Recent Case in ICT area where UK or EU regulators have intervened Essay

Recent Case in ICT area where UK or EU regulators have intervened - Essay Example osal was to replace its existing three free to air channels with a line up of premium channels that would be available using a new specification digital-terrestrial set-top box (Lee, 2007). Ofcom was however reluctant to allow Sky TV the license and regulatory approval it was seeking to achieve the above stated objective and permit a change in its licensing terms. In response to Sky TV’s application for the change in its licensing terms, the UK regulator Ofcom pointed out that if such a license was allowed to Sky TV, it could squeeze out smaller competitors such as Setanta and BT Vision. It offered the view that the granting of such a license would require a much more broad based investigation into the entire pay-TV market, which would also take into account, issues raised by Sky TV in promoting its proposal, as well as other factors in the external environment that could be detrimental to the market in general (Prosser, 2008). The major advantage that Sky has projected in its proposal is the greater choice that consumers would be able to have in their viewing choices, thereby giving rise to a superior quality and level of TV service. The broadcaster was already in a plum position, because it had the first right to broadcast Hollywood movies and most premium sporting events (Lane, 2010). The opposition offered to its proposals to conve rt freeview into paid for TV came from its rivals such as Setanta and Top-up TV, who contended that Sky was already in a dominant position in the market and granting such permission and license to the company would turn it into a monopoly that would inhibit free and fair competition in the marketplace. The investigation and negotiations have continued over a long period of three years and appear to have finally concluded in a compromised solution. i.e, Sky would be required to offer its premium sports channels to other TV stations offering pay-per-view packages, but in return would allow Sky to gain access to some of the

The Changing Role of the State amid Economic Globalization Processes Essay

The Changing Role of the State amid Economic Globalization Processes - Essay Example This paper seeks to establish the extent to which the process of economic globalization has led to changes in the role of the state. Economic globalization discourse is based on what proponents see as the ability of trade liberalization, which is the removal of cross border barriers to trade, to improve the economic development of a country therefore transforming lives of the people within a jurisdiction. Although it is widely accepted that economic globalization has affected the performance of the state, supporters argue that this should not be seen as undermining the power of the state. The most important role of the state when engaging with international stakeholders is to protect national interests The participation of the state in international arena is an important exercise that will ensure citizens are not left out from the sharing of benefits accrued from the interlinking of global economies. The state tries to engender environment, that is conducive to free flow of capital outside state borders, and making it easy for labor to flow freely from domestic to international markets. Economic globalization has led to changes in the role of the state, which is now perceived as a facilitator of economic engagements in the global markets. To benefit from new opportunities presented by the global market, states have to transform their institutions to be open to free flow of factors of production and other resources. These changes have increased the role played by non-state actors such as MNCs who now control the financial flows between states.

Three periods of the history of the Church Research Paper

Three periods of the history of the Church - Research Paper Example To begin with, let us look at the traditions and the way of life of the early church. The early church period that we are looking at is the period from 70 A.D, when the church was begun, up to 325 A.D when the first council of Nicaea was held. During this period of time, the tradition of the Catholic Church can be explained as follows (History of the Early Church, web.). In terms of their doctrine and their faith, the Christians of the early church believed that Jesus Christ is the Son of God, sent by God to the world for the redemption of humanity. The Christians of the early Church, also, believed in the afterlife, and for this reason their main priority in life was living in accordance with the teachings of their master, Jesus Christ, so as to enter the kingdom of God. The Christians of the early church, also, broke the bread, in remembrance of their master, as their master Jesus Christ had taught them. Breaking the break, therefore, was an integral part of the lives of the early Christians. Christians of the early church, also, set dates for the celebration of various Christian feasts and they also celebrated various Christian feasts like the Easter. During the early church period, the Catholic Church taught that the reading and the interpretation of the Scripture was a sole prerogative of the clergy. For that reason, the laity were discouraged from reading the Scriptures.

