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Essay example - Business Organisation & Policy Topshop

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Business Organisation & Policy Topshop Essay example
Masters
Essay
Finance & Accounting
Pages 7 (1757 words)
This essay deals with in-depth analysis and discussion of the processes of business planning and policy making and the reason for change over time of a popular retail high street outlet of United Kingdom. This discussion will be based on the detailed study about the influence of environmental and behavioural factors on corporate size, structure and business strategies of the chosen company…

Extract of sample

High street retail business like Topshop has been affected by a number of factors like price and cost pressure, concentration in the industry etc. Topshop specializes in women’s fashion products such as clothing and apparels. This retail sector is expanding both horizontally and vertically with retailers taking broader strategies to adapt to it (Burt and Sparks, 2003, p. 15). Polarisation increases in the sector with the growth of the bigger companies. Hence, innovation is the critical element which the retailers need to do for their development. With economies opening them to outer world, the competition is increasing and the retailers are developing strategy to survive. But while developing strategy they need to take into consideration the external factors which will impact them.
Political Structure and Trends
Topshop and other high street outlets i.e. its competitors are affected by the political structure in a number of ways. One of the main way that politician in UK can affect the high street retail outlet businesses is through their exercise of power in the land-use planning system. Though land-use planning is the function of local authority, the national government can intervene in for the development and growth of high street retail outlet business like Topshop. Recently there have been restrictions on green field development project and hence it is becoming harder for retailers to open in the new shopping centres (Bluff, 2012, p.15). ...
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