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Business Case for Quality improvement
Business Case for Quality improvement
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Abstract
There is an increasing belief and interest in using quality improvement to solve the more daily complex challenges in various healthcare firms, yet less literature review to assist the students in developing and evaluating a business case n return investment from quality improvement. Quality improvement is noticed in community health services and mental healthcare. The paper, therefore, discusses a framework to assist in evaluating the return on investment and understand and identify the return on investment from a more extensive application of quality improvement to healthcare providers. The framework has been developed at ELFT, a predominantly provider of community and mental healthcare services to over 1 million individuals practicing quality improvement at scale since late 2014. The case study presents examples illustrating return on investment hence improving efficiency and productivity, staff experience, cost reduction, revenue increment, and patients results
Business Case for Quality improvement
Introduction
According to Hill (2020), most healthcare providers recognize the benefits of quality improvement, which helps transform the health system through quality assurance and performance management. The transformation through quality assurance and performance management assists healthcare providers and others in progressing from good to excellent levels in healthcare programs (Rohrich & Pomerantz, 2021), increasing recognition among healthcare providers. In applying a quality improvement scale, return on investment brings about the creative, strategic ability of the healthcare providers that drive increased revenue in the firm (Fischer & Duncan, 2020). Due to innovative strategic skills in the organization, the firm is aligned more directly for a common purpose of quality improvement in care; therefore, there is cost reduction, leading to improved productivity and efficiency among healthcare providers (Chartier et al., 2019).
The comprehensive framework below helps leaders access and articulate the return on investment by using quality improvement at scale. The framework comes from the work found at East London Foundation NHS Trust. The comprehensive framework from East London Foundation NHS Trust comprises revenue, cost reduction, cost avoidance, efficiency and productivity, self-experience, and patient and family experience results. Calculating the return-on-investment process needs evaluation of benefits and costs as the framework for calculating costs incurred and systematically evaluating benefits. Therefore, calculating return on investment provides the health system providers and others an opportunity to explore, analyze and provide them with sound reasoning for the business case to qualify in health firms. The methods used by the East London Foundation NHS Trust framework for evaluating return on investment include revenue, cost reduction, cost avoidance, efficiency and productivity, staff experience, and family and patient experience results.
Analysis of Return on Investment
Staff Experience
This method of evaluation of return on investment gives the staff more control over the system they are working on, hence helping the team feel more engaged in their work, resulting in more autonomy to make changes in the healthcare organization. The research lays more substantial evidence illustrating how healthcare providers who are more engaged and happier in their work duty deliver better patient outcomes and improved financial results in the healthcare firm. According to Ogbonnaya & Babalola (2021), the quality improvement process necessitates power development for staff members to assist them in solving their issues. The quality improvement process equips healthcare workers with skills and tools to help them tackle and identify problems methodically. The figure below illustrates that the general staff engagement was highest across 57 community and mental health trusts in 2016. The figure below shows that East London Foundation NHS Trust, in the fourth consecutive year, has been in the top 5. In 2014 and 2016, the staff who were feeling to contribute towards work improvement indicated the highest score among all NHS healthcare provider firms.
Revenue
According to Shah & Course (2018), the application of the quality improvement scale explores new strategic skills within a healthcare firm, supplementing competitive merit within the market. The competitive distinction supplemented can realize the importance of attracting revenue by attaining new business reputations for improvement and quality. The figure below illustrates how East London Foundation NHS Trust's Revenue has escalated over some years. Focusing on quality helps demonstrate improved outcomes through the reputation for being a quality leader and quality improvement; contribution to new business acquisition results from health providers possessing quality leader traits. A quality improvement specialist creates an opportunity to support firms with similar endeavors, like the East London Foundation NHS Trust, that generate little revenue. The specialist delivers coaching sessions and training to different firms in the Quality Improvement journey, leading to small revenue generation through the specialist faculty. Usage of data more rigorously and with continuous improvement helps healthcare service providers to focus on matters mainly related to their service; hence services delivered are better in demonstrating the healthcare providers' work value. When the service value offered by the healthcare provider is easily explained, the healthcare personnel reduce the risk of losing service or even being decommissioned from a competing firm, thus the organization retaining its revenue.
