HALDI
Key performance indicators help businesses help define and outline KEY PERFORMANCE
what they want the businesses aims to achieve and when they want to INDICATORS
do it by. This is essential for businesses growth and making sure the
businesses is heading the correct direction. Key performance
indicators should include a measure, a target, a data source and a
reporting frequency (Parmenter, 2019).
As a company we aim to always be growing and evolving finically and
physically. We have set our key performance indicators to give us aims
with a slight timeline on when we would like these to happen by. This
will ensure we are motivated and stay driven. The following key
performance indicators are catered to our company and what we
would like to achieve.
MARKETING
1H) RIeGduHceLouIrGcarHbonTfoSotpFrinOt byR10% by 2023.
THE YEARReducing our carbon footprint can be done in various ways. The first one being reduced our food waste.
Everyone knows when making fresh juices you are only using the liquid component of the fruit or
vegetable. This means the pulp of the produce is then wasted. We will aim to reduce this significantly
and make sure the leftover pulps composted in a safe and natural way.
2) Improve the livelihood of Punjabi farmers by 2023 including fair trade.
To be able to help improve the livelihood for Punjabi farmers is a huge part of our businesses and ethics.
We want to give back to the people which have helped the most. We believe that by paying them fair-
trade prices, treating them with respect and working alongside them closely we will be able to improve
their livelihoods significantly especially when it comes to their work environment. We will work closely
with the organisation, Khalsa Aid who work on supporting Punjabi farmers (KhalsaAid, n.d).
3) Reach 1000 followers on Instagram by the end of 2021.
Social media is ever growing and currently is blowing up small businesses quicker than ever. We aim to
reach 1000 Instagram followers by the end of this current calendar year. We believe this will be a step in
the right direction and with the more online social media growth it gives us more opportunities for our
business to also grow online. Instagram enables free advertising and gives us the power to promote our
brand as much as possible to the public. This will also help us see which age group and gender are
interested in our product as we will be able to tract this through businesses insights through our
Instagram account. This will help us to promote our product better and make changes it if needed.
Instagram is also good for customer service, it enables free, quick replies to queries and questions from
the customers regarding anything from location of our market stalls, prices and flavours. Customer
interaction is very important and good customer service can be worth a lot especially to a small business
like ours.
4) Increase charity work and interaction with suppliers
Making sure we have a good relationship with our suppliers has always been a must for us at Haldi, so
we want to ensure we are constantly building that relationship with our suppliers and the people
involved throughout the whole process. We will ensure we do this by always making sure they are
getting a fair-trade, we will treat them with respect and communicate in a professional manor and we
will always make them feel involved and credited were due. Charity has constantly been a massive part
in Haldi as we want to make sure we give back to these charities. We will do his by donating as many
juices as possible where they may be needed, involve ourselves in charity giveaways and events and
always offer our support in promoting them.
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HALDI
3 YEAR FUTURE
GROWTH PLAN
By having a 3-year growth plan for Haldi we can make strategic decisions from the day we open for us to
work towards that goal which we want to achieve. We will be able to allocate money and resources into
areas which we aim to grow in which are established on our business’s growth plan. These goals will all help
our company growth and become more successful. The goals we aim to achieve within the next 3 years at
our businesses is, increasing our flavours available, expand further afield, have limited addition flavours /
campaigns and have a loyalty scheme. Some are more accessible than others however they are all achieve
able given the timeframe.
Increase our flavour range
Within the next 3 years here at Haldi we would like to increase our flavour range available to the customers.
By continuing to do qualitative research we will be able to grasp onto which flavours and benefits the
customers would like to see within the next few years. By doing questionnaires, blind taste tests and more
we will be able to get an idea on what the costumers like and what new flavours to bring to the market.
Flaours could include, carrot, cinnamon, wheatgrass and charcoal, however these will be decided once we
have done our research.
Expand further afield
Expanding further afield will allow us to reach a wider customer base enabling us to grow our business. We
aim to expand our market stalls to Brighton markets and other areas of Surrey. We wanted to expand to
locations which were close, and we belied would be the right place for our product and brand. They also
needed to be travelling distance as we will have to drive to wherever these market stalls were. With Brighton
being around an hour drive it seemed reasonable to us. Brighton is full of vibrant markets and opportunities,
so we are keen to be able to sell our products in person there. By expanding our business to Brighton our
business name will be more exposed hopefully influencing our online sales.
70.5% of Brighton's population are within the age group 18-64 years old (City Population, 2019). This is
within our target market so seems viable to choose Brighton as a place to have a market.
We would aim to have a stall located in the Brighton Open Market. This market focuses on food and drinks
and is in a cental position in Brighton. Their focus is ethical and nutritious food so we believe we will fit in
well and our target market will be visiting here which will increase the changes of us selling more units (Visit
Brighton, n.d).
(Visit Brighton, n.d)
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HALDI
CONTINUED.
Given its success, Have limited addition flavours / campaigns
we should
continue with our We believe to grow successfully as a company we
ongoing website need to always be looking at new ideas and
promotional updating the range we offer to our customers. We
strategy. would like to increase our flavour range alongside
having limited addition flavours which could link
with different campaigns we support. From these
limited addition flavours a percentage of the
profits made will go towards this charity /
campaign which we are supporting.
We believe this is an exciting proposition and we
have not seen it done by any of our competitors.
Charities which we would like to be supporting
will link to the juice inside. For example, we will
support Cancer Research and release a juice shot
with ingredients proven to help your immune
system. Events we would like to be involved in will
be Pride, a well-known Festival celebrating sexual
diversity and acceptance. Brighton has a large
celebration of this every year so we would like to
contribute to celebrating this by bringing out a
rainbow bottle.
We believe this will not only celebrate and
support charities we also believe this will boost
your sales and increase our customer base by
individuals buying these limited-edition bottles
and promoting them on their social media.
(The Mirror, 2019)
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HALDI
LOYALTY SCHEMES
We believe that by having a loyalty scheme it will encourage repeat customers, it also will draw people to
buy from our business over another's. We also will find it useful as we will be able to see how many of our
customers are repeat customers and how many are new. This will give us an idea if we need to increase our
advertising and where we advertise or if it's going well.
There are many different types of loyalty schemes which different companies use to encourage repeat
customers and draw customers in. The first loyalty scheme is a points program. This focuses on the more
you spend with that company, the more points you receive the more money you get off your next purchase.
An example of a company which uses this is North face (Thomsen, R.B, 2019).
The second loyalty scheme is the paid program. This scheme invites customers to pay a monthly or annual
fee to join a member's club which gives you offers. However, there are issues with this reward scheme,
most customers will be hesitant to pay a monthly fee unless they purchase from your company on a regular
basis making the money worth it (Thomsen, R.B, 2019). BRAND
The third loyalty scheme is an approach which The Body Shop has taken; this is The Chaity Program. This
POSITIONING ANDgives the customers, rewards from purchases, offers and access to events (Thomsen, R.B, 2019).
The fourth loyalty scheme is The Tier Program. This loyalty program fTocAuseRs oGn cEusTtomMers AwhRichKspEendTS
more with their brand. The more they spend with the brand the higher up the tier they will go which gives
them access to money off, rewards and offers. This motivates customers to buy straight from their website
instead of other retailers selling their products and encourages customers to spend more so they can
receive better offers and discounts (Thomsen, R.B, 2019).
The fifth loyalty scheme is The Progress Program. Nike is an example of a brand which does this which fits
in with their brand ethics. This scheme encourages the customers to do certain tasks and hit certain goals
to receive offers and money off their next purchase. This is interactive and keeps Indvidual's using the app
and being motivated to repurchase (Thomsen, R.B, 2019).
The sixth loyalty program is the community program. This looks at interaction with the customers and them
interacting with each other to create a community (Thomsen, R.B, 2019).
