievement: Collectivism involves loyalty to the group rather than to emphasis on individual achievement which the school system demands. Immediate gratification emphasizes the enjoyment of pleasures of the moment, rather than sacrifices for future rewards, Will also tend to encourage early school-leaving for the more immediate reward of a wage packet, adult status and freedom from the disciplines of school. Fatalism involves an acceptance of the situation rather than efforts to improve it; it will not encourage high achievement in the classroom. Present-time orientation may further reduce the motivation for academic achievement, whereas an emphasis on long-term goals and future planning can encourage pupils to remain longer in full-time education by providing a purpose for their stay. Cultural deprivation theorists argue that parents pass on values of their class onto their children. Values of middle class will equip children for success, whilst working class values fail to do so. However Keddie (1973) describes cultural deprivation as a myth and sees it as  a victim blaming explanation. She believes that having a culturally deprived background can’t be blamed as the reason that certain pupils fail in school. She argues that there is no cultural deprivation but cultural differences; failure is due to the disadvantages that are pursued by an education system dominated by middle class values. She believes that schools should recognise and build on strengths, and also challenge teachers’ anti working class prejudices. Under achievement can also be subjected to material deprivation. This can also be classed as poverty. It is a lack of basic necessities such as adequate diet, housing, clothing or the money to buy these things. Material deprivation theory explains working class under achievement as the result of the lack of such resources. Unlike cultural deprivation theorists, who blame educational failure on the inadequacy of working class subculture, many other sociologists see material deprivation as the main cause of under achievement. Poverty is closely linked to educational under-achievement. Although external factors, such as cultural deprivation, material deprivation and cultural capital can play an important part as to why there is class difference in regards to achievement, there are also internal factors that can be put to blame. To label someone is to attach a meaning or definition to someone. Studies show that teachers often label pupils regardless of ability or attitude, by basing labels on stereo-typed assumptions about their class background, labelling working class pupils negatively and working class pupils positively. This can restrict pupils from achievement as it means teachers will refrain from giving pupils they have labelled negatively from getting the support they need, meaning they do badly at school. The self-fulfilling prophecy is a prediction that comes true simply by virtue of it having been made. Integrationists argue that labelling can affect a pupils achievement by creating a self-fulfilling prophecy. When a teacher labels a pupil, they make predictions about their abilities for example, ‘this child will do well’ – The child then gets treated in accordance to this prediction, the pupil then internalises the teacher’s expectations which becomes part of its self-image. This makes the child become the kind  of pupil the teacher perceived them to be. (e.g. if a child is labelled positively, the child will then gain more confidence and try harder with their work, thus leading them to success). This prevents children from having the potential to do well, rather than working hard to allow them to do their best they allow their teachers opinion of them to hold them back. Marketisation is the final internal factor that portrays class differences of achievement. Schools operate on a wide education system, whose policies affect class differences in achievement. Such policies include marketisation and selection. Marketisation brought in – a funding formula that gives the school equal funding for each pupil, exam league tables which rank each school according to its exam performance and make no allowance for the level of ability of its pupils, and competition among schools to attract pupils. Marketisation explains why schools are under pressure to do well. Some schools respond to marketisation by creating a traditional image to attract middle class parents – this has re-in forced class divisions. Schools have to spend more money on marketing themselves to parents, often at the expense of spending funds on special needs or other important areas. Overall I think it is clear that cultural deprivation plays a huge part in regard to underachievement. Pupils lack help both at home, and at school, meaning they have less chance at doing well. Internal and external factors both work alongside each other – putting middle class pupils at an advantage in contrast to working class pupils.