Cost Reduction
Removing or reducing costs entirely from the firm helps support annual cost requirements directly for cost improvement existing within the NHS for healthcare providers in a firm (Kaplan & Porter, 2011). The figure below illustrates information obtained from the Ivory ward at East London Foundation NHS Trust that uses quality improvement to reduce bed occupancy on elderly adults' mental health awards. Quality improvement reduces the occupancy from an average of 89% to a sustained new level of 59% through the implementation of various changes comprising; a discharge scheduling checklist, strong social integration within discharge groups, day-to-day patient review, and good communication by providers in contact services in severe hospitals. On checking the graph values, the researcher's team spread the changes to Leadenhall, the same award in various parts of the firm; the team of researchers noticed a reduction in occupancy from 78% to 52%. The researchers noticed similar awards functioning closely to half full; they then made it possible to move only to one ward, raising the option of closing the other ward. Closure of one ward delivers a reduced cost of roughly $1 million every year. Quality improvement helps in cost improvement efforts for the English health economy since the provider's trust looks for ways of reducing their bottom line with a value close to 2-4% yearly.
Cost avoidance
Improving the firm in various areas of quality improvement work at times means avoiding substantial previous costs such as material, equipment, and staff cost incurred. The below illustrates data from East London Foundation NHS Trust on human team resources that work on improving the disciplinary trust process, therefore, reducing the average time of the research process from 110 days to 55 days, indicating a 50% decrease within 18 months. Cost avoidance reduces anxiety for individuals at the center of the healthcare activity and costs spent on staff member payment when suspended from work. ELFT finance team successfully calculated suspension costs in 2014 and 2015, using the calculations to estimate staff members suspended charges on a daily routine. From the analysis, it is probable to guess when the average disciplinary activity length can be reduced by fifty days sustainably. Cases numbers remain constant, leading to an annual cost avoidance of close to $429,000 (Brown et al., 2015).
In the examples below, ELFT has estimated costs avoided by decreasing physical violence in older mental adult health. The economic models comprise finance teams with clinicians to know what happens when a patient becomes violent in the ward and evaluate costs associated with violence. Research on adults illustrated a cost violence reduction from $100,000 for nine months before reducing to $50,000. 35% decrease in violent incidents led to a 50% decrease in violence costs.
Martorell Lackamp (2018) calculates the economic evaluation of costs of suspension per day at ELFT as per 2014 – 2015 data, as illustrated below in the calculation.
Shah & Course (2018) calculated the economic evaluation of costs attributable to violence before and after the QI projects, as shown below.
According to Taylor-Watt et al. (2017), improving staff experience and safety at work centers leads to reduced staff absence, as the examples above have computed. They use temporary agency staff, and staff sickness reduction results from relevant cost avoidance opportunities to improve staff experience and safety. Staff turnover costs such as onboarding and recruitment are easily avoided when the staff remains with the employing firms.
Efficiency and productivity
Quality improvement eliminates waste from the firm and reduces unwanted firm variations by supporting the teams to concentrate on matters related to their firm. By eliminating non-valuable adding procedures in the quality improvement process and restructuring care around the things that have valuable meaning to the service user, the teams are likely to notice efficiency and productivity improvements. These efficient and productive improvements allow clinicians and groups to concentrate on patient care. The figure below shows data from ELFT clinic clozapine in Hackney and City that reduces the time to return blood test outcomes and variation to clinicians. The efficient and productive improvement assists consumers in receiving more predictable services faster, allowing healthcare providers to plan efficiently.
