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Article
Publication date: 18 April 2008

Interview by Rachel Brown

The purpose of this paper is to interview with Jon Williams, Head of Group Sustainable Development, HSBC.

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Abstract

Purpose

The purpose of this paper is to interview with Jon Williams, Head of Group Sustainable Development, HSBC.

Design/methodology/approach

The paper takes the form of an interview.

Findings

Jon Williams developed and implemented HSBC's environmental risk strategy, working with the business units, credit functions and corporate affairs departments to mainstream sustainability risk management techniques across the Group. He is now additionally responsible for a new initiative to develop sustainable business opportunities, with a focus on lending and investments related to climate change, particularly low carbon energy, water infrastructure and forestry.

Originality/value

Provides strategic insights into HSBC's environmental risk strategy.

Details

Strategic Direction, vol. 24 no. 6
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 22 June 2009

Jon Head

And what of social housing's role in the personalisation agenda? Here, Jon Head explains Hanover's approach to personalisation and presents the challenges that the organisation…

40

Abstract

And what of social housing's role in the personalisation agenda? Here, Jon Head explains Hanover's approach to personalisation and presents the challenges that the organisation faces in its implementation; and describes its involvement in a pilot project with Housing Associations' Charitable Trust (hact) that offers an exciting and innovative approach to this important agenda for housing providers and residents.

Details

Working with Older People, vol. 13 no. 2
Type: Research Article
ISSN: 1366-3666

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Article
Publication date: 1 June 2004

Jon Whiteley

Many organisations have made significant progress in developing diversity strategies and have put in place robust polices and procedures to ensure fairness and transparency…

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Abstract

Many organisations have made significant progress in developing diversity strategies and have put in place robust polices and procedures to ensure fairness and transparency. However, those organisations at the cutting edge of diversity management have now began to focus on the behaviour of their people and in particular their managers and leaders. Research has shown that those organisations with leaders modelling and demonstrating inclusive and appropriate behaviours are the same organisations who are successfully integrating diversity into the mainstream business. Jon Whiteley, head of diversity at occupational psychologists Pearn Kandola outlines the approach some organisations are taking to effect this behavioural change.

Details

Industrial and Commercial Training, vol. 36 no. 4
Type: Research Article
ISSN: 0019-7858

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Case study
Publication date: 8 December 2022

Kyle Dutton and Mignon Reyneke

This teaching case is well suited for short courses focussed on brand equity or marketing. It explores the following themes:Premium brand equity: managing the brand in different…

Abstract

Subject area of the teaching case:

This teaching case is well suited for short courses focussed on brand equity or marketing. It explores the following themes:

Premium brand equity: managing the brand in different markets, and the process involved in finding the right partners who care about the brand.

Market entry and penetration: strategies for growing in a market, testing a new market, and identifying the right products for a specific market.

Product expansion: the considerations that need to be made when a company is expanding its brand into new markets.

Student level:

This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.

Brief overview of the teaching case:

This case is about a premium confectionery brand Wedgewood. The company started in KwaZulu-Natal, South Africa in 1999, with founder Gilly Walters’ handcrafted nougat aimed at a high-income target market. The retail product went on to be sold in stores nationwide. The company has since diversified its product range and tested markets both locally and abroad, with varying levels of success. In early 2020, Paul Walters, CEO, is considering options for the company. While his brother, Jon Walters, head of production and product development, is keen to increase global exports, Paul is less sure. The brand has been developed over the years and the product line expanded to consist of nougat, energy bars, and biscuits. While considering international markets, Paul must keep tabs on how to align the various brands in the process, and limit any potential damage to the brand equity to a minimum. With the company poised for exponential growth entering new international markets, Paul must consider the best expansion strategy. With business growth will they be able to maintain the core values of the business and the brand? Wedgewood will also need to think about staffing resources that would be required should they take on a massive international expansion.