We will be taking on the points program loyalty scheme. We believe this fits in with our brand and keeps it
simple. The more interaction and money they spend with our brand will lead to them receiving points
which will give them money off future purchases. We believe this will encourage repeat purchases. Our
website will enable to customers to create accounts which will automatically update their count with their
points once they have purchased. We will also reward points for referrals that they do.
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HALDI
5-YEAR FUTURE
GROWTH PLAN
By having a 5-year future growth plan alongside our 3-year future growth plan it helps us to cover all
aspects of our business which we want to grow within the next 5 years. This is marketing, sales, staffing,
operations, finical projections and how we will generate or obtain the operating capital for us to reach our
goals (Cordray, 2015). This plan will ensure we are on track, and we carry on working on our goals to get us
where we want to be.
Increase the percentage of profit that will go towards helping the punjabi farmers livelihood
Since the start of Haldi we have always made it clear that we want to work closely with our suppliers and
charities to contribute towards a better livelihood for them. In five years’, time we want to be able to be in
the position where we can contribute towards these suppliers and close charities to make a difference. We
will run limited edition flavours and ranges which the profits will all go towards them, and we will increase
the percentage of profit which we continuously donate them.
Diversify our product
In 5 years, we hope to be in the position to diversify our products and bring more to the brand than just
health shots. We hope to enter the supplements and smoothie market. We believe this sits alongside the
juice shots perfectly and sticks with our brand and its ethics for a healthy future. By increasing the products,
we have on offer we will be able to reach more customers and increase our sales. We also we will be able
work with more charities and grow our brand. We will be able to sell these at our market stalls, online and be
able to do subscriptions for these. We may also produce a deal with all three involved in a subscription type
purchase which Is catered to your certain health needs. This will help customers as they will be getting all
the nutrients and supplements which they need, all to their door, in one package on a weekly basis. We
believe this would be something the public would like to have on offer and would do well.
Sell 375 units on an average monthly
In 5 years', time we will aim to sell 375 units on an average monthly basis. This figure will put us in a good
financial position which will enable us to invest back into the business to expand it. This money can be spent
on new products, marketing and improving our products we already have. We hope our business will grow
steadily and if we are able to put back money into, the business from our sales it will only increase. Having
an aim of this figure will help us to push sales and give us an idea of how fast / slow the business is
expanding and what we need to do to carry this on or improve the sales.
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HALDI Suarez (2021)
Page 56
5 YEAR PLAN
CONTINUED.
Have a partnership deal with a celebrity health
ambassador to increase our marketing
The number of individuals using social platforms every
day is increasing rapidly. We want to keep on
advertising on social media as we believe it is the
cheapest and most effective way of advertising for
our brand. We believe our next step within
advertising on social media is to hire a brand
ambassador. We want to work with an individual has
a following within the health and fitness industry and
to be involved in it themselves. We believe this will
push our brand and increase sales rapidly at a small
cost to us compared to other ways of advertisement
which we believe will not be as effective. 'Instead of
targeting the whole market, influencer marketing
focuses on key
individuals who may influence potential customers'
(Hannu,D, Johannisson, M, 2020).
A health and fitness ambassador we would like to
advertise our products is UFC athlete, Tatiana Suarez.
If we worked with her, we would ask for an Instagram
story and a grid post every 2 weeks. We choose her
because her whole brand is about being physical
healthy and strong from the inside out. Having a large
following of 149K will boost our sales massively and
get our brand and products out into the market.
Tatiana Suarez already does promotions for to her
products but when we make a deal with her, we will
discuss if it'll be the right thing for her to post other
drink companies when also posting ours. The average
age range watching UFC is between 18-44 years if
age which covers a huge percentage of our target
customer range. It is prominently 75% males who
watch UFC however as she is a female athlete this
figure may be evened out when it comes to her
following on Instagram (Imgarena, n.d) .
HUMAN
RESOURCES
Human resources is used to describe both the people who work for a company or organization
and the department responsible for managing all matters related to employees, who collectively
represent one of the most valuable resources in any businesses or organization
(HumanResourcesEDU, 2014). In essence, this is the function of a business that is concerned
with ensuring that the organisation has a workforce who are able to do their job effectively in
order to meet the needs of the business and its customers. In addition, many of the compliance
functions and hiring decisions are made from this department.
As a start-up, Haldi understood that the creation of the business plan would not be an easy
task. The team initially came together in order to comprehend the severity of the task and
although the group had never developed a business plan before, each member ensured they
would give their absolute all to the company. The business plan would not only guide the team
and get the business off the ground but would allow the company to keep on track as the
business develops and has growth.
This section of the business plan will include Haldi’s company culture, leadership style,
networking developments, selling discussion, human resource perspectives, organisational
design and hierarchy, types of organisation structure and finally the team meeting and agendas
including overall meeting attendance.
At Haldi, the members understood that real success for a business comes in the form of
ensuring that all of the departments are working towards a common goal. Furthermore, the
directors recognised that the Human Resources department should benchmark industry
standards and requirements which is why from the offset it was outlined that we must ensure
compliance in all areas because failing to do this would result in the business potentially
experiencing trouble further down the line in the form of government fines or other potential
penalties.
Compliance is a big part of any business and human resources (HR) department. If there is not a
plan in place for things such as verifying that employees can legally work in the United Kingdom
or minimum wage rules being met among others, then the business will be exposed to a
potential for major risk.
This is best defined from the economic journal which state: ‘compliance simply means abiding
by all of the legal laws and regulations regarding how they manage their business, their
employees, and how they handle their customers. The idea of compliance is to ensure that
businesses and corporations act responsibly’ (Economic Journal, 2021).
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HALDI
THE IMPACT OF
COVID-19
The year like no other, as a result of the COVID -19 pandemic, each member of the group understood the
importance of adaptation and approach in regard to our attitude towards the formulation of team rules and the
business plan as a whole. The directors having recognised this, devised a plan based off extensive research and
in particular an article by Forbes which stated the following: ‘many organizations realize that upskilling and
right-skilling are essential for innovation and strategic advantage’ (Forbes, 2021). The members at Haldi
collectively agreed that statements similar to this must be considered and implemented in order for success
based on the current conditions around the world.
Due to the team being unable to physically meet, the members decided instead of complaining to find a solution
to this unfortunate problem which was creating an online virtual meeting space where it was possible for all of
work to be submitted on to one platform for all members to access and view at any given time whilst having the
ability to schedule regular as the team liked to call it ‘progress appointments’ with each other to ensure we were
meeting our targets.
This was crucial for the team’s progress and each member had the same belief that without being innovative
with our circumstances we would not have been able to develop our business plan to the standard which we
have as this platform aided with any questions or queries as each member had access to each other’s work and
when any member found themselves unable to find a solution to any given problem we installed a software on
our laptops which sent a message to each other’s mobile phone alerting us that there was a problem we must
find the solution for which again was one of the innovative ideas we had to ensure we practiced in order to meet
our combined goal.
However, having said this as a business the company would be hiding the truth if it said they did not experience
any ‘speed bumps’ and incur any problems along the way. In the final meeting all members agreed that the two
common denominators which somewhat let the group down during the process but also acted as a learning
curve for all were:
- Communication
- Motivation
Communication was the team’s biggest problem throughout this process as it was extremely difficult to
schedule virtual meetings without clashing with at least one member’s diary as well as experiencing an array of
technical difficulties and retaining a degree of professionalism each time the directors met.
Motivation was the second flaw Haldi incurred as in the beginning when the team began working together on
the business plan spirits were high and each member had a clear vision of the collective objective Haldi aimed
to achieve.
However, keeping that same energy week in week out is not as easy and cliché as it seems especially with the
unprecedented circumstances the country and team is faced with. As the team approached week 7 of the plan,
each member took a step back and agreed the team had slipped in the company’s approach to being
unmotivated as a result of not having the ability to physically meet and with the lockdown restrictions, Haldi
members experienced a great degree of tiredness and laziness.