The figure illustrated below shows a collaborative learning system from ELFT on improving flow and access in society teams, having 16 teams from a range of clinical services by use of quality improvement in improving the process from the referral and assessment to treatment. Clinical providers have decreased days in which individuals wait from referral to first-day appointment by 25% over two years, the non-attendance at an initial meeting by 40%, a 26% increment in referral number received at the same time a reduction of 40% and 25%. Decreasing waiting days for patients from referral to the first day of the appointment and the non-attendance at an initial meeting with an increment of referral number received makes clinicians more productive and efficient. In tariff-based systems, the firms are likely to gain income from improving throughput and flow. However, the system contains less income or discernible cost effects in the block contract system for various mental health providers in England.
Family and patient experience outcome
The key reason for quality improvement applications in healthcare firms is to improve results for patients suffering from severe conditions. In ELFT, every individual is invited to consider the critical things that matter families, service users, patients, and staff members working together to receive care. Most firms use quality improvement in solving outstanding issues affecting the firm. By concentrating on what matters to the organizations, the people in different firms delivering and receiving care are attempting to design their quality improvement work as meaningful and individual as possible. The purpose of any healthcare provider is to improve the outcomes and experience of the patients or population at large; hence the business case for the quality improvement aspect needs to align directly with the firm's core purpose.
Conclusion
Considering large-scale activities and applications of quality improvement in a firm, consider the return on investment at multiple stages. The main gear of such a strategic decision is improving experiences and outcomes for individuals receiving care. The firm earns shares from staff motivation and enhanced engagement hence improving the efficiency and productivity of the staff members, the possibility of an increase in revenue, reduction of cost, and avoidance of cost. The research proposes a framework for evaluating the return on investment from quality improvement within a reasonable time frame in the English NHS healthcare economy using a case example from the ELFT quality improvement program. The framework can be applied to large-scale quality improvement within various firms and healthcare. The framework evaluates direct customer benefits, improvement in work employees experience improvement in efficiency and productivity avoidance of costs, and business revenue increase. Efficiency and productivity improvement form the basis for calculating benefits and costs after that return on investment from quality improvement. Utilizing the framework discussed assists in articulating to main stakeholders that return on investment from quality investment can only be partially estimated in terms of costs eliminated from the firm. However, it may be a pushing need for most health economies. Multiple levels of return recognition assist in better linking quality improvement applications to the core strategic significance of healthcare by assessing impacts on patients' experience and results through the quality improvement process.
The high healthcare cost is an issue; most individuals in the United States report that they cannot afford healthcare, hence skipping not seeing the doctor. A survey conducted by the Kaiser family foundation indicates that each of the behaviors portrayed by the individuals results in serious health issues, thus increasing care costs. The daily health care issue shows it presents enormous opportunities though if not looked into keenly, it sometimes leads to various difficulties. The healthcare firm has noted the considerable disparities in healthcare results among multiple populations. The differences noted are not merely tied to the care cost and income; instead, they are connected to environmental factors that impact an individual's wellness and health. Short-term care is goal-oriented, as it involves assisting the patient in rescuing from everyday activities and returning home to a good functioning state. The benefits and costs related to the long-term are only aligned to achieve an investment for a period of a shorter time or during an investment period. However, the long-term care goal is classically conserving the patient's life and health quality for longer. The long-term costs and benefits are aligned with an organization's future betterment and prosperity. The long-term costs benefit the firm from a longer-term investment in prospective resources.
Most conflicts of interest arise when the stakeholders choose individual gain over duties of the healthcare firm where they are shareholders. When a shareholder exploits their position for individual growth in any way, the firm collapses as the shareholder exploiting the resources for self-gain uses more resources for personal benefit. The main stakeholders in a firm are suppliers, consumers, employees, and investors. When various stakeholders have varied objectives within a firm, the organization can therefore choose to satisfy varied shareholders' goals and maximize a single purpose to satisfy the firm needs.
