International Business Project

Order Description

You need to work on a project assignment on the company Millward Brown on challenges faced by the company due to diversity as a result of globalization and write a project report

The maximum length of the project report is 3000 words (excluding bibliography).

The assessment task requires you to conduct original research on the company Millward Brown and the challenges caused by diversity (i.e. culture, religion etc.) both internally ( management of employees ) and externally (attracting and maintaining Clients) as a result of globalization and develop recommendation to address the business challenges and issues identified.
This involves the collection and analysis of information from a range of sources and the recommendation of solutions for the company. You should also use concepts, frameworks and theories learned from International Business Studies units to address the identified challenges and issues.

Please place emphasis on the units;
• Introduction to Global Business
• International Business Operations
• Global Business Strategy

This Assessment Task relates to the following Learning Outcomes:

• To integrate the knowledge and skills learned in previous business units to identify, understand and analyse practical management tasks
• To apply academic learning to reflect on real-world experiences and contemporary business issues and challenges experienced by Millward Brown
• To develop mini-consulting projects to address the identified business challenges and issues.
Please follow the report format below.

REPORT STRUCTURE/FORMAT
Write your project reports: what to include (1)

Page 1 – Front/Title page
• The project title, the name(s) of author(s), student ID, unit name/code, tutorial class, tutor’s name
• A good title a good start
Page 2 – Abstract or executive summary
• No more than half a page
• A brief summary of what the report is about
Page 3 – Table of contents
• List main sections of the report (avoid too many levels of sub-sections)
• Choose self-explanatory section titles
• Indicate page numbers where each section starts

Write your project reports: what to include (2)
• Introduction
 Why you are writing this report
• Who are you writing for (i.e. client partners)
 What is coming in the following sections (the roadmap taken as the report proceeds)
 What are the key results/findings/solutions
• Background
 Company background, industry background, literature review on specific topics/issues etc.

• Body of report

 Detailed analysis of each of the issues or sub-issues identified
 Provide supporting evidence and arguments
 Apply previous units’ theories, concepts and frameworks

• Discussion
 Compare and evaluate different solutions/recommendations
 Evaluate your solution and recommendation against what have been done in the past by the client, by other companies/industries in the same or similar situations (link back to your background section)
 Convince the client that your solution/recommendation is a good one
 Acknowledge the validity of alternative solutions should situations or environment change

• Conclusions
 A concise but comprehensive summary of the purpose of the project, the research/analysis done, and the solutions you have reached
• Acknowledgement
• Bibliography

“There is no substitute for a strong
people focus. Make sure there are
programs and processes in place
that truly engage your teams and
demonstrate that you value them.”
Ben Dixon, Managing Director
Millward Brown Australia
Creating meaningful impact in everything that is done for clients,
employees and the community
Millward Brown Australia is a leading brand, media and communications research consultancy. With a
focus on creating meaningful impact for its clients, Millward Brown are able to draw on global heritage
and local expertise, as well as a suite of proven, yet flexible, research solutions to help clients build
stronger brands.
The key people challenges facing Millward Brown now and in the years ahead
Continuing to evolve and grow employee engagement – embedding the people initiatives that support
employee engagement while creating a platform for sustainability.
Offering inspiring career development opportunities to clearly outline how employees can progress
both functionally and cross-functionally.
The ongoing development of a comprehensive learning and development curriculum that outlines
foundational, generic and tailored programs, as well as ‘on-the-job’ programs conducted by leaders
in the business.
Having a high performance workforce helps Millward Brown to address these challenges
Millward Brown believes that the key to successfully addressing key challenges is the extent to which
employees believe in the company and trust the leadership team. Millward Brown has therefore continually
gathered information from its employees to assist in finding solutions to these challenges. The organisation
takes an appreciative view, always seeking to understand ‘how it can improve’ rather than ‘what’s not
working’. A high performance workforce contributes more in these discussions, assists in planning and
takes ownership for the delivery of outcomes.
Exemplifying the impact of a high performance workforce, Millward Brown recently introduced a set of
core and technical competencies for all roles – developed by its people. This has supported an increase in
in-role performance and enabled managers to better support the career development aspirations of their
teams. In-turn this continues to build a highly engaged and high performing workforce that contributes to
Millward Brown’s outstanding business performance.
Millward Brown Australia
Millward Brown works with Aon Hewitt to help embed employee engagement thinking
and practices into the business
Millward Brown first participated in Aon Hewitt’s Best Employers accreditation program in 2011 with a
motivation to understand how they compared to the Best organisations in the market. Millward Brown
wanted to know if its people practices were not only competitive in its industry, but how progressive they
were in the broader market. Millward Brown gained immediate success being recognised as a Best Employer
in its first year of participation. Since then, the organisation has continued to embed employee engagement
thinking and practices into the business.
In 2013 Millward Brown participated in the study to demonstrate to its business and employees an ongoing
commitment to, and accountability, for employee engagement. Ongoing participation and success enables
understanding of areas of progress and those requiring future development, and maintains an emphasis on
engagement as a key business initiative.
Collaboration and transparency are key to Millward Brown’s accreditation as a Best Employer,
as well as overall business results
Millward Brown places a high importance on having all of its people involved in the development of the
short and medium term business strategy. Millward Brown focuses on being transparent and engaging teams
to build the plan and truly own it each year.
This combination of involvement, transparency and engagement has seen Millward Brown grow by 24%
in an industry that has declined 21% over the past four years. Millward Brown’s profitability has increased
59% in the same period, and the staff turnover rate is half the industry average at 13% per annum. Client
satisfaction is also at an all-time high with over 80% of clients stating they would recommend Millward
Brown to other companies.
Millward Brown took action to address key issues highlighted in its engagement survey
Millward Brown believes that the extent to which employee career expectations can be met is critical to
sustained high levels of engagement, and hence business performance. As a relatively small organisation,
helping employees understand what next steps exist and how they can be achieved has been challenging
for Millward Brown. In order to address this, one of the key initiatives undertaken was the development of
comprehensive, competency based job profiles that could be used in all HR practices and help address career
development challenges.
Led by HR, functional project teams were created to methodically generate technical competencies by
level. Not only are these competencies included in revised job profiles but they are used to clearly articulate
promotion opportunities. Using these models has also helped managers have more disciplined career
conversations.
What can be learnt from Millward Brown as a Best Employer?
Small and medium sized organisations can develop and implement an integrated set of people practices.
Alignment of employees to the overall strategy is a critical first step in developing a high performing
workforce.
Maintain focus on what can be done to improve engagement rather that what isn’t working.
#2013BestEmployers

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