A Strategic Report on Travis Perkins - Free Essay Example

Sample details Pages: 9 Words: 2739 Downloads: 4 Date added: 2017/06/26 Category Marketing Essay Level High school Did you like this example? 1. Introduction 2. Strategic Analysis 2.1 Broad environment 2.1.1 Political 2.1.2 Economic 2.1.3 Social 2.1.4 Technological 2.1.5 Environmental 2.1.6 Legal 2.2 Industry 2.2.1 Threat of new entrants 2.2.2 Threat of substitutes 2.2.3 Bargaining power of buyers 2.2.4 Bargaining power of suppliers 2.2.5 Competitive Rivalry 2.3 Company strategy 3. Don’t waste time! Our writers will create an original "A Strategic Report on Travis Perkins" essay for you Create order Financial Statement Analysis 3.1 Income Statement Analysis 3.2 Balance Sheet Analysis 3.3 Cash Flow Statement Analysis 3.4 Other Ratios Analysis 4. Stock Market Analysis 4.1 Share price performance analysis 4.2 Stock market indicators analysis 4.2.1 Discussion of EPS and P/E 4.2.2 Discussion of dividend policy and D/Y 5. Summary and Conclusion 5.1 Summary by SWOT analysis 5.2 Recommendations for investors 6. Bibliography 7. Appendices 7.1 Strategy of Travis perkins 1. Introduction Travis Perkins is a leading Public Limited Company in the buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets across the UK and Ireland (Annual Report, 2013). The Group became one of the FTSE 100 companies for the first time in June 2013(Annual Report, 2013). The originator of Travis Perkins, which can be traced back to 1797, is the Benjamin Ingram company trading as joiners and carpenters(Travis Perkins, 2014). During the last 200 years, Travis Perkins became a Public Limited Company though mergers and acquisitions in 1988 (Travis Perkins, 2014). The headquarter is in Northampton, the United Kingdom employing 21,937 people as of December 31, 2013 (Travis Perkins, 2014). Now The Group is the UKà ¢Ã¢â€š ¬Ã¢â€ž ¢s largest product supplier in the building and construction market operating 17 businesses with 14 brands and over 1,900 branches (Annual Report, 2013). Travis Perkins offers a wide range of products and services such as general building materials, kitchen s and joinery products, building and decorative materials and plumbing and heating products (Travis Perkins, 2014). Over the last few years, Travis Perkins has acquired several companies to extend its business and seize the opportunity to enhance its growth as a result of the rising economic recovery(Annual Report, 2013). The strategy objectives of the Group has recently centralized on the consolidation of the shareholder value. Therefore, Travis Perkins realigned the divisional structure into four segments General Merchanting, Specialist Merchanting, Consumer and Plumbing and Heating (Annual Report, 2013). At the meantime, Travis Perkins has a big movement in the Board of Directors as the Chief Financial Officer, non-executive board directors and the Chief Executive are all newly appointed(Annual Report, 2013). This report will evaluate the performance of Travis Perkins from strategic directions, financial statement performance and stock market performance three aspects. 2. Strategic Analysis The strategic direction of a company should be based on the environment it operates. Therefore, the strategic analysis is divided into three parts from macro environment, particular industry and the strategies of the company. 2.1 Broad environment This part will analyze the macro-environmental forces that may impact Travis Perkins using PESTEL analysis. It is extremely necessary for companies to identify the external and broad environment in which they are operating to make changes to their long term strategies to adjust with the external environment changes. 2.1.1 Political The Government-funded Construction Pipeline, released in November 2012, has encouraged the industry where Travis Perkins operates (Key Note, 2013). However, it will lead to the reduction of government expenditure on construction (Key Note, 2013). Moreover, the government austerity measures restrict the public expenditures on construction for the few following years (Key Note, 2013). As a result, the decrease of construction output will have adverse effects on the buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets. Travis perkins need to be aware of it as a threat to the business. Due to the depressed activity across the construction industry, the UK government took action to re-boost the housing stock and increase the transactions in the housing market by generating several initiatives such as the Help-to-buy scheme in 2013 (Key Note, 2013). The funding pledged by the government has helped tenants to credit borrowing aiming at increasing the demand for new housing and secondary housing transactions (Annual report, 2013). As the supplier to the construction industry, Travis Perkins definitely gained sales through the supply of the building materials to the construction industry or the increasing demand of the consumer products (Key Note, 2013). 