Wellshire NHS Trust Case Study Example | Topics and Well Written Essays - 1250 words

Wellshire NHS Trust - Case Study Example According to the paper, HR policies identified in the case study are centred towards nursing staff and their workplace environment. The fact finding report determined various problems that exists within two large hospitals operated by NHS Trust. There are four issues identified in the case study such as sickness absence, performance appraisal, employee relations, and learning and development. In recent years there has been increase in percentage of sickness absence. The major reason behind such problem can be lack of employee motivation. Staff members are not motivated enough to accomplish tasks or be regular in workplace practices. Stress related conditions have been so prominent in the organization that it initiated short term absence. In such scenario line managers should communicate effectively with team members. However data collected by line managers were not utilized further in order to resolve issues. It can be stated that initiatives were not undertaken by line managers and this created more problems in terms of increased degree of sickness absence. Inappropriate performance appraisal system can be denoted as another issue identified in the organization. Performance appraisal programs were undertaken by managers to address certain competencies such as communication, service improvement, people development, quality, health and safety, diversity and equality. Appraisal meetings were often not held in scheduled time period. There was no record maintained regarding employee performance and this issue gained more prominence in context of workplace shifts. The main reason behind this problem was lack of technology based applications. Hence it became difficult to track employee performance and implement productive strategies.  

Information Technology as an Element of Competitive Advantage Essay

Information Technology as an Element of Competitive Advantage - Essay Example Logistics management is an integrating function that coordinates the entire activities in logistics, together with logistic activities related to other functions such as marketing, finance, sales manufacturing and information technology (Long 2003, p.12). There are a number of components in logistics management, since it covers the entire business supply chain. Transportation logistics is one of the most discussed parts in these supply chain management. How a firm moves its goods from a certain location to a different one can have a monumental impact on the general performance (Long 2003, p.10. In a number of cases, this sector of the supply chain becomes given to a third party that deals in the transportation. This enables a business to manage all the seasonal and market demand changes, reducing the desire to hire and fire workers based on the business cycles. Nevertheless, transportation is just but a piece of logistics. There exist sectors in supply chain that get governed by this logistic management. These are; warehousing, supply, order fulfillment, transportation and also customer service (Long 2003, p.11). Supply Supply majors with the capability of securing goods or even raw materials that will later get sold to the consumer as finished goods. Running an appropriate supply requires considerable forecasting in demand, and the sound understanding of the minimum requirements in production to turn to profits (Long 2003, p.10). All the buyers based in the purchasing department, are solely responsible for getting the necessary raw material or goods, for the best available price and having the products in their possession when needed. Firms should have knowledge of the trends in the market to predict the supply that people will need, and to use this information to manage raw materials for the production of goods in order to meet the high demand. Manufacturers find this sector of the supply chain a little complex (Long 2003, p.11). They can employ a few vendors to make sure they will always locate all the raw materials the firm requires. They should always be aware of the lag times for these raw materials to reach their base. If any raw material takes three months to arrive from the date of purchase or order, the business should have not less than a three month supply on hand (Long 2003, p.14). The suppliers should be at all times monitored and counted. Transportation The transportation logistics does not only apply to the acquisition of raw materials and goods to the warehouse, but to supply all the retail locations (Long 2003, p.15). In other instances, the sales force moves with the goods at hand in a way to different retail stores, as with beverages and snacks. In a number of instances, leading retailers get shipments of goods from these warehouses. Where the movement of goods takes freight through country borders or state lines, management in logistics should address compliance with the set regulations whether local, federal and even international. Vehicles that get registered improperly or failure to reach the Transportation Department regulations can totally spoil a firm’s ability to transport goods when required (Long 2003, p.16). Such delays lead to additional costs as other third parties must become hired to take the goods where they should be on time. This is also a reason as to why a number of

