Management Essentials of Pearson Plc

Nature of business

Organizational structure

In this report, “Management Essentials of Pearson Plc”, we discuss how their Board of Directors and Executive Leadership provide strong, effective, and diverse leadership. Their primary objective is to create long-term value for all stakeholders while also having a positive impact on the environment.

Andy Bird leads the Executive Management team, which is responsible for all of our day-to-day operations. It’s no secret that our team is brimming with innovative ideas and strategies for assisting millions of people in claiming the opportunities they deserve.

Read more: Management Essentials of Qatar Airways

Human resource management

It employs more than 22,500 employees in 70 countries around the world, making Pearson the world’s largest education firm. The organisation provides educational materials, assessments, and digital services to organizations, governments, and other organizations around the world.

Leadership

Peter Pearson is a visionary leader who takes a revolutionary approach to managing his team. Transformational leadership focuses on the development of followers as well as the needs of individuals who are led by transformational leaders.

Employees’ value systems, as well as their morals and inspiration, are developed, with the precursor of their abilities serving as a foundation for this growth. People and organizations are transformed in the literal sense by Bass5, which means that their vision is broadened, their comprehension is expanded, and their actions are more clearly defined.

This is accomplished by ensuring that their actions are congruent with their ideas and concepts. Bass5 asserts that transformative leadership is a self-perpetuating process as well.

Information technology

They are now readily available to aid people in achieving their goals – regardless of where they are or how they choose to learn – as a result of technological advancements and changes in consumer preferences. The ability to be there for someone throughout their whole educational path, from formal schooling to the workplace and beyond, is something that they have.

Due to a growing middle class and longer working lives, non-academic learning is becoming more important than ever before. Formal education accounts for 75 percent of all learning, and it is predicted that more than a billion more learners will have completed formal education by 2030, according to the World Bank.

Analysis of company’s environment

Swot analysis

Strengths

• This is due to the company’s long-term dedication to building a strong brand portfolio for each of its several companies. Pearson plc’s SWOT analysis reaffirms this notion. If the business wishes to expand into new product categories, this brand portfolio will prove useful.
• It’s Go To Market techniques have been extremely successful.
• Bottlenecks in the supply chain can be addressed with the help of a solid foundation of dependable raw material suppliers.
• Reliable vendors.
• A highly educated workforce as a result of successful education and training initiatives. Pearson plc’s employees are well-trained and motivated to achieve as a result of the company’s investment in training and development.
• Product innovation is the capacity to successfully produce new items.

Weakness

• It was a disgrace how poorly the products were promoted. If the product is a commercial success, its positioning and unique selling proposition are not well defined, which may lead to attacks on the product in this category by competitors from the other companies involved.
• R&D expenditures are lower than those of the fastest-growing companies in the industry.
• In spite of the fact that Pearson plc spends more on research and development than the average industry spender, the company is unable to keep up with the most innovative companies in the sector when it comes to the development of new goods and services. Prior to being regarded a mature organisation able to produce things based on proven characteristics, there are several gaps in the company’s product range that need to be addressed. Because of this, a new entrant into the market may be able to establish a foothold.
• Even though Pearson plc is one of the leading businesses in its sector, it has had limited success outside of its main business. The company has had problems expanding into other product areas because of its current culture.

Opportunities

• Greater environmental regulations will generate new opportunities for all industrial actors, which will result in a level playing field for all participants. Through the introduction of this new product, Pearson plc has an excellent opportunity to build on its technological advantage and gain market share in a new product category.
• With the acceptance of new technology standards and the signing of a government free trade agreement, Pearson plc has the possibility to penetrate a whole new emerging market.
• As a result of the green movement, Pearson plc products have a better possibility of being purchased by state and federal government contracts.
• It is possible to grow into new product categories when there is a consistent supply of free cash flow. With greater cash on hand, it is possible to pursue new technologies and product lines. Pearson plc should be able to take advantage of this in other product sectors, according to the company’s executives.

