This side is made by a group of students from NYP, BM class BF, for our BM0203 Retail Store Management ICA2 group project. 
Nanyang Poly Business Management Retail BF Team 3 D&G Team Members: Lesley (Leader), Isabella, Pei Ni, Jaslin and Shao Ran.   Dolce & Gabbana Group In 1985, the company was founded by the Italian designers Domenico Dolce & Stefano Gabbana in Milan, Italy. Black in color and geometric in shape are the usual designs for their clothing. By March 2008, the Group’s consolidated revenues have increased by 21% reaching €1,266.6 million. Wholesale revenues reached €1,652.1 million, 55% for the Dolce&Gabbana brand and 45% for D&G. In addition to being the sole owner of the two brands, the Group is also wholly responsible for the management and control of the three business divisions: Production, Distribution and Licences. Additionally, as of 31 January 2009 the Group has an overall workforce of 3,828 personnel and a distribution network comprising 116 directly operated stores and 17 factory outlets. Furthermore, the group has two central brands:  Specializes in luxury items, is influenced more by designers and is more formal and 'timeless', responding to long-term trends rather than seasonal changes. It also sells sunglasses and corrective eyewear, purses, and watches. In February 2010, it was announced that American singer Madonna would design a collection of sunglasses set to be released in May of that year. They also have a set of fragrances, for men and women.  Slightly more casual line that follows an urban inspiration and attempts to set trends rather than follow them. It is the younger, more flamboyant line of the brand. Like Dolce&Gabbana, D&G sells watches as well as clothing, and have been voted the U.K's best luxury brand. In 2005–2006, a limited line of 1000 golden D&G Motorola RAZR V3i mobile phones were distributed by D&G boutiques and major Motorola retailers. In July 2009 D&G signed a lucrative deal with singer Alexandra Burke which will see her model their fashion lines in her music videos and in promotions. |
HRM
Wednesday, June 23, 2010 @ 11:08 AM HRM 1) Compulsory Training All HR practitioners must undergo rigorous training for 3 months to ensure consistent delivery of training. Staff Welfare Days are organised in order to cover various topics and activities for our staff's self development. This gives a voice to every department thus constructive measures can be taken to respond to negative feedback. E.g. Giordano – Staff have to attend a special training at the Giordano warehouse before they can actually work in any of the outlets. Newcomers take part in role-playing and watch videos on good and bad service before they are ready to face customers. In-store training follows, in which recruits are assigned a buddy to help them settle in, while the shop manager guides them through the various day-to-day activities. Trainers track their progress as well. To attract fresh blood, the company also offers a $300 incentive for employees who recommend friends who are eventually confirmed. The environment in the stores helps to foster a strong team spirit, which appeals to its largely young workforce. 2) Staff Welfare (Flexible Working Hours) Offer employees flexible work arrangements with different patterns of shifts and work hours that cater to their personal and family needs. For example 12-hour shifts allow our nurses and other staff to have more off days and part-time hours allow our employees to do meaningful work and at the same time, take care of their family members. E.g. KK Hospital- They have programmes that help staff to achieve a balanced work-life and a healthy lifestyle, which in turn increase the productivity of their work unit. It is win-win for both staff and the hospital. They also have an award to recognise the support of family members in helping the staff to succeed at work. Varied Appraisal : We conduct two types of appraisal, namely Abilities Appraisal and Performance Appraisal. We believe that a person’s market value is best represented by his abilities. For example, if an employee shows an improvement on his ability, he will score higher in the appraisal for ability and will enjoy an upward adjustment to his wage. Appraisals let our employees know how they have contributed to the company E.g. Singapore Airline (SIA) - SIA staff are regularly appraised for performance, and potential. High-flyers are identified early and given every opportunity to learn and grow. Senior managers are uniquely well developed with frequent rotations amongst top positions in the company. This leads to a management team with great breadth and depth, with a shared understanding of "the big picture," with a commitment to do what's best for the customers and the business, not just for one or another department. Reference: http://www.shri.org.sg/hrawards/downloads/SingaporeHRAwards2006.pdf http://www.isoguide.com/Singlenews.aspx?DirID=75&rec_code=39346 http://www.trainersdirect.com/resources/articles/BusinessManagement/ HowDoesSingaporeAirlinesFlySoHigh.htm Done By: Isabella 
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