In week 9, a team meeting was called by the Human resources director who highlighted the challenges each
member faced as well as how and what members could do individually to boost team morale and get back on
track to developing the business plan to the required standard.
It was then where Haldi members came up with ‘Haldi’s Wall of Fame’ – a system where each member at the
end of every week would peer review one another’s work and whoever had exceeded expectations and met
their goals would be rewarded with their name being hung on a wall which the members had all designed in
their rooms as well as choosing a takeaway of choice from UberEATS which would be equally split between
directors. This was Haldi’s system which worked exceptionally well within the business to achieve the
company’s desired targets and end result.
At the end of the business plan, just before the final submission, each member confidently stated that the team
had all given their 100% to each directors allocated section and one by one stated that they had a firm
understanding of the financial aspects of the business including cash and break even requirements, gathered
crucial industry and marketing information, anticipated and avoided obstacles Haldi was likely to encounter as a
result of the SWOT and PESTLE analysis, set specific goals and measurements to assess progress over time and
lastly the formulation of innovative strategies for the group to expand in new and increasingly profitable
directions.
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HALDI
COMPANY CULTURE
Company culture can be defined as a set of shared values, goals, attitudes and practices which characterize
an organisation. ‘It’s how a company cultivates business growth by offering each employee a voice, while
encouraging healthy day to day attitudes, behaviours and work ethics.’ (Breathe, 2021)
At Haldi the team believed that team culture is central in the way people feel about their work, the values
which they believe in and lastly where each member sees the company heading and what each individual is
doing in order to achieve the collective goal.
As a company, Haldi took inspiration from Netflix which is a subscription based streaming services that
allows members to watch TV shows and movies without commercials. The reason why Haldi specifically
identified this company among others is because Netflix encapsulates the philosophy of “people over
process” which is something the directors strongly attached themselves to and took stimulus from. (Netflix,
2021)
All members collectively agreed that this was a crucial aspect of the business because ultimately, it was the
foundation and strong culture within any company allows for success as its an acknowledgement that
people are the most important and critical component of any organisation which is why Haldi aims to ensure
it caters for its ‘peoples’ needs in order to become successful.
The directors at Haldi successfully set the foundations for real, tangible business growth as after having
conducted extensive market research, the findings indicated that to have great company culture it must be
based on an array of factors, some of which include honesty, productive conversations and a culture which
helps to identify issues and collectively forms resolutions.
Haldi, although a start-up, understood that a positive company culture should have values which each
member should ‘know off by heart’ (BioSpace, 2021). The culture at Haldi was intended to display support
as well as innovative perspectives for employees to get together for personal and professional development
activities highlighting the importance of conducting this within and outside company hours so each
individual could develop their relationship with one another not just professionally but personally.
The corporate culture of Haldi guides how the employees of the company act, feel and think. The corporate
culture is the psychological as well as the social environment of an organisation. At Haldi, the members
believe this symbolises the unique personality of a company and expresses the core values, ethics as well as
beliefs and behaviours of an organisation which is why the members did not rush this but instead spent time
to identify what was important to them and how they would translate those factors through the company
culture.
Core competencies are described as a set of unique abilities that a business possesses which provide it
with a competitive advantage (Business News Daily, 2021). One of Haldi’s core competencies would be
employee engagement. This is because high levels of employee engagement is something which the
company prides itself for and is what will likely return rewards in the future, leading to greater levels of
productivity and innovation.
When discussing company culture there is one specific theory and model which Haldi decided would be of
great use, that of Charles Handy’s Model of Organisational Culture (1995). As a business, Haldi understood
that it was vital to ensure the right decision was made in pursuing the company culture as it is how a
company cultivates growth.
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HALDI
COMPANY CULTURE
CONTINUED..
Power, Role, Task and People/Person are the four different cultures which Charles Handy explores. In
regard to Power Culture, this is a centralised culture which focuses on key decision makers. In other words,
the control radiates from the centre. The second is Role Culture, this is a more formalised culture with jobs
having clear procedures and rules. This is a very typical culture certainly within traditional organisations. Role
culture is based on the ‘role’ that individuals play in the business and is characterised by a high degree of
control with everyone in the organisation knowing what they’re role and responsibilities are.
The third is Task Culture, this is where there is a focus on specific tasks and projects. Task = team, teams in
an organisation are formed typically to address specific problems or to work on particular projects but it is
the task which is the most significant element. The fourth and final culture is People/Person Culture, this is
where individuals have considerable freedom to act independently without restrictions. Handy identifies this
as being least likely and less frequent to what he found in organisations as ultimately people believe
themselves to be superior to the business (MSG, 2019)
At Haldi, when all of the directors sat to have a meeting, after much deliberation it was decided that there
was not one set culture which Haldi would solely like to mimic into its business operation as they all had
equal flaws. An example being Power culture, the Human resources director presented the fact that the
strong culture could turn toxic and businesses such as RBS and Lehman Brothers are just two examples of
businesses’ which collapse is attributed to a strong power culture where a small number of individuals
dominate the business (Guardian, 2018). This is why the directors then spent approximately nine days
deliberating and consolidating ideas with one another until they came to a final agreement.
The outcome was as follows:
Haldi’s team culture would be based on three out of the four of Charles Handy’s cultures however, the
directors had carefully picked the individual aspects of each to craft into one wholesome culture which was
believed the right fit aligning with Haldi’s ethos and beliefs.
The aspects which were taken from Power culture were that employees are judged on what they achieve
rather than how they do things or act, and a positive consequence of a power culture is that this can typically
lead to fairly quick decision making as well as being associated with a ‘strong’ culture.
In regard to Role culture, the aspects which were taken included elements such as the company culture
being based on the role that you play in the business and being characterised by a high degree of control
with everyone in the organisation knowing what is expected of them and the exact role and responsibilities
they are accountable for. Another aspect included that power is determined by your position in the
organisational hierarchy, people have clearly delegated authorities within a highly defined structure.
The aspects which were taken from Task culture include the fact that this is a very dynamic culture as the
task determines the team dynamic and it was agreed that if the company could get the correct mix of skills,
personality traits, ability and leadership skills this would definitely make for an effective team and could
prove to be very productive and effective in the long term. Having said this, Haldi understood that they
would have to employ a matrix structure which is why each member agreed that the particular elements they
aimed to incorporate from this culture would come further down the line once the company was better
established within its industry.
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HALDI
The reason why members did not opt to incorporate elements from the People/Person culture was
considerably to do with the fact that individuals in this culture believe that they are superior to others in a
given company or field and we felt as a group that this would be better suited in an environment such as
the medical or legal field where individuals have high levels of specialist expertise in their given field of
choice.
In addition to this, adopting a Clan culture was a key factor Haldi felt was significantly important in order
to become successful. Clan culture is the name given to an organisation with a family-like feel. Deriving
from late middle English, this rather new-age term is adopted from the old-age Scottish Gaelic ‘clan’,
meaning offspring or family (Breathe, 2021).
When applying such a culture to a company, this is best suited with those organisations who work closely
together, place their peers needs first and are a close-knit team. At Haldi the directors believed this was a
“no-brainer”. The biggest reason why was because when conducting research on culture, the company
found that there is an overwhelming positive correlation between satisfied and happy employees,
productivity levels and business growth.
A recent study indicated that employees who trust their colleagues and managers are more driven to go
the extra mile albeit above and beyond their workload as a result of this instrumental ingredient (Science
for Work, 2019).
Haldi actively invites and promotes weekly one-to-one discussions, team presentations and meetings for
all company directors which was another similarity with the Clan culture. The whole purpose of including
this culture within the organisation was because a family like culture could adopt an inclusive approach
which welcomes ideas, feedback and criticism.