Scientific method Essay Example for Free

Scientific method Essay Outline and illustrate three characteristics of sense-data. (15 marks) Anticipate the following characteristics: †¢ We are immediately/directly acquainted with sense-data, (from which we infer a mindindependent reality). †¢ Sense-data are (usually) mental or mind-dependent. †¢ Sense-data exist only as they are perceived. †¢ Reports regarding sense-data are incorrigible. †¢ Sense-data are nothing other than how they appear – they have no hidden depths. †¢ The sense-data I experience will vary according to the conditions in which I perceive an object. †¢ Sense-data, unlike physical objects, can have indeterminate process. †¢ Sense-data and physical objects/distinguishing sense-data. Illustrate examples are likely to differ depending on the points being made and can be drawn from various sources: Illusions and delusions (e. g. bent sticks, mirage, hallucinations), perceptual relativity (the real shape of the coin, the real properties of the table), phenomenology (apparent and real speckled hens) or time-lag arguments (seeing the ‘sun’) that distinguish between the way the world appears and the way it is. Consider the claim that the weaknesses of representative realism outweigh its strengths. (30 marks) Knowledge and Understanding Anticipate the following outline of representative realism: There is a material reality independent of our perception of it – an external world – from which experience originates. But our perception of material objects is mediated via ‘ a veil of perception’. Our immediate awareness is of an ‘internal’ non-material something – ‘ideas’ or sense-data – that we take as representative of mind independent external reality. The claim that there is an external world is a hypothesis. Interpretation, Analysis and Application Possible strengths †¢ Unlike common sense, representative realism can account for illusions/hallucinations by proposing we experience ideas/sense-data. †¢ Representative Realism gets the epistemological project right: I have to start from my own ‘experience’ and work outward to an external world. †¢ Representative Realism acknowledges the scientific claim that mind-independent reality is not as it appears to us (and the primary/secondary qualities distinction might be used here to articulate this point.) †¢ Representative realism acknowledges a distinction between appearance and reality but it is able to counter scepticism: it is reasonable to suppose that there is a mindindependent reality that impinges upon me in systematic ways, not subject to will, which my experience ‘represents’ in ways similar to your experience. Possible weaknesses †¢ Representative Realism is incompatible with Empiricism because it makes claims about mind-independent reality that transcend any possible experience: it makes empty assertions devoid of empirical consequences (e.g. ‘a something we know not what’); it illegitimately draws inferences from familiar experience (e. g. observations of casual relations) to support judgements regarding a reality that ‘must be strange’ (Russell). †¢ The apparatus employed by representative realism cannot avoid scepticism: a veil of perception intermediate between object and perceiver opens up an unbridgeable gap. †¢ Representative Realism (at least in its ‘pure’ empiricist form) does not have the resources to escape solipsism. †¢ The scientific appearance/reality distinction need not have any exceptional ‘philosophical significance regarding what there is; it just regulates what counts as relevant/irrelevant when scientists do science (c. f. demarcation issues like ‘Are we doing psychology or sociology? ’ ‘Is that a philosophical point of history? ’). †¢ A candidate might compare representative realism with other positions (e. g. idealism) just as long as the comparison highlights possible strengths and weaknesses of representative realism. †¢ Appeals to Occam’s Razor. Both direct realism and idealism are ontologically parsimonious contra representative realism. Assessment and Evaluation A candidate could argue for the following conclusions: †¢ The weaknesses outweigh the strengths †¢ The strengths outweigh the weaknesses †¢ The strengths and weaknesses balance out, more or less. †¢ Drawing out the implications of ‘something we know not what’ as Berkeley was to do. †¢ Support of direct realism e. g. exceptions can be allowed if they can be explained, correction by other senses. †¢ Presuppositions of recognising deceptions, †¢ Reid’s criticism of phenomenal variability – we can explain and predict. †¢ External world seen as hypothetical, but is this like a scientific hypothesis? Verification issues. †¢ How could we have the concept of a representation if we are only aware of representations. Analysis of how the concept works. †¢ If we cannot know physical objects, then neither can we know their causal powers. †¢ The external world could never be more than a probability. But how do we do the calculations needed for such a claim?

