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Pages 4 (1004 words)
Executive Brief Mentoring in Burberry I. Overview Burberry (hereafter, is a leading brand in luxury apparel. Operating in the U.K. but exporting its principal products around the world, the Company has just announced a 6% rise in profit for the first half of the year, despite the sluggish economy.
Mentorship is not new to Burberry, although its experience is largely external, philanthropic, and along the line of corporate social responsibility. Presently, the Company is a corporate sponsor of IntoUniversity, a charity organisation dedicated to educating the youth through mentoring. Through its local learning centres, some of Burberry’s employees and managers are already dedicating time and effort as volunteers mentors and e-mentors, to Britain’s poor but deserving ‘young people [who] are inspired to learn’ (IntoUniversity, 2010). In 2011 alone, Burberry associates volunteered 5,500 hours of mentoring. For one particular Burberry associate, more than 200 young students were mentored globally in programmes ranging from three months to three years (Burberry Annual Report 2011/12, p. 64). Recent studies have highlighted the use of internal mentoring, as a technique to improve performance and enhance competitiveness. It is believed that by adopting internal mentoring, the firm will benefit competitively. II. Proposition This paper proposes that Burberry engage in internal mentoring throughout the organisation until the highest levels, in order to enhance its competitiveness. ...
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