One criticism with using this culture was that the directors found personality clashes taking place and the
reason for this was because as a company Haldi aimed to promote employee flexibility as well as
individualism and in doing so the company experienced members stepping on each other’s toes and
clashing on issues and agendas. As a result of this, Haldi’s human resource director ensured that each
member had highlighted their individual strengths alongside weaknesses as well as the directors having a
clear understanding of their role within the organisation. This ultimately rectified the problem, and the
team were able to move forward with a positive working environment.
In regard to Haldi’s organisational structure, the directors were torn between opting for a tall or flat
organisational structure. A ‘tall’ structure would mean many levels in the chain of command with a
possibility of a narrow span of control. In contrary, a ‘flat’ structure would be characterized by having few
levels in the chain of command. This structure would mean there may be the possibility of a few middle
managers but the actual span of control for managers at the top of the organisational structure could
potentially be wide as a result (The new handbook of organisational communication, 2001).
The company decided not to adopt the tall structure, which is associated with Role culture, this is because
it has long chains of command and decision making can be painfully slow. Furthermore, organisations who
practice this may be risk averse and less likely to innovate.
As a start-up, having considered all possibilities, the directors agreed that a ‘flat’ structure would be the
correct decision to make in this instance. The reason being because this would allow for broader job roles,
more flexibility and faster decision making. The downside to this would be each member having an equal
share of control with fewer opportunities for a promotion. However, due to the position of our company
being an SME we agreed we could make this compromise.
In addition, when specifically identifying the organisational hierarchy in the organisational structure, Haldi
is an organisation with a wide span of control as it actively encourages delegation and is referred to as
having as mentioned above a ‘flat’ hierarchy.
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HALDI
MEMORANDUM OF
ASSOCIATION
This section of the company culture which Haldi has created focuses on the memorandum of association,
a corporate document which has to be filed with the Registrar of Companies during the process of
incorporating an organisation/company (GOV.UK, 2021). The document includes the name, role and
signature of each director as well as each member ensuring they will abide by a set of rules which the
company has agreed on to ensure the highest possible productivity and profitability.
The memorandum of association includes justifications such as the following:
1. ‘Respect each members views and opinions and treat every individual equally’
All the members in the organisation respecting each other’s views and opinions will have a positive
knock-on effect within the company as each individual will feel that they can present their perspectives,
ideas and opinions without the fear that they will not be taken seriously. In addition, this will act as a
deterrent for reducing workplace conflict, stress and problems. The members all agreed that an increase
in respect amongst themselves would result in improving communication between one another as well as
increasing teamwork and morale and boosting productivity levels.
Each individual member must be treated with the same level of respect as another as this aids to bring
each member together from an array of different backgrounds and allows for each to have voice their own
perspective about topics and issues of concern.
Furthermore, Haldi is very proud to incorporate this into its culture because this promotes intra-company
as well as inter-company networking as well as aiding to build cohesive teams which are focussed on
achieving the very best results whilst aiming to exceed all limitations.
2. ‘All members should work to the best of their ability and share the responsibility of tasks’
Achieving success in a company is about setting S.M.A.R.T (Specific, Measurable, Attainable, Relevant
and Time-based) goals/targets and achieving them achieving them (Smartsheet, 2019). The key
ingredient in achieving such goals is hard work which each member at Haldi felt strongly about and
understood the fact that this key component would help overcome qualities such as fear of failure, doubt,
procrastination and bad habits. Removing each of these would allow for major productivity, a happy and
holistic atmosphere of work where each member would be able to thrive in their set area.
Shared responsibility of tasks within the company was something important to each member and the
reason was because this particular approach encourages each director to build an understanding of how
the whole organisation operates from Finance to HR. As a result of this approach, team morale was lifted
as each member had their set tasks to accomplish allowing them to feel appreciated and valued and
grasp an understanding of the operation as a whole.
Lastly, as a company the members decided instead of multiple individuals being responsible for working
on one specific task, the focus would be towards each member having a set number of tasks which they
felt comfortable completing and being responsible for. This would then lead to a shared goal and if for
any reason they found themselves in need of support, they could always speak to a fellow colleague for
assistance.
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HALDI
MOTIVATIONAL
THEORIES
Employee motivation is defined as ‘the enthusiasm, energy level, commitment and the amount of creativity
that an employee brings to the organization on a daily basis. Motivation is derived from the Latin word,
“movere” which literally means movement’ (Question Pro, 2021)
Haldi directors understood that the most suitable methods of motivation will depend on a number of varying
factors including the nature of the job, the industry and the actual individuals involved and acknowledged the
fact that they will not be fully motivated by one thing alone.
Motivation refers to the willingness to work and achieve a given target or goal. Employee engagement
involves the contribution an employee makes towards their work, including intellectual effort and positive
emotions.
The directors at Haldi looked at a range of motivational theorists including the likes of:
- Frederick Taylor
- Elton Mayo
Taylor’s scientific management attempts to find the most efficient way of performing any job. Taylor believed
that there was universal laws which governed efficiency and that these particular laws were independent of
human judgement. The primary goal of Scientific Management and the reason why Haldi introduced this
theory was to find “one best way” of conducting tasks as efficiently as possible (Taylor, 2004).
The reason why Haldi incorporated this into the company was because this motivational theory would allow
the members to focus on efficiency and improved competitiveness. This would also allow the members
fundamental training and clear instructions on how to complete a task as well as improving efficiency through
factors such as standardisation and the division of labour. The application of Taylor’s principles has reduced
the need for as many workers as productivity is subsequently raised which is something important as a start-
up.
In essence, the theory was based on work study and improving productivity and efficiency of the workforce
something which the members at Haldi understood with the correct implementation would help them
succeed for the long term.
The second motivational theorist the directors incorporated within the organisation was of Elton Mayo.
Mayo’s management theory states the fact that employees are motivated far more by ‘rational factors’ which
include aspects such as camaraderie and that they have social needs, and these must be fulfilled through
their work (Mayo, 2011).
Mayo’s core belief was that workers are not solely concerned with money and would be better motivated in
their workforce by having their social needs met whilst at the workplace which was the specific aspect Taylor
ignored. Elton Mayo introduced the Human Relations School of thought which was aimed at managers taking
more of an interest in the employees of the workforce and treating those individuals who have worthwhile
opinions and perspectives.
Mayo concluded that workers are best motivated by the following:
- Greater manager involvement in employees working lives
- Better communication between managers and workers
- Working in groups or teams
The reason why the directors opted to use this theory was due to the fact that it merged well with the
company culture as for the Task culture which was implemented the directors would adopt either a
Paternalistic or Democratic style of management, something which Mayo’s theory fits very closely with (Mayo,
2011).
The directors then focussed their attention towards what the two theorists stated about financial methods of
motivation which included the following:
- Taylor: ‘The rational man is driven by financial reward’ (Taylor, 2004).
- Mayo: ‘Financial incentives are irrelevant if an employee’s social needs are not met’
(Mayo, 2011).
The directors once assessing the above, decided that it was best to go with profit sharing/bonus schemes as
this would mean distributing a percentage of the net profit across the directors. The benefit of such a scheme
would mean the reward would be linked to the overall success of the company. A weakness however was that
this does depend on the profitability of the business. This would be especially tailored to Haldi as it is a start
up and if the company went with an option such as Performance Related Pay this would not be a wise choice
as this can be expensive if a large proportion of the workforce achieve and exceed their targets in the
organisation. Page 63
HALDI
TEAM ROLES
The term ‘Team Role’ refers to one of nine clusters of behavioural attributes, identified by Dr Meredith Belbin’s
research at Henley, as being effective in order to facilitate team progress’ (Belbin, 2021).
The conducted research indicated the fact that the most successful of teams were made up of a mix of behavioural
aspects. In addition, each team needs access to each of the nine Belbin Team Roles in order to become a high
performing team.
