Report on Development of ESHL
Table of Content
1 Management and organizational behavior1
1.1 Evaluation of the decision1
1.2 Organizational changes the company to cope with growth plans1
1.3 The way to a teamwork spirit and co-ordination in the organization1
2. European business1
2.2 Viability of new foreign markets1
2.3 Business culture issue in foreign markets1
2.3 Evaluation of extending operations within and outside EU member state markets1
3. Information Communication Technology (ICT)2
3.1 Details of 10 customers2
3.2 Letter explaining an introductory offer2
3.3 Logo2
4. Sentences to introduce yourself and your company to client2

1 Management and organizational behavior
1.1 Evaluation of the decision
With an investment of £60,000 Summer and Winter Sport &Leisure (SWSL) was established. Later, the other 2 similar businesses operating in the area were invited the two owners to a meeting so as to form a new company called European Sport and Holidays Ltd(ESHL). The new company will have four existing premises across East Kent with 25 employees. Now the owners are thinking of opening another branch in Glasgow and employing 6 more staff. This decision will be evaluated from aspects of external environment where ESHL competes.

ESHL is the kind of company t无忧论文 【http://www.uklunwen.com】hat was built from nothing and attempted to maximize economic benefits to the community: In Glasgow, where the new office is located, the company specializes in equipment/supplies for summer/winter sports and holidays, including organizing holiday travel and extreme sports events. There are two segments to this regional market: the low cost segment and the higher cost segment. Recently, since imports catered for demand in the low cost segment, the government banned the importing of equipments and components from other countries in both segments except for the low cost segment where a number of holiday equipments and components were being produced very cost effectively by some third world countries. The government initiated stage two of its master plan. A prohibitive import duty was imposed effectively killing demand for cheap third world imports and leaving both segments available to the local suppliers. With this change to the market, the government decided also to privatize the manufacturing companies. Investors who were able to spot a good opportunity and cheap resources snapped up the firms.

Professor Michael Porter (1980) suggested five distinct elements that affect any business. By reviewing the effects of these, the company is able to understand the competitive environment and take action to reduce some of the risks while focusing on the opportunities.

International business
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