The framework provides evidence that health system providers and others who invest in quality improvement notices a return on investment within a reasonable time frame by various methods, including; self-experience, revenue, cost reduction, cost avoidance, efficiency, and productivity. High healthcare costs can be solved by cutting down the care cost involving health actions and inputs by federal and state agencies. The vast disparity noted in healthcare firms can be solved by establishing various programs to meet a patient's needs. Various opportunities provided by the current healthcare can be looked into by using artificial intelligence that impacts administration and healthcare delivery.
References
Brown, J., Fawzi, W., McCarthy, C., Stevenson, C., Kwesi, S., Joyce, M., & Shah, A. (2015). Safer Wards: reducing violence on older people's mental health wards. BMJ Open Quality, 4(1), u207447-w2977. HYPERLINK "https://pubmed.doi.ncbi.nlm.nih.gov/26734353" https://pubmed.doi.ncbi.nlm.nih.gov/26734353.
Chartier, L. B., Mondoux, S. E., Stang, A. S., Dukelow, A. M., Dowling, S. K., Kwok, E. S. & Lang, E. (2019). How do emergency departments and leaders catalyze positive change through quality improvement collaborations? Canadian Journal of Emergency Medicine, 21(4), 542–549. HYPERLINK "https://pubmed.doi.ncbi.nlm.nih.gov/31608859" https://pubmed.doi.ncbi.nlm.nih.gov/31608859.
Fischer, H. R., & Duncan, S. D. (2020). The business case for quality improvement. Journal of Perinatology, 40(6), 972–979. HYPERLINK "https://pubmed.doi.ncbi.nlm.nih.gov/32231258" https://pubmed.doi.ncbi.nlm.nih.gov/32231258.
Hill, J. E., Stephani, A. M., Sapple, P., & Clegg, A. J. (2020). The effectiveness of continuous quality improvement for developing professional practice and improving health care outcomes: a systematic review. Implementation Science, 15(1), 1–14. HYPERLINK "https://www.doi.researchgate.net/publication/340773037" https://www.doi.researchgate.net/publication/340773037.
Kaplan, R. S., & Porter, M. E. (2011). How to solve the cost crisis in health care. Harv Bus Rev, 89(9), 46–52. HYPERLINK "https://pubmed.doi.ncbi.nlm.nih.gov/21939127" https://pubmed.doi.ncbi.nlm.nih.gov/21939127.
Martorell Lackamp, M. D. M. (2018) Economical analysis of the" ERTE": application to the case of tourism. HYPERLINK "https://www.doi.ilo.org" https://www.doi.ilo.org.
Ogbonnaya, C., & Babalola, M. T. (2021). A closer look at how managerial support can help improve patient experience: Insights from the UK's National Health Service. human relations, 74(11), 1820-1840. HYPERLINK "https://kar.doi.kent.ac.uk/92856" https://kar.doi.kent.ac.uk/92856.
Rohrich, R. J., & Pomerantz, P. (2021). Good to Great. Plastic and Reconstructive Surgery, 148(5S), 33S-34S. HYPERLINK "https://pubmed.ncbi.doi.nlm.nih.gov/34699483" https://pubmed.ncbi.doi.nlm.nih.gov/34699483.
Shah, A., & Course, S. (2018). Building the business case for quality improvement: a framework for evaluating return on investment. Future healthcare journal, 5(2), 132. HYPERLINK "https://www.doi.ncbi.nlm.nih.gov/pmc/articles/PMC6502557" https://www.doi.ncbi.nlm.nih.gov/pmc/articles/PMC6502557.
Taylor-Watt, J., Cruickshank, A., Innes, J., Brome, B., & Shah, A. (2017). Reducing physical violence and developing a safety culture across wards in East London. British Journal of mental health nursing, 6(1), 35–43. HYPERLINK "https://www.doi.researchgate.net/publication/313113057" https://www.doi.researchgate.net/publication/313113057.