At Haldi, the directors understood that this does not mean every team needs a minimum of nine people as in most
cases, people will portray between two or three of the Belbin Team Roles and so they can develop with experience
over time and an example was of this at Haldi was of Hassan who possessed three of the nine roles. The directors
ensured that their first priority was to look at team objectives and then distinguish between themselves the importance
of tasks in order, so each member is aware of the most important task to focus on at a given time. Once this had been
established in the company, the members were then able to sit and discuss the specifics of how and when each of the
team roles should be incorporated.
The reason why Haldi decided it was important to incorporate Belbin’s Team Roles into the organisation was because
it would give each individual member a greater understanding of their core strengths which would result in an increase
in effective communication within the team (CLEVERISM, 2021). In doing so, this helped the directors enhance the
working performance and significantly increased productivity levels.
This section will explain where each director was positioned based on their strengths as each member conducted the
official Belbin Self-perception inventory test online and in doing so received a Belbin Individual Report whereby the
findings were as follows:
Hassan Ayaz (Human Resource Director) – Hassan’s strengths included factors such as leadership, delegation and
strategic planning. As a result of this, according to Belbin, he suited the following three team roles:
1. Shaper
Hassan provides the necessary drive to ensure that the team is moving in the right direction and does not lose focus or
momentum. He displayed strengths such as being dynamic, thriving under pressure and having the courage to
overcome any obstacles which he encountered. Weaknesses included Hassan being prone to provocation and
sometimes finding that he had unintentionally offended someone’s feelings.
2. Implementer
Hassan ensured that each member had a plan of action in regard to their own section and had a workable strategy as
such in order to meet weekly objectives and ensure we would meet the deadline for the business plan. He
demonstrated strengths such as being reliable, efficient and practical. Hassan’s mantra was that he would turn ideas
into actions which would lead to reality and would often organise the groups workload for the week, so each member
had a clear set of agendas to complete. Weaknesses with such a member included that he portrayed a degree of
inflexibility within the process and was hesitant towards relinquishing his plans in favour of other members ideas.
3. Coordinator
Hassan was the member in the organisation who displayed qualities such as delegating work appropriately to each
director, drawing out members if necessary and kept a particular focus on the teams’ objectives. The strengths he
displayed included being confident, mature, he could clarify each members goals and targets and lastly had the ability
to identify talent within an individual member and designate them to the correct task based on their ability. A
weakness which Hassan displayed on the odd occasion was that he could be a little manipulative but after speaking to
him he understood the fine line between persuasion and manipulation.
Lojean Nagulendran (Marketing Director) – Lojean’s strengths according to Belbin, best suited the following team
role:
1. Monitor Evaluator
Lojean provided qualities such as having a logical eye, he had the ability to make impartial judgements and could
easily weigh the company’s options in a very dispassionate way, a very unique quality to possess and one which
allowed our team to succeed. His strengths included being able to see all options and perspectives and being able to
judge accurately. Weaknesses which he portrayed from time to time included lacking the drive and ability to inspire
other team members throughout the process.
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HALDI
Lucy Mcnamara (Managing Director) – Lucy’s strengths according to Belbin, best suited the following
team role:
1. Complete finisher
Lucy demonstrated her skill set very effectively towards the end of each member’s tasks, she would look
over and scrutinise to a degree the work for any errors in order to ensure the company’s output was at the
highest possible standard and met the required finish the directors had agreed to. Lucy’s strengths
included being conscientious and searching for errors. Weaknesses included being reluctant to delegate
and worrying excessively.
Aadi KC (Quality Assurance Director) – Aadi’s strengths according to Belbin, best suited the following
team role:
1. Specialist
Aadi was the team member who bought in -depth knowledge to the team in regard to key individual areas.
This members strengths included having the ability to be dedicated and single minded whilst being able to
grant the rest of the team specialist information in specific areas which was of great importance.
Weaknesses included Aadi more often than not dwelling on technicalities however once this problem was
identified he was quick to rectify his behaviour. Furthermore, the fact that Aadi had so much information to
give meant that he was not selective in his approach and in most cases would overload the team with more
information than necessary.
Evie Miles (Operations Director) – Evie’s strengths according to Belbin, best suited the following two team
roles:
1. Plant
Evie demonstrated from the offset that she was extremely creative and had the ability to solve problems
and overcome obstacles in unconventional ways mainly from a different perspective from others in the
group which was highly effective. The strengths which she possessed included being imaginative, a
problem solver, solution driven and creative. Weaknesses included factors such as ignoring incidentals
from time to time.
2. Team worker
Evie in addition to portraying her creative side was also regarded as the member who helped the team to
gel as one and was effective in doing so by using her versatility in order to identify the work which was
required within the company and complete it in order to attain collective success. Strengths included
factors such as being diplomatic, showing a degree of perceptiveness, the ability to be cooperative
among others and had the ability to listen to the directors’ ideas and concerns. Weaknesses included
factors such as avoiding confrontation with members when they were in the wrong and displaying
elements of indecisiveness in important situations which required the member to take control.
Joseph Lynskey (Finance Director) – Joe’s strengths according to Belbin, best suited the following team
role:
1. Resource Investigator
Joe was the team member at Haldi who was extremely enthusiastic and had the ability to use his
somewhat inquisitive nature in order to find and generate ideas in order to pitch to the board of directors.
His strengths included factors such as having the unique ability to explore opportunities and develop his
contact list which helped greatly within the company. Weaknesses included aspects such as being overly
optimistic about his ideas and on some occasions demonstrated a lack of interest once he had portrayed
his initial idea. Furthermore, he had to be reminded to follow up on his leads however, proved to be a
great asset to the team once these minute details were rectified.
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HALDI
MYERS - BRIGGS TYPE
INDICATOR (MBTI)
As well as the nine clusters of behavioural attributes by Belbin, Haldi also introduced the Myers – Briggs
Type Indicator into the organisation which is an introspective self -report questionnaire each director
completed and is regarded as the most widely used personality test in the world as it is reported that
around 2 million people use this test annually (The Myers & Briggs Foundation, 2021).
The reason why the members at Haldi took part in this personality test was because it was designed to
make psychological types understandable and useful in everyday lives. Once the results were in, each
director had a report which identified heir differences between people, more specifically those particular
differences which can in most cases be the source of miscommunication as well as misunderstanding.
This questionnaire allowed Haldi in developing the management and leadership style as well as ensuring
each member was positioned where their strengths would be on display rather than their weaknesses.
Each director upon completion of the questionnaire was presented with their individual personality type
from the sixteen which was expressed as a unique code with four letters. An example of a result can be
taken from Evie, the Operations Director who received the code:
- ENTP
This code was an acronym for Extraverted, iNtuitive, Thinking, Perceiving. ENTP’s generally demonstrate
characteristics such as being creative and energetic. Evie particularly enjoys brainstorming new ideas
which inspire others in the group as well as demonstrating potential possibilities for the company to
pursue, something which is particularly accurate with ENTP’s (Truity, 2021).
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HALDI
LEADERSHIP STYLES
‘Leadership is a process of social influence, which maximisesthe efforts of others, towards the achievement of a goal’
(Forbes, 2013). At Haldi, the members wanted to explore this notion further which is why they depicted some of the
most respected business minds of today’s era’s definition on this subject. One which we took particular interest to was
of Warren Bennis who stated the following: “Leadership is the capacity to translate vision into reality” (Business.com,
2011).
The directors of the company particularly liked this definition however, the members wanted to incorporate
something which they felt this lacked. This was the fact that Bennis’s definition seemed to have discarded
‘others’ which is something all directors felt strongly towards as they understood that a collective effort is
what it takes to succeed.
Each member at Haldi understood from extensive research that leadership is one of the key factors that is associated
with the success and failure of any organisation and in regard to leadership style, this is in fact the manner in which
individuals are directed and motivated by a ‘leader’ to achieve combined organisational targets and goals.