Communication Strategy Of Next Plc

Communication Strategy Of Next Plc To sustain a business, there must be effective and efficient communication. This means there must be efficient ways and appropriate channels of exchanging information with the stakeholders of the business, which is core to its corporate strategy. This report evaluates the corporate communication strategy adopted by Next Plc, a UK based retailer with over 180 stores spanning continental Europe, Scandinavia, Russia, Middle-East, India and Japan and with international website serving the USA and 30 other countries worldwide. The report highlights the fact that Next has got an established human resource management which continually develops and implements internal communication strategies to enable all employees receive and understand information that is timely, accurate, relevant motivational. In terms of its image, a report by Susannah Streeter(July 2010), a BBC reporter reveals that Next Plc had been breaching consumer law by not refunding delivery charges on online purchases though returned within seven days. This had a damaging effect on the companys image but they were quick to offer apologies to their customers and retrace theirs steps. Also according to a Mintel report(October 2010), Next clothing are also known for qual ity with which it scores with its customers, but the challenge it faces is that as disposable incomes come under pressure, its many young customers might turn to value retailers. However, if it tries to diversify into third party brands, it may erode the image and values of its brand. Hence, the need for effective communication strategies for corporate and brand repositioning. TABLE OF CONTENTS 1 EXECUTIVE SUMMARY 2 2 LIST OF FIGURES 3 3 INTRODUCTION 4 4 FINDINGS 5 5 Conclusions and Recommendations 14 LIST OF FIGURES Figure 1.0 Nexts Record of Sales 2005-2009 Figure 1.1 Abergs Total Communications Domain Figure 1.2 Argentis Reputation framework Figure 1.3 Cornelissens Stakeholder Model of Strategic Management Figure 1.4 Hofstedes Framework of cultural dimensions Figure 1.5 Mckinseys 7-S Model Figure 1.6 General structure of Corporate Governance. Figure 1.7 Ulrichs 4 roles of Human Resources Figure 1.8 Harvard Map of HRM theory by Beer et al(1984) Figure 1.9 Horizontal/Vertical structure of communication INTRODUCTION According to Cornelissen Joep(2008 p.5), a likely characteristic of corporate communication is that it can turn out to be complex in nature. For small-medium firms, communication complexity is quite minimal but with large corporations, if due care is not taken, communication can turn out to be cumbersome. Cornelissen J.(2008,p.95) also states that managing corporate communication requires a communication strategy that describes the general image that an organisation aims to project through themed messaging to stakeholders. As a result of this complexity, this report will aim to provide insights and explore the corporate communication strategy of Next Plc. A Proquest(2011) report tells of challenges faced by Next in the four year period to 2009 as a result of laxity over its positioning and recession. By the time it realized that trends were changing, it had lost grounds. The targeted young customers were maturing and reduced their spending due to additional responsibilities. Erosion of its brand due to over-diversification was another issue. Next has lost ground since 2005 but seems to be emerging now from the underperformance period according to the graph below: Figure 1.0: Next UK sales as a share of clothing specialists Source: Next Company Accounts and Annual Reports/Mintel 2010 An industry expert, Raoul Shah, CEO of Exposure evoked that Next should develop a higher brand profile and image and senior executives need to plan new communication strategies, be more visible in the media, give more interviews and build deeper relationships with customers and stakeholders.(Proquest, n.d). Essentially there has to be a corporate identity management in place. This report will seek to investigate the corporate communication strategy of NEXT Plc with regards to its stakeholder management, Corporate image and identity, its Human resource management among others. These will be achieved through research, recommendations and conclusions will be made based on findings from the company website, articles on the company and its industry, journals, their annual reports and other relevant materials. FINDINGS What is Corporate Communications? Corporate communication is the ability of an organisation to effectively communicate to its stakeholders. This definition gives a general overview or understanding of what corporate communication is about. Looking into a more complex and detailed definition, corporate communications would then be defined as: an instrument of management by means of which all consciously used forms of internal and external communication are harmonised as effectively and efficiently as possible, so as to create a favourable basis for relationships with groups upon which the company is dependent. (Van Riel,1995, p.26) Figure 1.1 : The total communications