Marketing Communications at Noel Leeming
Marketing Communications at Noel Leeming
Author’s Name
Institutional Affiliation
Marketing Communications at Noel Leeming
Only about 30% of contemporary marketers show complete satisfaction with their capability of engaging clients across marketing communication channels at scale (Salesforce Research, 2019). Any achievement in marketing cannot be accomplished without proper marketing communications. Here, marketing communications at Noel Leeming are evaluated based on relevant literature-centred evidence. The first section of this assessment is a critical evaluation of the current context of this corporation’s marketing communications. The second section includes a detailed assessment of its traditional and digital marketing communication strategies for the targeted consumer segments in the New Zealand marketplace. The last section provides an evaluation of the integration of Noel Leeming’s existing marketing communications approach. The critical evaluation of the existing offline and digital marketing communications at Noel Leeming is imperative because it unveils the company’s potential for engaging its target customer segments satisfactorily.
Current Marketing Communications of Noel Leeming
The concept of marketing communications involves the approaches, means, and techniques employed by an enterprise to convey promotional messages about the brands, products, or services it offers to clients directly or indirectly aiming at persuading them to purchase (Fill & Jamieson, 2014; Pawar, 2014). So, marketing communications are an indispensable and complex part of an organisation’s marketing practices and efforts as it encompasses both the media and the message deployed by the organisation to communicate with its target market. Marketing communications use a combination of different marketing tools and channels to create brand awareness amongst potential and existing clients. This awareness creates a mental picture of the brand or changes the brand image in customers’ minds, thereby assisting them in making purchasing decisions (Dobele, Toleman, & Beverland, 2005). In essence, marketing communications offer the avenue by which firms and their brands present themselves to their audience aiming at stimulating dialogues that ideally culminate in successions of complete and engaging purchasing behaviours.
The marketing communications tools commonly employed by contemporary firms are emails, brochures, websites, pamphlets, advertisements, exhibitions, press releases, and sales promotion campaigns. A complete marketing communication mix should have eight key elements or promotional tools, namely, personal selling, word-of-mouth marketing, sales promotion, advertising, public relations (publicity), direct selling, interactive marketing, and events and experiences (Pawar, 2014; Owen, & Humphrey, 2009). Other elements include online presence, branding, packaging, printed materials, sponsorships, sales presentations, and strategic trade shows (Fill & Jamieson, 2014).
Noel Leeming, a multichannel retailer of branded technology services and consumer electronics and electronic appliances in New Zealand, has well-established marketing communications practices. This is evinced by the fact that the corporation has the position of a marketing planning manager who manages the daily planning of communication activities across various earned, paid, and owned online and traditional marketing communication channels. The marketing planning manager reports directly to the Noel Leeming Group Marketing Manager (Noel Leeming, n.d). The company uses its marketing communications to provide its customers with the latest advice, choices, ideas, and trends, hence strengthening its position in the New Zealand marketplace.
At Noel Leeming, the marketing communications mix includes both traditional and online marketing, but the latter is more dominant than the former. The evidence for this assertion is the company’s major focus on digital marketing innovation based on customer data analytics that is aimed at driving marketing performance. The marketing planning manager develops media plans and recommendations that are consistent with Noel Leeming Group’s advertising and marketing strategies (Noel Leeming, n.d). Using heavy media campaign learnings and data analytics, The Warehouse Group, which acquired Noel Leeming in 2012, has managed to build its capabilities in automated and customised marketing communication, enabling Noel Lemming to shift from traditional analogue marketing channels to embracing digital marketing tools (McKenzie, 2018). The firm’s digital marketing communications practices are currently coordinated by the company’s current marketing communications executive (Green, 2014).