2.1.2 Economic During the last several years, the recession in UK has been largely affected by the global financial crisis in 2008. The adverse economic climate definitely affected the buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets and construction industry. à ¢Ã¢â€š ¬Ã‹Å"Although growth has been recorded following the UKà ¢Ã¢â€š ¬Ã¢â€ž ¢s exit from recession, growth in the UK economy remained depressed in 2012 à ¢Ã¢â€š ¬Ã¢â‚¬ largely due to continued financial turbulence across Europe à ¢Ã¢â€š ¬Ã¢â‚¬  pushing construction output back into negative growthà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Key Note, 2013).The declining in Gross Domestic Product (GDP) in UK demonstrates a drop of confidence towards corporate sectors(Key Note, 2013). Thus the market of buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement will be affected adversely due to the decreasing capital invested in construction industry (Key Note, 2013). The high inflation rate and unemployment rate both push the pressures on businesses and make it far more costly to purchase housing (Key Note, 2013). However, Travis Perkins has been through a slight recovery from the UK economy in 2013 (Annual report, 2013). The rising energy costs has increased the costs in buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets in recently years(Key Note, 2013). The cost control should be considered by the Travis Perkins. 2.1.3 Social The changing in customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ buying behaviour has been more and more diversified (Annual report, 2013). The transparency of price is highly demanded by end-users (Annual report, 2013). The fixed price is more valued and the demand of better service and price (Annual report, 2013). Travis Perkins faces several challenges to change its pricing models to gain customers loyalty. Chart 1 Changes in buying behaviour(Annual report, 2013) Household disposable income has increased but still not enough to stimulate consumers to invest on new building products (Key Note, 2013). Therefore, Travis Perkins needs a long time to recover from the financial crisis since the market will respond a time lag as a trend (Key Note, 2013). With a steady growth in UK resident population, it shows promising outlook of the construction industry and its suppliers in which the market Travis Perkins operates is a growing perspective in the long term view (Key Note, 2013). 2.1.4 Technological The need for online penetration is higher and higher in the future according to the industry forecasts of the DIY and building products markets (Annual report, 2013). Chart 2 UK building products online market (Annual report, 2013) Chart 3 UK DIY and gardening online penetration (Annual report, 2013) à ¢Ã¢â€š ¬Ã‹Å"In recent years, there has been an upsurge in the use of prefabricated structures and modular building techniquesà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Key Note, 2013). These techniques can make a big change to the demand for new and proper materials and components (Key Note, 2013).Travis Perkins can consider the cooperation with the top and bottom line businesses in the buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets. 2.1.5 Environmental The sustainability practices have made it a compulsory issue to minimize the damage to the environment (Key Note, 2013). The 2008 Climate Change Act also established a requirement to the reduction of greenhouse gas (Key Note, 2013). à ¢Ã¢â€š ¬Ã‹Å"In the construction industry, numerous initiatives à ¢Ã¢â€š ¬Ã¢â‚¬  such as Zero Carbon Homes and the Governmentà ¢Ã¢â€š ¬Ã¢â€ž ¢s flagship environmental initiative the Green Deal à ¢Ã¢â€š ¬Ã¢â‚¬  have been implemented in order to encourage uptake of energy-efficient improvements in existing buildings and to reduce emissions from new buildsà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Key Note, 2013). Thus Travis Perkins should be concerned to all these issues which will increase the demand for repair ,maintenance and improvement work and certain types of emerging materials (Key Note, 2013). 2.1.6 Legal The Building Regulations of construction technical standards need to be concerned and Travis Perkins can seize the opportunities to research energy efficient and sustainable building materials to make an advantage among competitors (Key Note, 2013). The EU Timber Regulation (EUTR) has come into force in March 2013. The regulations prohibit the operators to produce timber from illegally harvested timber (Key Note, 2013). Although the regulations may deteriorate some of the timber and joinery business. In reality, the UK market has reached the requirements of the regulation which à ¢Ã¢â€š ¬Ã‹Å"will serve to create a more competitive European market, reducing any advantage companies may gain from the use of illegal timber through proportionate and dissuasive penaltiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Key Note, 2013). 2.2 Industry The buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets experienced significantly fluctuations over the last few years due to the UK economic recession and uncertainty in construction industry (Key Note, 2013). UK suppliers of building materials also have extended their businesses across numerous overseas markets, especially in Europe (Key Note, 2013). à ¢Ã¢â€š ¬Ã‹Å"The total UK construction and home improvement materials market is worth approximately  ¿Ãƒâ€šÃ‚ ¡64bnà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Annual Report, 2013). The addressable trade market of Travis Perkins is  ¿Ãƒâ€šÃ‚ ¡33bn as the largest in the UK (Annual Report, 2013). Chart 4 Building materials market (Annual Report, 2013). The construction industry and repair ,maintenance and improvement sector in UK has a significant demand for a wide range of building materials, components and products (Key Note, 2013).Buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets mainly rely on the construction industry and do-it-yourself (DIY) market as well (Key Note, 2013). In order to evaluate the forces which determine the industry competitiveness, the following will be analyzed by Porterà ¢Ã¢â€š ¬Ã¢â€ž ¢s Five Forces Model. 2.2.1 Threat of new entrants The threat of new entrants into the industry is low. Since there is insubstantial probability of emergence of new competition for Travis Perkins. Significant amount of capital investment and expertise are required to manage as a UK nationwide builder merchant in the mature market (Annual Report, 2013). The multi-channel capabilities of supply and distribution and economies of scale are also the potentials to enter into the market (Annual Report, 2013). 2.2.2 Threat of substitutes The threat of substitute products and services is low as the demand for building materials and components offered by Travis Perkins is not easily substituted by other merchants since it enables customers to access a wide range of building material product categories (Annual Report, 2013). Moreover, a variety of own brand products are available as the supplement of the branded goods (Annual Report, 2013). 2.2.3 Bargaining power of buyers The bargaining power of Travis Perkins buyers is strong, as the competition is fierce and there is a wide choice of suppliers of building materials offered by global merchants, as well as, small local producers (Annual Report, 2013). The small private buyers like end users have no pressure on Travis Perkins (Annual Report, 2013). Large retailers, construction merchants and public sector buying groups have bargaining power because they may choose manufacturers directly (Annual Report, 2013). 2.2.4 Bargaining power of suppliers Suppliers of Travis Perkins possess a substantial bargaining power as the manufacturers may distribute the products directly with the end users (Annual Report, 2013). The switching costs are really high and the integration forward by the manufacture may provide a higher prices of the products. The Group relies on overseas factories more and more to expand its business to reduce the reliance on certain suppliers (Annual Report, 2013). The Group has invested capitals to its own brand product by generating direct sourcing capability advantages (Annual Report, 2013). 2.2.5 Competitive Rivalry A great many small scale companies make up the UK buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchants market offering a variety of products and services to the nationwide markets (Annual Report, 2013). The competition from timber merchants, plumber merchants, electrical wholesalers and similar businesses is definitely a threat for the Travis Perkins. However, Travis Perkins is the market leader in the buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant market in the UK currently (Annual Report, 2013). The turnover of the Groupà ¢Ã¢â€š ¬Ã¢â€ž ¢s largest national competitor generates less than half of the turnover in the Groupà ¢Ã¢â€š ¬Ã¢â€ž ¢s addressable markets (Annual Report, 2013). The wide range of products and branches across the UK has made it an advantage that few competitors can catch up. 2.3 Company strategy Travis Perkins has reviewed its strategy to make it a better option to achieve its Mission (Appendix 7.1) in December 2013 due to the improving economy and the changes of the Board (Annual Report, 2013). The new strategy (Appendix 7.2) aimed to increase the capital investment to enhance the existing market revenues and earnings and increase the quality of the services to satisfy customers and improve the shareholders returns (Annual Report, 2013). The realigned divisional structure (Appendix 7.3) and the expansion (Appendix 7.3) of each division also played a significant role in delivering the objectives of the strategy. The portfolio management of the capital investment has made a competitive advantage for Travis Perkins to provide almost all the types of building products and services to the construction market. The management of the capital invested make it a better use to create of the shareholder value. In recent years, the acquisitions made all aim to expand in new and complementary business areas which demonstrates Travis Perkinsà ¢Ã¢â€š ¬Ã¢â€ž ¢s intention to invest capital in promising market (Annual Report, 2013). Scale