Consumer Behavior in Terms of Culture
Executive summary
In the current intensively competitive corporate environment, maintaining a competitive edge is becoming more and more complicated for companies. Companies have to put up highly qualified and committed workforces in order to differentiate their positions in the market. Competitive advantage is not only about differentiating corporate products or services but it also encompasses the art of tapping special skills to support rapid growth and better customer satisfaction. It is also critically important to monitor competitors’ moves and the management has to be able to consolidate upcoming technologies so as to remain competitive at all times. In simple terms, attaining a competitive advantage requires the ability of management to integrate core production skills and competences that empower individual business units to perform to their maximum and to adapt to changing environments.
In this study, the essence of components of strategic human resource management (SHRM) will be discussed in the above regard using a case study of PepsiCo. These vital elements are strategic human resource planning (SHRP) and strategic human resource development (SHRD). These elements of HRM play a major role in the economics of an organization and in the achievement of business goals and objectives. They account for the greater part of a company’s competitive advantage and alignment to corporate direction. This is in contrast to the traditional belief that a company stands in good ground against competitors with other transferable resources such as equipment. In fact, it is increasingly being recognized that SHRP and SHRD contribute significantly to the achievement of organizational objectives. A high quality workforce enables an organization to compete with respect to market responsiveness, product quality, customer satisfaction and technological integration/innovation.
Strategic human resource management SHRM will be assessed in this report with a focus on PepsiCo
In the current intensively competitive corporate environment, maintaining a competitive edge is becoming more and more complicated for companies. Companies have to put up highly qualified and committed workforces in order to differentiate their positions in the market. Competitive advantage is not only about differentiating corporate products or services but it also encompasses the art of tapping special skills to support rapid growth and better customer satisfaction. It is also critically important to monitor competitors’ moves and the management has to be able to consolidate upcoming technologies so as to remain competitive at all times. In simple terms, attaining a competitive advantage requires the ability of management to integrate core production skills and competences that empower individual business units to perform to their maximum and to adapt to changing environments.
In this study, the essence of components of strategic human resource management (SHRM) will be discussed in the above regard using a case study of PepsiCo. These vital elements are strategic human resource planning (SHRP) and strategic human resource development (SHRD). These elements of HRM play a major role in the economics of an organization and in the achievement of business goals and objectives. They account for the greater part of a company’s competitive advantage and alignment to corporate direction. This is in contrast to the traditional belief that a company stands in good ground against competitors with other transferable resources such as equipment. In fact, it is increasingly being recognized that SHRP and SHRD contribute significantly to the achievement of organizational objectives. A high quality workforce enables an organization to compete with respect to market responsiveness, product quality, customer satisfaction and technological integration/innovation.
Strategic human resource management SHRM will be assessed in this report with a focus on PepsiCo