Traditional and Digital Marketing Communications for Targeted Consumer Segments
The target market for Noel Leeming includes tech-savvy New Zealanders who use its consumer electronics and electronic appliances. This target market is divided into three target consumer segments based on their lifestyles. These segments are Success-Driven Extroverts, Young Pleasure-Seekers, and New Greens. According to Watkins et al. (2015), the success-driven extroverts will be inclined to buying Noel Leeming’s consumer electronics and the related appliances because they are early technology adopters, well-informed about popular culture, and conversant with expensive brands. The young pleasure-seekers are part of Noel Leeming’s target market arguing from the perspective that they are media-savvy, have high regard for personal possessions, and engage actively in streaming and downloading their media content (Watkins et al., 2015). The new greens segment forms part of Noel Leeming’s target market because they need electronic gadgets to stay online and up-to-date as regards their green health options.
To reach these consumer segments, Noel Leeming’s marketing communication incorporates both traditional and digital or online target marketing strategies. Traditional target marketing communications apply older media such as radio, television, broadcasts, films, physical print media, face-to-face, and point of purchase (Geraghty & Conway, 2016; Gurău, 2008; Spencer & Giles, 2001). Traditional marketing communications are important to Noel Leeming because they are far-reaching, thereby reaching a broad range of the target customer segments, besides having a lifespan that is easy to define. Traditional marketing communications are also valuable because they offer a more creditable, evocative, and visually appealing aspect that leads to the provision of place, possession, and time utility for the company’s clients (Durmaz & Efendioglu, 2016; Geraghty & Conway, 2016). At Noel Leeming, the traditional marketing communication strategies or tools used to reach the three target customer segments are paid media (display ads and branded content) on television, print, and radio, sales promotion, branding, and public relations (Noel Leeming Group Limited, 2008). In agreement, Stanley (2014) acknowledges that this enterprise leverages the power of paid media in bringing to life consumer endorsements to generate the impact necessary in realising impressive results.
Apart from the traditional marketing communication means, Noel Leeming also reaches its target customer segments using digital marketing communication approaches. According to Gurău (2008), digital marketing communications employ the digital marketing equivalents of traditional marketing communication tools that are customised and adapted to befit the online marketing setting. Thus, digital marketing communications leverage digital technologies, Big Data elements, and the Internet to create interactive communication between companies and their customers, giving the clients a greater role and responsibility in the marketing communication processes (Fill & Jamieson, 2014; McAfee et al., 2012; Owen & Humphrey, 2009). According to Pawar (2014), online marketing communications are both an art and science of communicating brands with clients over digital networks, including cellular phone networks, social media, and the Internet. A complete digital marketing media mix includes a broad gamut of marketing tools that include blogs, social networking platforms, email marketing, SEO, and client-focused videoconferencing, among others (Geraghty & Conway, 2016).
Durmaz & Efendioglu (2016) submit that many companies are shifting from traditional marketing communication methodologies to adopting new digital marketing communication tools. Noel Leeming is not an exception as it has shifted significantly to online marketing communication as McKenzie (2018) confirms. At Noel Leeming, the digital marketing communication mix includes social media, the company website (where pay-per-click advertising takes place), web analytics tools, and email marketing. From the company website, it is evident that the four social media that Noel Leeming uses for online marketing communications include Facebook, Instagram, YouTube, and Twitter (Noel Leeming Group Limited, 2019). Noel Leeming maintains a comprehensive privacy policy for protecting the collection, use, and disclosure of personal information of clients involved in digital marketing communications processes.
Evaluation of Integration of Existing Marketing Communications Approach
Integrated marketing communication, abbreviated as IMC, is a relatively new marketing concept characterised by the meticulous incorporation of all forms of marketing communication messages to ensure consistent corporate messages are sent to diverse target audiences (Gurău, 2008; Pawar, 2014). IMC entails linking together the channels, media, and methods of communicating with individuals outside of a firm, along with the proper coordination and centralisation of the communication activities by the company involved for effective marketing communication (Owen, & Humphrey, 2009). IMC replaces limited-focus, profile-raising options by emphasising the mechanisms and means of commencing and sustaining continuing dialogues with customers and enhancing customer-company relationships (Vargo & Lusch, 2014).