Threats

• New environmental regulations emanating from the Paris Agreement may put several well-established product categories at risk.
• With shifting customer purchasing behaviors coming through the internet channel, the present physical infrastructure-based supply chain model may be unable to stay up.
• A rise in raw material prices could have a negative impact on the profits of Pearson plc.
• Pearson Plc’s product, which is especially vulnerable in emerging and low-income economies, is also challenged by replication of the counterfeit and substandard product.
• Because of the stable profitability over the previous two years, the number of players in the business has increased, putting downward pressure on profit margins and overall sales.

Analysis of company’s promise to customer

Pearson strives to create value for all of its stakeholders, including consumers, employees, and investors, as well as policymakers and the broader public, as part of its Sustainable Business Plan 2030. By adhering tenaciously to our strategy, we will create the better world we envision and contribute to our company’s long-term prosperity.

The economy, society, and ecology are all profoundly impacted by business. Businesses that lead and operate responsibly and sustainably, with respect for and recognition of all stakeholders, have a beneficial influence. Reporting on our progress is vital to our accountability to all of our stakeholders.

Our objective is to provide our stakeholders with the clarity and transparency they require. We have prioritized sustainability in every facet of our organisation, from governance to operations to culture to output and outcomes.

CSR

Book time, now in its seventh year, aims to instill a lifelong love of reading in its participants. 765,000 reception-aged children in England and Wales will receive two free books during the 2013-2014 school year.

However, Excuse Me That Is My Book by Puffin, a Penguin Children’s brand, and Tom’s Mad Mop by Pearson UK, a division of Pearson’s education division, are this year’s children’s books in England. A bilingual edition of Charlie and Lola’s But Excuse Me That is My Book will also be available for youngsters in Wales aged four to five years old. Additionally, the Book Time website offers free guidance and activity sheets for elementary schools and libraries, as well as other library and parent resources.

Reading aloud to your children and instilling a love of reading in them are two of the most critical things you can do as a parent to aid in their education. Recent surveys, however, indicate that up to a third of children do not receive bedtime tales, and just 13% of parents read to their children every night.

Analysis of company’s internalization supply chain choices

• A strategy for increasing customer satisfaction should be established and put into effect.
• Managing the global supply chain’s various functions.
• Managing and directing others.
• It also includes acquiring the raw materials and supplies required to meet demand for the product.
• Developing a strategy for the transfer of commodities in collaboration with a variety of teams.
• Collaborate with the sales team to determine the most efficient and cost-effective methods of delivering products to customers.
• Collaborating with other team members to identify the most efficient and cost-effective mode of transportation to meet their needs.
• Purchasing.
• Manufacturing.
• Keeping track of the available inventory.
• Supply that is anticipated.
• Warehousing.
• Transportation.
• Provider-to-customer.

Recommendations: Management Essentials of Pearson Plc

It is necessary to clarify what drives the global economy and what is managed locally

While incorporating a global marketing plan is advantageous, it does not prohibit the employment of regionally specialised ideas and approaches. In fact, these two concepts should be complementary.

Typically, global marketing establishes the structure and standards for local marketing while delegating success levers to in-market teams.

Develop and publicise an early global marketing plan (seek feedback)

When it comes to developing global marketing strategies that you believe can be tailored to local demands, you’ve already established critical alliances and conducted market research in a number of countries.

Your assumptions will be validated well in advance of the campaign’s launch, so get started immediately. Proactively share these ideas with your international teams, ask for their comments, and establish that there are no legal impediments to implementing your initiatives in specific regions.

Consolidate and share insight

After the campaign is done, make a point of gathering all of the information you’ve gathered and scheduling a debriefing session with your colleagues.

The results should be reported to the company’s leadership as well as to its field workers, if appropriate. Discuss what worked and what didn’t, as well as which markets the campaign was most effective in and why they were so effective in them. The lessons learnt will be extremely valuable in the future.