Expected learning outcomes:

To analyse how a small family-owned business is able to achieve sustainable growth and expand its footprint

To evaluate which business model creates the best platform for the expansion of a premium niche brand

To create a branding strategy for international brand expansion

Details

The Case Writing Centre, University of Cape Town, Graduate School of Business, vol. no.
Type: Case Study
ISSN: 2633-8505
Published by: The Case Writing Centre, University of Cape Town, Graduate School of Business

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Case study
Publication date: 12 December 2018

Stephanie Giamporcaro and David Leslie

To understand the motivations for adopting RI practices for institutional investors and asset managers; to understand the different RI strategies available to institutional…

Abstract

Learning outcomes

To understand the motivations for adopting RI practices for institutional investors and asset managers; to understand the different RI strategies available to institutional investors; to understand the impediments to adoption of RI at an organisational level; to debate how financial institutions can drive the growth and adoption of RI among the investment community; and to illustrate the complexities of organisational change and the strategies that institutional entrepreneurs can use to overcome resistance to change from key stakeholders.

Case overview/synopsis:

The case is set in October 2017 against the backdrop of the pending unbundling of Old Mutual plc into four new independent businesses, and the subsequent relisting of Old Mutual Ltd on the Johannesburg Stock Exchange in South Africa. The head of responsible investment at Old Mutual Investment Group and the main protagonist of the case, Jon Duncan, is considering what the subsequent relisting will mean for the responsible investing programmes that he has set up over the past six years. The case goes on to describe how responsible investment principles were supported through the implementation of ESG integration and active ownership strategies. It also examines recent developments in ESG product innovations and demonstrates another technique available to responsible investment practitioners in the form of best-in-class ESG screening. The case ends with Duncan contemplating the strategic priorities of the RI team moving forward, and how the managed separation might impact on the RI agenda. It provides prompts for students to discuss and formulate a strategy for advancing the aims of responsible investing.

Complexity academic level

The case is aimed at postgraduate-level students enrolled in a management-related degree programme such as an MBA, and covers both sustainable and responsible finance and institutional entrepreneurship theory.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 1: Accounting and Finance

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

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Book part
Publication date: 22 April 2020

Tim Chapman, Lynn Pickford and Tony Smith

Abstract

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Coaching Winning Sales Teams
Type: Book
ISBN: 978-1-78973-488-1

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Article
Publication date: 27 November 2009

Jon Head

This article refers to common values and principles underlying personalisation and housing, and the importance of personalisation for providers like Hanover (a leading provider of…

145

Abstract

This article refers to common values and principles underlying personalisation and housing, and the importance of personalisation for providers like Hanover (a leading provider of housing and support services for older people). It also refers to challenges that personalisation presents for supported housing services, such as extra care. Possible responses to these challenges include a re‐emphasis on listening to what residents ‐ as well as commissioners ‐ want, an honest appraisal of the concept of choice and its implications, especially in services such as extra care, and asking whether people might still be asked to choose a ‘package’ of core services, in order to retain sustainable models that will support other people now and in the future. The article then describes the Housing Associations' Charitable Trust's (hact's) Up2Us project, a key initiative to put supported housing service users centre stage in commissioning and purchasing care and support, in which Hanover and the London Borough of Barking and Dagenham are among the partners.

Details

Housing, Care and Support, vol. 12 no. 3
Type: Research Article
ISSN: 1460-8790

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Article
Publication date: 27 November 2009

Gary Lashko

46

Abstract

Details

Housing, Care and Support, vol. 12 no. 3
Type: Research Article
ISSN: 1460-8790

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Article
Publication date: 1 October 2005

Jon Glasby

Following fundamental reviews and reform of services for children and for adults, there is increased recognition of the importance of the integration of front‐line services…

136

Abstract

Following fundamental reviews and reform of services for children and for adults, there is increased recognition of the importance of the integration of front‐line services. Against this background, this article summarises recent changes and considers the tensions that will need resolving as services implement their new structures. In particular, the paper presents a framework for helping to consider the nature of the partners that services may need to engage (how broad?) and the type of relationships they will need (how deep?).

Details

Journal of Integrated Care, vol. 13 no. 5
Type: Research Article
ISSN: 1476-9018

Keywords

Available. Content available
Article
Publication date: 1 March 2000

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Abstract

Details

Structural Survey, vol. 18 no. 1
Type: Research Article
ISSN: 0263-080X

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