At Noel Leeming, there is proof of the integration of its existing marketing communications approach. The evidence is the existence of an integrated marketing communications coordinator at the Warehouse Group that acquired Noel Leeming in 2012. This coordinator is responsible for driving the marketing communication activities and workflow for the Noel Leeming business, which are integrated to ensure the effectiveness of marketing messaging (The Warehouse Group, n.d). The company uses its IMC function to ensure that its marketing communication is brand-consistent, customer-focused and based on best practices to drive excellence in marketing teams. Also, integrated marketing communication helps Noel Leeming to maintain collaborative processes among these teams to ensure creative marketing communications that generate corresponding deliverables (The Warehouse Group, n.d).
Summary
Marketing communication is indispensable in the successful running of business operations at Noel Leeming. The employment of both traditional and online marketing communications is instrumental in keeping the company in the lead position in its different target customer segments. The adoption of integrated marketing communications enables Noel Leeming to deliver consistent and unified communication messages about its brand offerings to clients in these segments, hence augmenting chances of attracting and maintaining customers.
References
Dobele, A., Toleman, D., & Beverland, M. (2005). Controlled infection! Spreading the brand message through viral marketing. Business Horizons, 48(2), 143-149. Doi: 10.1016/j.bushor.2004.10.011.
Durmaz, Y., & Efendioglu, I. H. (2016). Travel from traditional marketing to digital marketing. Global Journal of Management and Business Research, 16(2), 34-40.
Fill, C., & Jamieson, B. (2014). Marketing communications. UK. Herriot-Watt University, Edinburgh Business School.
Geraghty, G., & Conway, A. T. (2016). The study of traditional and non-traditional marketing communications: Target marketing in the events sector. 12th Annual Tourism and Hospitality Research in Ireland Conference, THRIC 2016, 16th and 17th June, Limerick Institute of Technology.
Green, R. (September 10, 2014). Noel Leeming unveils a brand new look in the latest series of spots via FCB New Zealand. New Zealand. Campaign Brief. Retrieved November 18, 2019, from https://campaignbrief.co.nz/2014/09/10/noel-leeming-unveils-a-brand-n/.
Gurău, C. (2008). Integrated online marketing communication: implementation and management. Journal of Communication Management, 12(2), 169-184.
McAfee, A., Brynjolfsson, E., Davenport, T. H., Patil, D. J., & Barton, D. (2012). Big data: The management revolution. Harvard Business Review, 90(10), 60-68.
McKenzie, E. (January 26, 2018). The Warehouse Group to move to a single media agency for entire business. The ICG Media. Retrieved November 18, 2019, from https://stoppress.co.nz/news/warehouse-group-invites-existing-media-agencies-pitch-entire-business/.
Noel Leeming Group Limited. (2008). Noel Leeming Group Ltd background information. Scoop News. Retrieved November 18, 2019, from https://www.scoop.co.nz/stories/BU0801/S00270/noel-leeming-group-ltd-background-information.htm.
Noel Leeming Group Limited. (2019). Noel Leeming. Noel Leeming Group Limited. (2019). Retrieved November 18, 2019, from https://www.noelleeming.co.nz/search.html?q=point+of+purchase#sortOrder=rel&page=1&layout=grid.
Noel Leeming. (n.d). Marketing Planning Manager. Auckland, New Zealand: Noel Leeming. Retrieved November 18, 2019, from https://jobs.smartrecruiters.com/TheWarehouseGroup/743999664886682-marketing-planning-manager.
Owen, R., & Humphrey, P. (2009). The structure of online marketing communication channels. Journal of Management and Marketing Research, 2, 1-10.
Pawar, A. V. (2014). Study of the effectiveness of online marketing on integrated marketing communication. (Master’s Dissertation DY Patil University, School of Management, Navi Mumbai).
