The largest company
BT clearly addresses the purpose of the company’s existence. The most important shareholders addressed in the statement are: Customers, Owners and Community (Partners, Suppliers, Employees). Based on the company’s activities these stakeholders groups are represented in BT’s daily practices. The company delivers exceptional services and products to its customers through a combination of channels: bricks and mortar locations and in-line service. This way BT satisfies sophisticated needs of various customer groups in its daily practices.
BT is expanding its business through mutually beneficial international partnerships in order to increase and sustain shareholders value and earnings. BT achieved Investors in People (LiP) accreditation- the largest company ever to have done so. LiP is a British national quality standard, which recognises companies for their investment in people training and development of their people (employees) to achieve business goals. BT considers community investment and good corporate citizenship to be one of its priorities.
BT regularly survey its customer groups and employees, consults with a range of community leaders and public figures to find out which issues and problems they want the company to support in the life of the community. For some time, the key concerns, which they have wanted BT to address, have been
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Spending more than 5. 5 billion annually, BT’s Business Services division controls all procurement and logistics for BT UK. Telecommunications services would fit all aspects of the value chain model. BT has handled the reorganisation of their logistics network thoroughly and effectively across the whole line. The new warehouse is situated in Magna Park. The new logistics strategy has been implemented to drastically reduce costs and substantially increase client services.
BT has chosen this Midlands location for a clear reason: excellent connections with the M1 and M69 motorways, known in the logistics industry as the “golden triangle”. From scattered to centralised BT logistics previously operated with regional warehouses that serve specific areas within the whole of the UK, which were the backbones of the network. The new choice for a central warehouse has brought the stocks down substantially: first return and considerable savings.
BT’s distribution service was always on a delivery time of 3 days. But clients started demanding ” next day delivery”. Client requirements led BT investing extensively in an all-new logistics system, optimising the new logistics strategy. Investments in new systems concentrated on services, which could offer demonstrable added value. In case, product conversion systems work progress systems, on line services and MSI. BT acknowledges that the changes do not always follow a level path.
In order to explain the cultural change to employees, the company has outlined the new path in a number of pointed such as current position, new strategy, outlook, outlook implementation, organisational change, new internal distribution system and logistics system. Implementing the new strategy is a long and hard process. IS/IT deployed within the organisation BT has a world-class reputation for technological innovation and has made considerable investment in research and development amounting 2% of annual turnover, i?? 291 million in 1996/97.
They aim to develop products that are valued by customers and have concentrated on exploiting the Internet to the mass market. The speed of technological advances has taken the telecommunications industry by storm. Some advances barely even thought of a couple of years ago are being taken for granted within the business community and even, although to a lesser degree, by domestic consumers. For example, the simultaneous transmission of voice and data along optical fibres and national cellular radio systems is now the norm. Other services that are already available include: