How can RCL benefit from implementing performance management in the organisation.
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Question
How can RCL benefit from implementing performance management in the organisation.
![HOW WE ENGAGE
CONSUMERS
24-hour RCL FOODS Consumer Care Line
• Multiple media platforms
• Our website www.rclfoods.com
KEY ISSUES
HOW WE CREATE VALUE
• Product quality and food safety
• Product affordability
• Product convenience
We strive to create value for
our consumers through building
brand trust by:
• Commitment to and compliance with issues regulated by government
(e.g. labelling, salt and sugar)
- Providing a growing portfolio
of leading grocery brands that
meet their needs.
Providing our consumers with
safe, high-quality food products
supported by international
quality and food safety
standards in all our facilities
OUR RESPONSE
• Consistently investing behind our brands has led to pleasing market share
growth over numerous categories
• Continuously strengthening our food safety and quality assurance standards
in line with international best practice
• Innovating to offer greater convenience within our product ranges
Continuing to provide a Dbroad range of affordably priced, staple food
products and competitively priced household brands
• Pricing strategies that respect consumer affordability
Embedding International Standards Organisation (1SO) principles into our
integrated management systerns across the supply chain
Engaging and complyng with relevant regulatory requirements
Continuing to provide a broad
range of affordably priced.
staple food products and
competitively priced household
brands
Embedding international
Standards Organisation (ISCO
principles into our integrated
management systems acress.
the supply cnain
Complying with relevant
regulatory requirements
26
RCL FOODS LIMITED E em](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2F4e175c02-8390-401f-8f92-096d6242a7f8%2Fe6c50398-c9d3-4496-befd-9d3b7eed96d0%2F22jzii8_processed.jpeg&w=3840&q=75)
Transcribed Image Text:HOW WE ENGAGE
CONSUMERS
24-hour RCL FOODS Consumer Care Line
• Multiple media platforms
• Our website www.rclfoods.com
KEY ISSUES
HOW WE CREATE VALUE
• Product quality and food safety
• Product affordability
• Product convenience
We strive to create value for
our consumers through building
brand trust by:
• Commitment to and compliance with issues regulated by government
(e.g. labelling, salt and sugar)
- Providing a growing portfolio
of leading grocery brands that
meet their needs.
Providing our consumers with
safe, high-quality food products
supported by international
quality and food safety
standards in all our facilities
OUR RESPONSE
• Consistently investing behind our brands has led to pleasing market share
growth over numerous categories
• Continuously strengthening our food safety and quality assurance standards
in line with international best practice
• Innovating to offer greater convenience within our product ranges
Continuing to provide a Dbroad range of affordably priced, staple food
products and competitively priced household brands
• Pricing strategies that respect consumer affordability
Embedding International Standards Organisation (1SO) principles into our
integrated management systerns across the supply chain
Engaging and complyng with relevant regulatory requirements
Continuing to provide a broad
range of affordably priced.
staple food products and
competitively priced household
brands
Embedding international
Standards Organisation (ISCO
principles into our integrated
management systems acress.
the supply cnain
Complying with relevant
regulatory requirements
26
RCL FOODS LIMITED E em
![The section below provides a brief overvlew of our key stakeholders and the value we create for them.
HOW WE ENGAGE
COMMUNITIES
• Social development initiatives facilitated by the DO MORE FOUNDATION, our
non-profit organisation
• Economic development partnerships with land reform beneficiaries, small-
scale farmers, contract growers and on-the-ground community partners
• Collaborative partnerships with NGOS, NPOS, government departments,
HOW WE CREATE VALUE
We strive to uplift the
communities around our
operations by creating
community leaders and other businesses
KEY ISSUES
• Rising social development imbalances in our communities such as nutritional
stunting in early childhood development
• Low economic development and sustainability in our labour sending
meaningful value through:
- Investing in social and
development
intiatives that positively
impact their ives
economi
communities
OUR RESPONSE
• Leading the nutrition agenda in early childhood development (ECD) and
- Actively ermpowering them
to be sell-sustaining and
contributing to our value
chain
zero stunting programmes
• Launching social and economic development programmes in three
impoverished communities where we operate:
Worcester. Implementing a whole-of-society approach to enable
Worcester to become 'a place where young children flourish'
Nkomazi Leave No Young Child Behind (integrated ECD initiative)
Abalimı Phambil Smallholder Vegetable Farmer Support Programmes
Hammarsdale #DoMore4Hammarsdale (food and economic security
programme)
• Empowering our sugarcane grower communities through sustainable farming
programmes and interconnected business models
HOW WEENS4GE](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2F4e175c02-8390-401f-8f92-096d6242a7f8%2Fe6c50398-c9d3-4496-befd-9d3b7eed96d0%2F752d9is_processed.jpeg&w=3840&q=75)
Transcribed Image Text:The section below provides a brief overvlew of our key stakeholders and the value we create for them.
HOW WE ENGAGE
COMMUNITIES
• Social development initiatives facilitated by the DO MORE FOUNDATION, our
non-profit organisation
• Economic development partnerships with land reform beneficiaries, small-
scale farmers, contract growers and on-the-ground community partners
• Collaborative partnerships with NGOS, NPOS, government departments,
HOW WE CREATE VALUE
We strive to uplift the
communities around our
operations by creating
community leaders and other businesses
KEY ISSUES
• Rising social development imbalances in our communities such as nutritional
stunting in early childhood development
• Low economic development and sustainability in our labour sending
meaningful value through:
- Investing in social and
development
intiatives that positively
impact their ives
economi
communities
OUR RESPONSE
• Leading the nutrition agenda in early childhood development (ECD) and
- Actively ermpowering them
to be sell-sustaining and
contributing to our value
chain
zero stunting programmes
• Launching social and economic development programmes in three
impoverished communities where we operate:
Worcester. Implementing a whole-of-society approach to enable
Worcester to become 'a place where young children flourish'
Nkomazi Leave No Young Child Behind (integrated ECD initiative)
Abalimı Phambil Smallholder Vegetable Farmer Support Programmes
Hammarsdale #DoMore4Hammarsdale (food and economic security
programme)
• Empowering our sugarcane grower communities through sustainable farming
programmes and interconnected business models
HOW WEENS4GE
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