Salesforce Research. (2019). State of marketing: Insights and trends from over 4,100 marketing leaders worldwide. Salesforce Research.
Spencer, C., & Giles, N. (2001). The planning, implementation and evaluation of an online marketing campaign. Journal of Communication Management, 5(3), 287-299.
Stanley, J. (September 2014). Media vital to marketing mix. Retrieved November 18, 2019, from https://commscouncil.nz/industry-voice/media-vital-to-marketing-mix/.
The Warehouse Group. (n.d). Integrated marketing communications manager. The Warehouse Group.
Vargo, S. L., & Lusch, R. F. (2014). Evolving to a new dominant logic for marketing. In The Service-Dominant Logic of Marketing (pp. 21-46). Routledge.
Watkins, L., Aitken, R., Hinder, C., Lawson, R., Mather, D., Paul, A., … & Williams, J. (2015). The New Zealand consumer lifestyle segments. New Zealand Sociology, 30(1), 111-130.
MINUTES OF DISPOSAL MEETING
MINUTES OF DISPOSAL MEETING 4TH MEETING
DATE & TIME THURSDAY 28th April 2022, from 10am to 12noon
VENUE Company’s boardroom, HQ
MEMBERS PRESENT
George Gicheru
Carolyne Okango
Loice Chepchirchir
Stanley Chemweno Chairman
Member
Member
Secretary
Apologies
Japhet Samoei Member
Agenda To receive and consider request from M/S Numerical Machining Complex Limited.
To receive and consider report on memo from the Managing Director dated 10/2/2022 on the following ;
Inventory of used tyres and tubes returned to stores.
Inventory of used computers, printers and parts returned to stores.
Inventory of used pipes and fittings recouped through replacement of water lines.
Inventory of used water meters returned to the stores.
AOB related to disposal process.
The meeting started at 10.00am after prayers by Carolyne Okango. With the requisite quorum the chairman welcomed members the meeting. 1.0 Min DC/04/2022: To receive and consider request from M/S Numerical Machining Complex Limited. The committee noted that the government lifted ban on scrap metal dealings, the committee resolved to recommend that the process be
Competitively hence be advertised in the tender.
OR
Disposal as Government to Government to M/S Numerical Machining Complex Limited since its government entity.
2.0
a Min DC/04/2022: To receive and consider report on memo from the Managing Director dated 10/2/2022 on
Inventory of used tyres and tubes returned to stores. The total number of used tyres in the stores reported as follows;
1. Medium size – 129 no
2. Backhoe 7 no
3. Motor cycle 26 no
Also included are used batteries 13 no
The committee recommends for disposal through public auction. 2.0
b Min DC/04/2022: To receive and consider report on memo from the managing director dated 10/2/2022 on Inventory of used computers, printers and parts returned to stores The company requires to develop a policy on disposal of e-waste. The committee recommends disposal through e-waste management upon development of the policy due to the sensitivity of matter on the environment. 2.0
c Min DC/04/2022: To receive and consider report on memo from the Managing Director dated 10/2/2022 on Inventory of used pipes and fittings recouped through replacement of water lines The committee will on 5/5/2022 visit the company’s new water pipeline installations. This will be performed with the support of a guide from user department to take stock of used pipes and fittings. 2.0
d Min DC/04/2022: To receive and consider report on memo from the managing director dated 10/2/2022 on Inventory of used water meters returned to the stores The committee recommends the disposal of the meters as scrap through public auction upon dismantling to remove the gears parts. 2.0 Min DC/04/2022: AOB related to disposal process The committee recommended for capacity building or bench mark on e- waste management since it’s a new mode of disposal to ELDOWAS.
The company to explore legal and regulatory framework on disposal of assets to government institutions.
Minutes Confirmed for circulation:
George Gicheru chairman Date 28th April 2022
Stanley ChemwenoSecretary Date 28th April 2022