domain(Aberg 1990) Source: Van Riel (1995) Principles of corporate communication. Van Riel(1995) supports Aberg (1990) that all communication activities within an organisation must be integrated so as to support the achievement of the organisations aims and goals. This is where care must be taken so to address communication complexity effectively and efficiently. It is about the reputation of the organisation, people being able to identify with the organisation and about the formal systems of communication at the highest level. Please see Appendix 1 and 2 for a history and timeline of Next Plc. Image Identity and Reputation Image is the picture of an organisation as perceived by target groups while identity is associated with the way in which a company presents itself to the target groups, by the use of symbols, communication and behaviour(van Riel,1992). Argenti (2007) also states that image is a reflection of an organisations identity. These definitions shed light on the fact that there is but a thin line between image and identity as the former sees from the outside while the latter projects from the inside. It was reported that Next was breaching regulations by not refunding online delivery costs to customers even if they return goods within seven working days. This would have damaged Nexts corporate image, but the companys executives were quick to offer apologies to redeem its image.(BBC Business News, July 2010). According to Richard R. Dolphin(1999), people learn to identify with a company by noting everything it does. In terms of image, whether Nexts customers decide to use the Next Directory or website, visit a Next retail store, the strength of the brand continues to be a powerful attraction in terms of design consistency, value and quality their customers know they can trust. To support this, Richard R. Dolphin (1999) says organizations communicate with those that they perceive as stakeholders because they desire an enhanced awareness, understanding and appreciation of their identity and their core beliefs as well as of their products and their services. Next has an outstanding record of achievement as a result of continued success of innovative shopping concept. Nexts greatest assets are its exclusive designs and distinctive styling that have given it a strong brand image. Figure 1.2 Reputation Framework Source: Argenti, Paul. Corporate Communications(2007) George Davies, a retail entrepreneur, believed in the 80s that tailored jacket could establish Next, as long as it represented fantastic value for the price and high quality (identity). This was their brand positioning at the time. In February 1982 Next opened its first seven shops and the sales were two and-a-half times what the company had originally estimated. Davies found a ready market for his merchandise(as customers were able to identify with the positioning) providing what he called affordable collectables, which represented good design at reasonable prices(image). (Fashion encyclopedia) Next was able to give the public a better product in terms of their expectation of quality at the price point. Also, Next logo has been changed from time to time in terms of the use of upper and lower case letters and also background colour probably as a brand repositioning strategy. Even the name Next suggests something to look forward to which essentially says a lot about how the company wants to be perceived or positioned in the minds of its customers hence translating into the image as conceived in the minds of its various stakeholders which over a period of consistency earns the company a reputation. This relationship is supported with Argentis Reputation framework (figure 1.2). Management of stakeholders Cornelissen J. (2008, p.42) defines a stakeholder as any group or individual who can affect or is affected by the achievement of the organisations purpose and objectives. Next addresses environmental, social, ethical and business related impacts on its stakeholders as a way of managing and bringing value to them. (Next website) NEXT has a strategy of addressing the issue of the organisations reputation as there are different expectations from different stakeholders. The Board at Next represents and promotes its shareholders interests. The Board gives account of the performance and activities of the Group and then communicates this with its shareholders with respect to the business activities.(Ezine Articles 2009). The company recognizes a need to address every kind of stakeholder it has. Figure 1.3 Stakeholder model of strategic management. Source: Cornelissen Joep, 2008. p.39 Next adopts and implements a code of conduct that delivers benefits for its workers across the globe by which means it fulfils its responsibility to uphold international labour laws with its suppliers. The company sources the products it sells from many countries around the world. It recognizes the responsibility it has to work closely with its global suppliers, and is committed to ensuring its products are made in a clean and safe environment, in accordance with all relevant local and national laws and legislation, and by workers who are treated with respect and paid fairly for the work they do.