At Haldi, the board felt there was not one single leadership style which the directors could all agree was entirely
accurate to the culture and dynamic of the company which is why they opted to combine a mixture of three vital styles
which included the following:
1. Transformational Leadership Style
2. Laissez-Faire Leadership Style
3. Pacesetter Leadership Style
Transformational Leadership Style – the reason for incorporating this into the company was because this is a model of
integrity and fairness which are two core values Haldi prides itself for. This particular style would allow the members to
be able to set clear objectives and goals to word towards ensuring that each individual remains working at a high
standard as the expectations are very high in such a leadership style (Business Balls, 2021).
The directors were also drawn to this because it allows support and recognition for others in the company and gets
individuals to look beyond their self-interest which is something each member agreed was important. Lastly, this style
having conducted extensive research indicated that this would inspire others to reach for the improbable something
which is highly regarded in start-ups.
A consequence to such a style would have to be that individuals who adopt this form are regarded as ‘blue sky thinkers’
who are often regarded as requiring more detail orientated leaders and managers in order to successfully implement
strategic visions.
However, the company having evaluated this concern identified that this would not be a factor which would cause the
directors to dismiss such a style as they could work on improving each individual’s perspective as they continued. In
essence, what this style would mean for the company is that it would seek to transform and inspire the team members.
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HALDI
LEADERSHIP STYLES
CONTINUED
Laissez-Faire Leadership Style – laissez-faire means “let them do” in French, this can be translated to the
phrase “let it be” (Very Well Mind, 2020). The reason why Haldi decided it needed leaders which adopted
such a style was because such individuals can be characterised by having a ‘hands-off approach’ and by
doing so, this would result in employees having the freedom to be able to conduct and focus on tasks
which they see fit.
This approach was particularly effective in this company because it was identified early on that the
workplace and company was in the creative domain due to ensuring members frequently came up with
new designs, ideas, products and flavours for the health shots and product line which was a perfect
‘blend’ with this style. Lastly, the directors all agreed that taking such an approach would mean that
leaders must ensure they monitor progress and performance standards in order to prevent any sense of
working standards slipping as the company could not afford to take this risk.
Pacesetter Leadership Style – the reason for implementing this approach within this business was because
this would allow the team to set high standards and focuses on performance which is very important
considering the team is launching into a very competitive market and considerable focus on statistics and
performance would allow them to detect any such problems which they may encounter in the early stages
(Growth Business, 2017).
The directors did have their reservations with adopting such a style. However, after listening to the director
of Human resource director who portrayed the fact that this style would ultimately mean the leader would
keep their eye on the ball at all times which is a quality paramount to start-up businesses and just because
they may lack the sympathy aspect in their approach and will in most cases lack the time for such niceties
which would mean being slow to praise others and quick to criticise does not mean they should rule this
out because the team would benefit much more from having someone criticise elements of the design and
flavours in house rather than that criticism coming from customers, consumers and health experts as this
could ruin the reputation of Haldi and effect future business sales and relations.
After much deliberation, all members were in agreement that this indeed was an excellent leadership style
to incorporate as it would result in constantly being able to set high standards and focus on performance
whilst also merging the transformational and laissez-faire approaches allowing Haldi the best possible
chance of success within such a competitive and dominant market.
The directors also stated that in regard with the elements of company culture which included Power, Role
and Task the suitable leadership styles for the first two of those would be to portray an Autocratic style and
for Task this would be to adopt either a Paternalistic or Democratic style something the members decided
would be agreed when the time to implement these would occur as each had a clear understanding of
what this would include including the advantages and drawbacks of each.
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HALDI
NETWORKING
DEVELOPMENTS
This portion of the business plan will discuss the relationship which the company has built over a number of
months, five months to be specific which includes contacts established with UK based manufacturers
which Haldi get 95% of ingredients from and the remaining 5% we have established a strong relationship
with a manufacturer from India who supplies the fresh turmeric included in all health shots. In Haldi’s three-
year plan the members have identified that the company would like to source more of its ingredients from
the Indian plantation and manufacturers due to the way in which the crops, ingredients and materials are
grown and developed over time which is economically in line with the company ethos.
In regard to the bottles which Haldi utilizes, the company currently sources its bottles from delistore.co.uk
– the reason the members decided to use this company as their manufacturer is because this organisation
in particular uses eco-friendly, sustainable compostable and most importantly biodegradable packaging
which makes a positive impact in the world, something Haldi would like its brand associated with (Deli
Store, 2021)
Haldi is currently in talks with juicebottlesuk.com who are a company which specialise in both plain and
custom branded and printed juice shot bottles. Their aim is to supply high quality affordable products
which will drive our brand to the next level.
In addition, Haldi has decided to partner with Juice Bottles UK in a five-year deal which starts in
September 2024 as the directors believed that this would be the perfect next step in the development of
the health business and would be instrumental in the businesses growth as the members have agreed on
aiming to provide the correct vitamins and nutrients to reduce toxins to the market (Juice Bottles UK,
2021).
Haldi’s future partner prides itself in understanding the smoothie, juice and health shot market stating that
it is ‘expanding rapidly’ which is why both Haldi and Juice Bottles UK have agreed and signed the contracts
for this partnership as the directors will benefit considerably from their Research and Development
investment and they will profit from a 42% stake in the business with reducing this to 21% after two years if
their initial investment were to be returned in full, the terms both parties were pleased to agree to.
In regard to marketing, the members at Haldi over the last three months have worked tirelessly with an array
of influencers across social media platforms including Instagram, Facebook and Tick Tock and Twitter. The
reason for this is because Haldi understands the importance of social influence in the 21st century and from
research our findings presented that 78.4% of our target market would be socially active on at least one of
these platforms (Google Forms, 2021).
As a result of liaising with various influencers, each director has created something Haldi calls a ‘H.I.S’
which stands for the Haldi Influencer Sheet – this included the name, contact number, country of
residence, amount of followers, estimated cost of advertisement, the target platform and finally the
estimated projection of sales from this form of advertisement and marketing Haldi anticipates to receive.
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HALDI
SELLING DISCUSSION
INCLUDING PHYSICAL
AND ONLINE SALES
Selling Discussion:
This segment of the business plan will include a summarized analysis of Haldi’s physical sales plan and the
organisation’s online sales plan.
The directors at Haldi decided it was best to reconfigure the intended company sales strategy due to
current circumstances and unforeseen events which may occur in the near future. The members all
understood that sales must be aided with the tools it needs to succeed (Forbes, 2020). In order to do so it
would require identifying three main factors:
1. Clearly identifying your ideal customer profile
2. The specific reasons why customers would choose Haldi over its competitors
3. Establishing clarity on the issues which will drive customer decisions
The pandemic we are currently faced with has meant that there is less business to be ‘won’ however, at
Haldi the members believe this presents an opportunity in itself as the company has had the ability to
diligently rethink how we are selling our products and the lifestyle changes the population are currently
adapting to which is a reason why the team has meticulously created plans to project towards not only
increased revenue but also market share.
Physical Sales Plan:
Haldi understood the importance of ensuring the company did not forget to leverage the physical
environment while conforming to social distancing measures in the country. The members in the company
all began to create time where we could plan in advance and think about the way in which we would intend
to leverage the physical world during our virtual meetings.
Haldi deals with tangible products which means that the company can ship physical samples to not only
customers but perspective clients also which was one of the company’s strategies the team aimed to
capitalise on within this current period.
In addition, each director agreed that they would add a personalised touch to this approach which
consisted of the following: a rota system was in place whereby once the shipment of nutritional shots to
both customers and prospective customers had been sent out, directors would follow up with a scheduled
online virtual conversation via networks such as Zoom and Microsoft Teams whilst both director and client
enjoyed the nutritious mouth-watering flavours from the beneficial health shots. The reason this was
implemented was to connect with customers the best Haldi possibly could under current restrictions and
the whole idea behind this initiative was so Haldi could recreate the consumer and customer physical
interaction and experience which the company simply cannot offer at the moment.
