By Salaman, Graeme; Storey, John

ISBN-10: 0191825999

ISBN-13: 9780191825996

ISBN-10: 0198782829

ISBN-13: 9780198782827

This paintings deals a completely researched and obtainable account of the loo Lewis Partnership. It describes what the JLP is, the way it works, and what different companies can research from it

summary: This paintings deals a completely researched and available account of the toilet Lewis Partnership. It describes what the JLP is, the way it works, and what different companies can study from it

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Extra info for A better way of doing business? : lessons from the John Lewis Partnership

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Creating shareholders with an interest in the long-term future of businesses and not just in quarterly improvements in share value, would require alterations along the lines already noted. These include regulation, tax incentives and disincentives, and systemic changes to patterns of shareholding. The problem of fickle, short-term-focused shareholders is reduced if stakeholders with a long-term commitment (for example, employees) are allowed formal rights of consultation or even influence over key decisions.

The partners’ bonus was 15 per cent of pay in 2014 and 11 per cent in 2015. The tendency for overall profitability to be lower than that of some of its competitors continues. The image of huge success which the Partnership currently enjoys has not always been available to it. When, in December 1995, the BBC broadcast a programme about JLP, the image was of a rather eccentric institution struggling to fit in with wider social change. Yet, when the BBC broadcast another series, Inside John Lewis in 2010, the message had changed: it was portrayed as a serious contemporary player willing and able to tackle major competitive challenges in a principled and commercially adept way.

We need to know the JLP better if we are to emulate the strengths and benefits of the model. The first task is to identify the core elements, principles, and relationships of the JLP model. This is not necessarily a simple task since JLP staff and outside commentators do not always agree on the extent to which current arrangements are true to the founder’s intentions, or to the core principles underpinning the model. Such differences of view are more likely when JLP has been through a period of considerable change, especially with respect to business and management processes and decisions.

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A better way of doing business? : lessons from the John Lewis Partnership by Salaman, Graeme; Storey, John


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