(Nextplc.co.uk). Every company has got its own reasons for being in business. For whatever reason for which a business might be in existence, it must take into consideration its responsibility to the environment in which it trades which includes its stakeholders (Government, shareholders/investors, suppliers, customers, etc) and the world at large. Please refer to the bibliography for a full statement of Corporate responsibility from Next and how it relates with each group of stakeholders. Role of Culture According to Tourish and Hargie (2004), culture can be defined as a collective (for example society, organisation, group or sub-group) interpreted for its sense of social integration, differentiation, and fragmentation. It is the culture of Next to have the interest of its people(including stakeholders) at the centre of its business. Figure 1.4 Hofstedes Framework of cultural dimensions. Source: Hofstede, G. (1994). Cultures and Organisations, London: Harper Collins As a result, the company had its business strategy implemented within a genuine organisational culture and continuous investment in its employees. This in essence gives employees a sense of security and loyalty towards the organisation and in essence help to relax the power distance(Hofstedes power distance) between employees and their bosses. A multi-national organisation such as Next, by reasons of its geographical dispersion will work with and employ people from diverse cultures, hence the need to possess a sensitive communication strategy. Cornelissen J.(2008, p.71) describes an organisations culture as the values as felt and shared by all employees of the organisation. For instance, to contain the situation of cultural differences and language in its countries of operation, Next has a multi-lingual website for its online home-shopping, Next Directory. This is a good step in the right direction in terms of communication strategy. With regards to Hofstedes concept of individualism, Next plc supports collectivism rather than individualism. It encourages employees to be integrated to a single corporate group rather than individual groups. It has in place a training and development team which designs and implements interventions to drive forward the fun, fair and rewarding culture of working together. Role of Technology According to Tourish and Hargie (2004), a torrent in recent years resulting from the surging river of technology is a key feature of the organisational landscape. Technology has proven to be very dynamic in nature and for an organisation that wants to reach and connect with a vast majority of its stakeholders or even expand its customer base in a competitive world, it must also be technologically pro-active. Tourish and Hargie (2004,p.74) supports the views of Clampitt and Downs()993) and Hargie and Tourish(2000), that communication has been at the centre of successful organisations, causing a challenge to create a communication system that is efficient and effective when it comes to addressing the needs of its customers and external and internal stakeholders. Internet popularity and new media reception offers enormous opportunities for NEXT to improve its communication strategy. According to Tourish and Hargie (2004, p.74), technology alone does not solve problems, it only offers opportunities so it must fit into already existing communication strategy. Next increased its customer base to over 2 million with the launch of the Next Directory internet shopping in 1999. The website also has multi-lingual features which helps to translate to other languages to aid user friendliness. This strategy will help Next to influence its customer behaviour. Next is a people oriented organization. Even employees may have instant access to senior managers via their e-mail address, which in essence reduces power distance as Hofstedes cultural dimension illustrates. Human Resource Management Beardwell et al (2004,p.6) supports Legge(1995) that the analysis of HRM in terms of style has revolved around whether it can be regarded as hard or soft. Soft HRM according to him is often viewed as developmental humanism in which the individual integrates into a process of work that values trust, communication and commitment while Hard HRM emphasizes cost minimization strategies. With regard to the Soft HRM, NEXT employs over 58000 people and sees its employees as valuable assets to the organization and is committed to their development by providing a working environment in which they can to achieve their full potential and accessing opportunities for both personal and professional development.