Practise Edexcel Business questions on recruitment, training, motivation and leadership, applying people-management choices to a firm’s objectives and context.
Extract A The History of Nando's Nando's is a fast-food restaurant chain started by Fernando Duarte and Robert Brozin in South Africa. It sells a range of spicy chicken and vegetarian dishes. Entrepreneurs Fernando and Robert took a risk and opened the first Nando's restaurant in 1987 after enjoying spicy chicken in a Portuguese restaurant. By the end of 1989 they had opened three more restaurants. Today, there are Nando's restaurants in most major cities around the world. All its restaurants have a trendy, fun and unique design by local designers and artists.
Extract B Nando's Indian menu (selected items)
Extract C Employees at Nando's Employees who work at Nando's are called Nandocas. Nando's employees are seen as family members and it aims to treat them as an asset to the business. It states, 'Nando's is not just about the chicken, it's about the people that make the chicken.' In 2022 Nando's was named as one of the UK's best large companies to work for. In South Africa, Nando's has a programme called Harambee that recruits young unemployed people and gives them skills to prepare them for the workplace. Nando's uses a training programme called Buddy. A buddy is an employee who has completed all job roles in the business. Buddies supervise new employees to pass on their knowledge and skills.
Extract D Market research at Nando's Before opening stores in China, Nando's conducted primary market research to understand Chinese food preferences and dining habits. Two hundred surveys were carried out with Chinese chefs, restaurant owners and managers. A random sampling survey method was used to conduct the primary market research.
Analyse two advantages to Nando's of treating its employees as an asset rather than a cost.
Sources for use with Extract D In congested Istanbul, companies get goods to you fast There has been a rapid growth in the demand for shopping services in Istanbul, Turkey. These on-demand services are expanding because transportation can be slow. Businesses are making use of new technology, wages are rising and more people have access to smartphones. Shopping services such as Kapgel and Getir offer innovative delivery solutions to meet the needs of their customers. Both firms have different approaches, but aim to meet people’s immediate needs and develop customer loyalty by using technology to develop apps and deliver goods as quickly as possible. Kapgel has designed an app to allow customers to shop from a wide number of stores and supermarkets. The customer creates a basket of goods on the app and a delivery person shops for these items and delivers directly to the customer. Deliveries are made within one hour for a delivery fee of 5 Turkish Lira (US $0.85). Kapgel does not keep any stock and uses part-time and temporary delivery people, rather than employing workers on a permanent and full-time basis. Getir owns many warehouses around Istanbul to stock over 1,000 different products, including food items and small electrical goods. Customers select from the 1,000 items using an app on their smartphone. Getir employs over 350 people for this delivery business and have an average delivery time of 9 minutes and 6 seconds. Unlike Kapgel’s delivery fee, Getir adds a cost to each product. It has a minimum shopping total of 15 Turkish Lira (US $2.55) before it will deliver an order. Extract E BiSU Water Delivery In Turkey, most tap water is not drinkable. Delivery services in the past were slow and not well organised. On-demand delivery services such as BiSU have changed the water delivery market in Turkey. Customers can now order water using an app on their smartphone. They can have it delivered quickly and at a time to suit them. BiSU has a large team of delivery drivers. The business was launched in 2015 and has expanded to many cities in Turkey, receiving over 100,000 orders a month from 38,000 users. Water prices depend on the brand requested and the region the water is delivered to.
Discuss the benefits, for a business such as Kapgel, of using part-time and
temporary employees.
Extract C Redundancies and organisational changes at Deutsche Bank Deutsche Bank was founded 150 years ago in Germany. Today it is a leading global bank. In 2019, 18,000 Deutsche Bank employees, working in Hong Kong, New York and London, were made redundant as part of a restructuring plan. This plan included drastically reducing its investment banking division and removing layers of management to make a flatter organisational structure. A Deutsche Bank spokesperson said: "We have decided to focus our resources on areas of the business where customers need us most." The bank used collective bargaining to agree redundancy payments for employees who lost their jobs. These agreements were put in place to protect its reputation and limit the number of unfair dismissal cases.
Extract D
Global market share by \% revenue of the 10 leading investment banks in 2019
Extract E Positive Impact marketing campaign at Deutsche Bank Deutsche Bank plans to launch a global advertisement campaign, named Positive Impact. It uses customer stories to show the benefits of using the bank. These stories are told through short films featuring customers and bankers, showing how they support customers to achieve their plans and ambitions. Deutsche Bank will also use social media to engage with its employees and customers. In addition a television advertisement will be used to show the partnership between Laura Dekker, the youngest person to sail solo around the world, and her father, who helped plan her epic voyage and whose encouragement from the shore helped her to succeed. The advertisement uses the relationship between Laura and her father as an inspiring example of positive impact, which represents the bank's role in enabling the ambitions and dreams of its clients to be met.
Analyse two possible benefits for Deutsche Bank of using collective bargaining to negotiate redundancy payments with its employees.
Assess the impact on Deutsche Bank of the changes made to its
organisational structure.