Online Sales Plan:
Haldi’s primary reason as to why the company chose to sell its product range online was ultimately to bring
in a sustainable cashflow for the business. The directors at Haldi understood that if they took this approach,
it would allow them to increase their reach and attract an array of perspective customers, something which
physical sales does not give you access to. However, having said this, it was important to remember that
due to Haldi being a new start-up it must ensure it builds its brand presence first and the knock-on effect
of this is that the company at first will experience slow sales and cashflow with this rising into more
consistent cashflow once awareness has been raised through the organisations meticulous marketing
strategies.
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TEAM MEETINGS
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Evie Miles – Curriculum Vitae
21 Royal Sussex Crescent, Eastbourne, East Sussex, BN20 8PB
07592869480
DATA [email protected]
PerAsoNnalAStLateYmeSntIS
I am an outgoing, enthusiastic person, confident in meeting new people and working as part of a team. I am hard
working and driven to achieve goals and targets set for me and love the feeling of accomplishment once these tasks
have been successfully completed. I am well organised, responsible and efficient, happy working to deadlines and
used to receiving and acting on instruction and implementing feedback.
Date of birth- 27/06/2002
Work Experience (part-time)
Bills, Eastbourne, East Sussex
(April 2019 – current)
Bills is a well-established restaurant chain serving customers from breakfast to dinner and everything in-
between. It is located in the centre of Eastbourne town resulting in it to be extremely busy at times. My role
within this workplace involves:
• Handling cash and card payments
• Taking orders from customers and working alongside the chef to articulate these
• Cleaning and general upkeep of the restraint
• Working under extreme pressure
• Working as part of a large team
Shoezone, Eastbourne, East Sussex
(February 2019 – April 2019)
Shoezone is a large retail chain which sells shoes to a diverse customer base. It is located in the centre of
Eastbourne town which makes it a fast pace working environment to work within. My role within the
business involves:
• Serving customers, using the cash and card machine
• Making orders for customers and new stock
• Doing regular stock checks
• Changing promotions posters and signs
• Cleaning and upkeep of the store
• Customer interaction and advice
Coming into a retail job with no experience I only had a rough idea of what working in this fast pace
environment would involve. I work with my other co-workers to ensure we provide a friendly, informative
service for each and every customer which enters our store making sure they leave satisfied and happy. I
love working with customers and ensuring they get the best shopping experience possible. My physical and
mental appearance is extremely important within this role, you have to make sure you look presentable, so
customers are able to approach you. Being positive, friendly and helpful was the key aspects needed within
this job. There are many larger retail chains which also sell shoes so making our service a little bit extra
and more personal was very important.
Bella’s Cafe, Eastbourne, East Sussex
(October 2017 – December 2018)
Bella’s is a busy independent café in Eastbourne’s central train station with a mixed client base of
commuters and recreational customers who want fast and efficient customer service. During my time at
Bellas I was responsible for all customer facing activities including:
• Opening and set up of café and closure at end of the day
• Taking and executing customer orders and payments
• Preparation of food, cold drinks and operating coffee and drinks machines
• Cleaning customer and food preparation areas
• Receiving and checking deliveries
• Complaint handling and resolution
Having started with limited experience I soon progressed to being fully barista trained, a role I have been
performing for 14 months. I generally work within a team but sometimes have had to work independently
running the café unsupervised. My role requires excellent customer service as we are an independent outlet
competing in a busy town centre location. Functional skills required are excellent mental maths, use and
maintenance of complex commercial grade coffee and drinks machines, use of online till and credit card
machines whilst maintaining positive and responsive customer service interactions.
Education
Hailsham Community College Sixth Form
(September 2018– present)
GCSE’s
• Business Distinction
• Maths 5
• English Language 5
• Science (double) 5/5
• Catering Distinction
• Geography 4
• English Literature 4
• Physical Education Merit
Btecs
• Travel and tourism Distinction
• Double Health and social care Merit / Merit
Hobbies and Interests
I am very interested in health and nutrition and go to a gym regularly. I am passionate about healthy eating
and wellbeing and take an active interest in sourcing and preparing meals for me and my family. I played a
number of team sports at College and also played tennis regularly at a club in Eastbourne. I also have a
growing interest in design and interiors and have been lucky to travel extensively.
References
References are available upon request.
JOSEPH LYNSKEY
Finchampstead Coach house RG40 4LA · 07503 982890
[email protected] DOB: 27/05/2002
Charisma and ability to communicate are key characteristics in any workplace, it boosts morale and
promotes a passion and pride in the business. An effective workplace is one which communicates whether
that is discussing a project or just asking for help.
.
EXPERIENCE
MAY 2018- APRIL 2020
EMPLOYEE AND PLANNER, LESUIRE MATTERS, EVERSLEY
I began working at leisure matters from the age of sixteen. This job required me to plan and communicate with
guests using our facilities. This job was heavily focused on communication skills, it often required me to work
and order adults and older people which boosted my confidence when working in groups where I may either
be the least experienced or youngest.
JAN 2020 – PRESENT
BARTENDER AND WAITER, GOLDEN POT, EVERSLEY, RG27 0NB
I worked as a member of the bar staff and waiting staff at a local pub in my village. This taught me
responsibility and a sense of intuition to actively solve problems when presented them instead of being asked
by a senior member of staff.
EDUCATION
JULY 2020
A LEVELS IN PHYSICS, MATHS AND PRODUCT DESIGN, YATELEY SIXTH FORM
At the end of college, I received a B in Physics, B in product design and a C in Mathematics. I enjoy solving
problems and coming up with new ideas and I believe that these qualifications are able to support this.
JUN 2024
BUSINESS MANAGEMENT AND ENTREPRENUERSHIP BSC, UNIVERSITY OF SURREY
I am currently studying business management and entrepreneurship at the University of Surrey which is in the
top 30 of unis in the UK. I believe that the course I am taking will give me the knowledge and some practice
so I may go into my desired field of work.
SKILLS
I am a very sociable person; I am eager to meet new people or work in a team with people I know. I enjoy
forming new bonds with people and establishing trust.
Cognitive way of thinking. My approach to problem solving is through a cognitive approach. I find
possibilities and through them I find solutions.
I have a very strong determination and motivation. If at first I don’t succeed I will always try again. When I
learn I want to be better, and I believe that comes through experience of failure. • My entrepreneurship
course teaches me how to be creative, intuitive and original. I seek to find alternatives and fix problems that
need to be fixed.
I am always eager to learn new things and a relatively fast learner. Once I take a passion in something I
become heavily invested in my goals.
ACTIVITIES
During my spare time I am a very active person. I thoroughly enjoy sports such as playing football and
kickboxing as I can play in a team and train on my own. I also like to ski and be out and about in the wild.
Whilst learning new things I have learnt how to play American football with my university. Making new friends
is something I enjoy doing, either down the pub or at the student union. When not out and about I play bass
guitar in which I am self-taught.
Aaditya KC (Aadi)
95 Tivoli Road, TW4 6AS,
Hounslow
07446411986
[email protected]
Personal statement
I am an aspiring chartered accountant, currently reading accounting and finance at the
University of Surrey. A positive individual with hard working ethics and strong communication
skills, who is open to explore opportunities of work in various fields. I hope to be dependable
and a valuable asset of the team .