(Nextplc.co.uk). Nexts recruitment is done online via the HR department. Figure 1.5 McKinseys 7-S model. Source: www.Mindtools.com Nexts human resource approach is a mixture of both the Hard and Soft approaches in line with McKinseys 7S model(pictured above). Employees enjoy an environment of support and respect, fair treatment, listened to, welfare and motivated to achieve their full potential, which is the core of its human resource management. Next applies the soft approach of recruitment policies, development and training of employees and is also committed to investment of time and resource for support, engagement and motivation of employees to feel valued, developing rewarding careers and want to stay with the company. There are reward systems for employee motivation as a hard approach. As the business continues to develop, Next understands that effective and committed employees will help to continue delivering excellent quality products and services to its customers. This suggests an output-based HRM. Ulrichs model of HRM can be substantiated with Next in that, most of its top people (executives and non-ex ecutives alike ) have been with the company for many years and this is because Next makes its employees feel valued thereby gaining their loyalty and they, over the years, work through the four roles till they become strategic partners. Figure 1.6 Ulrichs 4 roles of HR Source: Ulrich, D.(1998) Human Resource Champions. The Harvard HRM framework as developed by Beer et al(1984) explains that every organization must recognise all groups of stakeholders. Most of Nexts success can be attributed to its business strategy infused with stakeholder centred HRM strategy which can be confirmed with its statement of social responsibility. (Appendix 3) Figure 1.7 Harvard Map of HRM territory, by Beer et al(1984) Source: Beardwell et al(2004) Corporate Governance An enforced and well defined corporate governance provides a structure that works for the benefit of everyone concerned(at least in theory), by ensuring that the enterprise adheres to formal laws, best practices and to accepted ethical standards. Next has got various committees and officers overseeing its many business units in order to ensure smooth running and effective corporate communication flow. Figure 1.3 below further explains the general order or structure of corporate governance which also explains that of Next Plc. Next has a four-member audit committee which reviews the risk management process thereby refering significant risk issues to the Board for handling. Next Board is responsible for major policy decisions whilst delegating more detailed matters to its committees and officers including the Chief Executive. (Next Plc, Corporate Governance). The Board at Next represents and promotes the interests of shareholders (Ezine Articles, n.d) and also other arms including the HR and PR departments are there to help ensure communication strategies are effectively implemented. Figure 1.8 General Structure of Corporate Governance. Source: Johnson et al (2011) Exploring Strategy. Conclusions and Recommendations In conclusion, the organization has to be sustained and successful so effective corporate communication strategy is very essential in tackling its communication challenges. As a result of the unpredictable nature and diversity of stakeholders, drawing up a corporate communication strategy can in fact be very challenging. Sometimes stakeholders still lack commitment to an organization no matter how the organization tries to keep them informed or involved. The management of Next Plc had trivialised this important fact and went on playing on their customers intelligence by breaking consumer law in failing to refund delivery charges on goods bought online even when returned within seven days. The media got a hold of this activity and then made it public. This singular act could make it difficult for Next to achieve its own objectives with its stakeholders. The effect of it was damaging on the companys image and reputation but the management was quick to offer apologies to their customers before any further damages could be made.. Also with the concept of cultural division, Next as a multi-national organization employs and works with people of diverse cultural orientations and backgrounds who sometimes may see different meanings to the same words or statements. Multi-national companies may not always be able to adapt to all the cultural differences and at the same time maintain consistency in portraying their corporate culture but they would have to make strategies that inculcate cultural common grounds. It is sometimes difficult selecting the appropriate channels as well. For instance, Next plc has a multilingual website, though not all languages are included. This also poses a challenge as some cultures might feel left out. Next Plc is committed to abiding by rules and regulations in countries where it operates. Changes in laws and regulations of different countries are also unpredictable as most of the times they may run counter to an organizations strategic interest. These changes sometimes create difficul ty in maintaining its performance culture; for this reason it is confident but cautious at the same time. Against all odds of adverse circumstances and social rethinking, Next has continually moved forward the high standards of quality and processes of improvement using its keen minds. Thereby managing communication complexities arising in relation to it stakeholders. Hence, its ability to synchronise image, identity, reputation and human resource management.