advantage has make an efficient supply chain to gain customer loyalty. The Group also benefit from economies of scale in lower costs and shared IT systems. All these issues bring a cost efficiency and better relationship with colleagues and customers which will make the Group more attractive to do business with. The customer innovation improve the customer satisfaction and make it a better buying action. However, compared with other competitors, Travis Perkins narrows its activities in UK and Ireland to limit the expansion and opportunities in emerging markets. For example, Wolseley PLC operates in six geographic areas to make business as a local standardized core process to gain market share.However, in the UK market, Wolseley is not the largest operator, Wolseley has much more sales and returns in other markets. In additi on, Wolseley makes their businesses at a higher return by bottom-up detailed resource allocation to grow faster than the competition. It is more efficient for trade distributor. 3. Financial Statement Analysis 3.1 Income Statement Analysis 3.2 Balance Sheet Analysis 3.3 Cash Flow Statement Analysis 3.4 Other Ratios Analysis 4. Stock Market Analysis 4.1 Share price performance analysis Source: Google finance ¼Ãƒâ€¦Ã¢â‚¬â„¢2014 Source: Google finance ¼Ãƒâ€¦Ã¢â‚¬â„¢2014 Source: Google finance ¼Ãƒâ€¦Ã¢â‚¬â„¢2014 Source: Google finance ¼Ãƒâ€¦Ã¢â‚¬â„¢2014 Source: Google finance ¼Ãƒâ€¦Ã¢â‚¬â„¢2014 4.2 Stock market indicators analysis 4.2.1 Discussion of EPS and P/E 4.2.2 Discussion of dividend policy and D/Y 5. Summary and Conclusion 5.1 Summary by SWOT analysis 5.1.1 Strengths Travis Perkins has a wide range portfolio of businesses to enable it capture broad customer base from end users and large construction merchants and increase its growth from all markets. The Group also operates a strong business model with long term relationships with its suppliers and customers. The expansion will not influence the cost of the company since the business model gives the flexibility and cost efficiency. Even the economic downturn has effected all the business, the financial performance of Travis Perkins is still in steady growth. The strong financial results will provide Travis Perkins a financial flexibility in capital expansion. 5.1.2 Weaknesses As mentioned above, the operations are concentrated mainly in UK which limits the opportunities to invest and makes it a higher business risk than other competitors. Travis Perkins will rely more on the demand and condition of the market in UK not like other competitors with more flexibility in the market. 5.1.3 Opportunities Fortunately, the economy and construction in UK lead to the fluctuations and uncertainties over last few years but the outlook is positive where Travis Perkins can seize the opportunities to expand revenues and create shareholders value. Recently, the online penetration in retail has experienced a high growth. In the building materials market, the level of penetration is expected to increase which is a great opportunity. 5.1.4 Threats Travis Perkins faces many local or other national operators in turn the competitive pressure may lead to reduction in price definitely resulting the profits and expansion. Further more, the change of customer buying behavior ,integration of manufacturers and customer transition from distributor to manufacturer will largely affect Travis Perkinsà ¢Ã¢â€š ¬Ã¢â€ž ¢ business performance. 5.2 Recommendations for investors Through the entire analysis, Travis Perkins has a improving outlook in 2014 due to the market condition. The company will benefit from the construction and DIY emerging market which will recover for the next few years according to the forecasts. However, there still exists uncertainties in housing and construction. It is just the beginning of the recovery and there is a time lag from buildersà ¢Ã¢â€š ¬Ã¢â€ž ¢ merchant and home improvement markets. I strongly recommend to wait till 2014 year end for investors who want to buy Travis Perkins shares now. It will show a clear trend of the increasing of the shares for some time. 6. Bibliography Google Finance. 2014.Travis Perkins plc. [Online]. [Accessed 22 April 2014].Available from : https://www.google.com/finance?q=LON%3ATPKei=jS11U9DNFYj6wAPkrIGYDQ Travis Perkins. 2014.History. [Online]. [Accessed 22 April 2014].Available from : https://www.travisperkinsplc.co.uk/about-us/history Travis Perkins. 2014.Strategy. [Online]. [Accessed 22 April 2014].Available from : https://ir.travisperkinsplc.co.uk/strategy.aspx 7. Appendices 7.1 The Mission of Travis perkins à ¢Ã¢â€š ¬Ã‹Å"Continue to deliver better returns by putting in place and growing the best businesses, with outstanding people providing comprehensive building material solutions to everyone, creating, maintaining, repairing and improving the built environmentà ¢Ã¢â€š ¬Ã‚ ¦ helping to build Britain.à ¢Ã¢â€š ¬Ã¢â€ž ¢ (Annual report, 2013). 7.2 The Strategy of Travis perkins (Capital Markets Day, 2013) 7.3 Divisional structure of Travis perkins (Annual report, 2013) (Capital Markets Day, 2013)