Work experience
McDonald's Lombardy Retail Park (April 2021- current) Crew Member:
- Memorised over 50 menu items and specials in order to take orders and give customised
recommendations to guests at a national chain restaurant
- Meticulously handled POS system transactions, including credit, cash and refund at a fast
paced environment to ensure seamless and accurate cash flow
- Swiftly and successfully resolved conflict, resulting in customer satisfaction 100% of the time
- Warmly greeted new and returning customers to develop relationships, resulting in customer
loyalty and retention
- Maintained a clean, organised inventory while strictly enforcing strict and up to date covid
policies to ensure both employee safety and customer satisfaction
- Actively stayed informed about new promotional items and loyalty programmes to maintain
high standards of the company
Education
Langley Grammar School (2013-2020):
GCSE:
English Literature: 6
English Language: 6
Mathematics: 8
Biology: 8
Chemistry: 8
Physics: 7
Physical Education: 7
Religious Education: 7
Computer Science: 5
German: 5
Business Studies: B
A Level (Centre Assessment Grade):
Mathematics: B
Economics: B
Biology: D
Interests and Hobbies
Music Production
Football
Photography
Trekking
Investing
Achievements
Duke of Edinburgh Gold and Bronze
Trekking in Eswatini (Swaziland) with aim of trekking to Annapurna Base Camp, 10th tallest
mountain in the world, in the summer of 2022
Several thousands GBP raised for Maiti Nepal who are an NGO focussed on combating children
and women's sex trafficking
First Aid training
A book and a poem published as part of Young Writer's competition
HASSAN AYAZ
Address: 77 Daphne Jackson Road, Guildford, Surrey, GU2 7WY
Telephone: 079873465031 Driving License: Full
Email: [email protected]
PROFILE:
I am adaptable, conscientious and reliable, motivated by a challenge and a driven individual. I
enjoy working together within a team however am effective by myself. I will ensure I work to
the best of my ability to guarantee boundless productivity and dedication towards attaining
success and achieving the best results for the greater good of the company. Attributes which I
believe set me apart are that I am solution driven, have strong multi-tasking skills, have
excellent communication and listening skills, I am eager to learn from others and take great
pride and enthusiasm in everything I do.
EDUCATION / QUALIFICATIONS:
September 2019 - June 2020
Barnfield College
BTEC Level 3 National Foundation Diploma in Business - Distinction*
(A-level equivalent = A*)
September 2017 - June 2019
Luton Sixth Form College
A-Level English Language and Literature (B)
BTEC Level 3 Subsidiary Diploma in Law - Distinction*
(A-level equivalent = A*)
September 2012 - June 2017
Challney High School for Boys
10 GCSE’s: Grade (B) including Maths and English
(1A 7B’s 2C’s)
TECHNICAL SKILLS:
- Computer literate (Word, Excel and PowerPoint)
- Microsoft Office 2007, 2010, Office 365
- Exceptional communication skills
- Excellent organisational skills
- Excellent customer service skills
- Personable attitude
- Excellent telephone manner
- Action-orientated
- Willingness to go the extra mile
- Team player
- An eye for detail
ADDITIONAL INFORMATION:
Personal: I am a non-smoker; I like to maintain a healthy lifestyle by participating in a variety of
sports such as Swimming, Badminton, Boxing and Cricket playing for Luton Town and Indians
Cricket Club. I have competed in competitions in Boxing since the age of 12 which has
benefited me in terms of discipline and remaining calm and controlling my emotions under
pressure.
Additionally, during my spare time I enjoy going to the gym, taking part in charity fundraisers,
and have successfully taken part in charity bike rides. I also enjoy spending quality time with
my friends and family.
My ability to fluently speak another language which is Urdu and attain an A at GCSE in could
potentially allow me to gain opportunities to work for a business abroad and broaden my
career prospects of working for a multinational organisation, giving me potential access to a
wide range of opportunities.
I was fortunate enough and proud to be offered some significantly important leadership roles
and experiences which have been of considerable use to my skills base. These include being
awarded the role of Student Executive (Head boy) at my High School which involved tasks
such as designing innovative practices in order to tackle low achieving and challenging
students as well as formulating alongside architects the new and improved premises and
attending various meetings with my superiors alongside my studies.
Another one of my achievements was being elected Chairman of the School Council and given
the platform to raise issues and concerns from fellow pupils, I also received an ACE award for
Student Leader of The Year 2016 for the leadership qualities I displayed throughout the year in
various projects that I had led and contributed towards. In addition to this, I was accredited an
APEX award, (A Principles Excellence Award) for showing leadership and determination to get
a non-school uniform day which resulted in me writing and co-signing, alongside the
principal/assistant head teachers, a letter which was issued to all parents.
June 2018 – September 2018 Cromwell Tools, Luton Tele Sales/Clerical Assistant
During my time at Cromwell Tools, my role at the company would consist of conducting tasks
such as:
· Answering/managing incoming phone calls in an appropriate manner,
· Placing purchase orders on the company’s system,
· Administering quotations and purchase orders,
· Working and liaising within an array of departments on varying matters,
· Typing and dictation,
My time at Cromwell Tools has equipped me with valuable knowledge and experience in the
telesales and administration sector as I was working full time in a fast-paced environment as
well as confidently dealing with customers and clients when placing and assisting them with
orders.
I firmly believe I possess the key attributes to be able to confidently assist customers with any
queries they may have, the ability to work towards targets and deadlines which have been set
and be an excellent team player which are just some of the skills I learnt from this vacancy. In
addition, a key quality I learnt whilst working at this specific company was that I was taught the
importance of patience and resilience whilst dealing with customers and consumers. I worked
independently and as part of a team in achieving company goals and sales targets.
November 2019 – January 2020 Sainsbury’s, Luton Night Shift Trading Assistant
In this role, the vacancy required to be focused on the imperative task of replenishing stock as
well as code checking across the company’s produce, fresh foods and dry goods. The
company encouraged employees to help colleagues and customers alike and each staff
member was repeatedly told to look from the perspective that ‘It’s about making a difference
to everyone around you’ which I found very warming and also rewarding to be part of an
organisation such as this.
Furthermore, this vacancy allowed me to be part of a close -knit, dedicated team and use my
own initiative throughout the shift which further enhanced and developed my problem-solving
skills whilst also allowing me to become comfortable with the idea of learning to use new
technology and gadgets in order to carry out day-to-day tasks and responsibilities.
My position in the organisation allowed me to be part of a team which worked with a combined
goal of maximising sales and delivering a great shopping experience for its customers. The
company allowed me to become what they call a ‘star colleague’ by learning the importance
of food safety to making sure our customers were served with a smile.
Lojean Nagulendran
[email protected]
18/03/02
020 37149889•07443877050
Monkfrith way 19
N14 5ly
Southgate, London
National insurance: SK 42 05 93 B
Personal statement
Enthusiastic school leaver with 9 GCSE with good written and verbal communication
and.A very hardworking individual who is very open-minded and loves learning.
Currently doing my A- levels in maths, economics, and business hoping to run my own
digital marketing agency in the near future.
Key Skills
Multiple langue’s which include German, Tamil, and English
Great at customer service
Have a personal drive and motivation
Planning and organization skills
Great at teamwork and problem-solving
Excellent communication skills, both written and verbal
Fully qualified first-aider (FA Qualified first aid)
Safeguarding children completed
Level 1 in coaching(FA qualified)
Updated DBS
Employment History
2-week work experience at Oxfam,54 Church St, London EN2 6AX 02083677728
2 weeks of work experience at monkfish primary school teaching PE
Worked at multiple football summer camps for a power league
1 year and 2 months coaching experience at APB soccer school-coaching under 9
team twice a week and matches on Sundays.
Currently working for ProFa(the pro academy) as an under 8 coach-Won multiple
tournaments, Players signed to academies, Getting invited to play premier league
academy teams-https://www.theproacademy.com/
Education
Southgate secondary school(2013-2018)
Maths-8
English language-6
English Literature-6
Biology-7
Chemistry-6
Physics-6
Geography-4
Business-A
ICT-B
A-level
Maths -c
Business-B
Economics-C
Hobbies & Interests
I attend karate lessons achieving a brown stripe belt and have been going for around 8 years.
Love playing a range of sports including football, cricket and tennis
photographer
HALDI
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