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Pentland Company Analysis


Brief format of Pentland/Lacoste

Pentland was founded in 1932, as the Sneaker Company, by the Rubin Family and was floated on the London STOCK MARKET in 1964. The name Pentland first appeared in 1971 and was renamed 'The Pentland Group' in 1989. Pentland is the owner of a number of leading sports and fashion brands including Speedo, Kickers, Ellesse, Mitre, Berghaus Kangaroo, Red or Dead, and Brasher Boot. It also has licence brands such as Lacoste Shoes, Ted Baker Footwear. Pentland headquarters is within Finchley, London, with large distribution networks in both Blackburn and Sunderland.


The above is PENTLANDS objective statement. A quest assertion can be illustrate as the goals of the organisation basically saying were they want the company to maintain the future and exactly how they aim to make it happen !


The scales signify the Pentland group goals:

Left hand part: financials sales goals global reach

Right hand side : Global reach, GPTW, Commercial responsibility, Brand collateral the goal is to get these 2 factors to balance consistently.

Target of 80% of all Pentland employees stating Pentland is a superb destination to work (Assessed by the Great Place to Work Review ) Pentland UK to be accepted among the top 25 organisations


What success appears like

One Pentland: To appreciate the advantages of working as One Pentland by providing the platform and means of working. Now split into divisions rather than brands here are 2 examples

ACTIVE: To attain more consumers and customers with our

Active propositions.

We've began to realise the advantages of working as a division while

Championing the initial brand offer.

Our team activities brands have grown in training, establishment and

Education channels.

We've got the new Berghaus proposition and Canterbury

Fitness in more distribution channels.

We've produced market show on t-mall and initiated our offline

strategy for Speedo China.

FOOTWEAR: To develop a Footwear Division that meets the

evolving needs of the buyer and shop.

We've began to realise the benefits associated with working as a section while

championing the unique brand offer.

We've did the trick cross-functionally to increase our quickness to market

and meet our consumer needs.

We've expanded our boots brands in america through locally relevant propositions.


The goal is divided into goals that are measurable and specific

GOAL: Being best in school for efficiency, cost, and customer focus, in doing so adding value to Pentland Brands - linking into 2017 Strategic Vision


One to 1 interviews:

These are conducted four times per year to discuss any concerns the employee may have. Talking about changes within the organisation and pushing the staff to get entail in their individual objectives lay out in their Personal Development Review.

Social committee :

  • Make the work place more fun
  • Give back days and nights for charity work in the neighborhood community
  • Organising nights out and team bonding events
  • Fund raising occurrences with the DC.

Long Service Prizes

Years' Service

5 years, a decade, 15 years and every five years after that

Celebrated by way of a bonus payment


  1. Staff Planning
  2. Performance Management
  3. Health and Protection
  4. Development
  5. Support & Inspiration of Staff
  6. Objective environment

STAFF PLANNING: To plan personnel in the DC corresponding to budget, peak times and sickness and holiday cover.

PERFORMANCE MANAGEMENT: That is an ongoing process including communication between administrator and individual (MUST BE SMART) Goals should be placed and decided to meet organisational goals and goals etc and become assessed in the individual's development plan.

Important points

  1. Do they understand the goals
  2. Do they may have the skills to achieve the goals
  3. Standards arranged and establish to meet SOP

HEALTH AND Safe practices: To check out medical and safety law and the insurance plan set by medical and security officer

Key points

Fire drill procedure

  • PPE

DEVELOPMENT: The standard reason for development is to ensure that an organisation's employees are able to carry out their current role. Some training may be compulsory in relation to health and safeness or occupation-specific issues but a lot of it'll be discretionary where organisations appreciate the added value that they can gain from having highly skilled and knowledgeable employees.


  • PDRS

Support and desire of staff

A manager should try to be positive with the frame of mind. Regular training should be monitored within the team and everything changes are communicated and updated. This can show the administrator is concerned with how they do their job.

Some individuals like to receive reward for reaching their goals, this is important as it makes them feel respected. If it's a team goal sometimes when the goal is achieved they become more motivated and successful so it is important that this is shared with the team. Doing this can create good morale with the DC.


When setting aims these need to be agreed and also to be smart. The targets change on a regular basis depending on work load and peak times ETC. For example when setting goals on the packaging floor, firstly we need to make sure the packer totally understands the way the respective orders need to be stuffed and understand the SOP. The work is then organized regarding to a bench depending on volume and carrier. We then need to keep carefully the packing at the very least 85% of the agreed standard.

Evaluation process

Health and security: To judge this I would use a checklist to signal that they have been proven and performed the health and protection needed, then use a show and notify to show that they have realized what they have been proven.

Some important points

  • Are there tips for housekeeping and general
  • Maintenance?
  • Is personal protecting equipment provided and
  • Used?
  • Are the method of investigating damages specified

I would recommend a pal system can be used in this technique and that the health and safety official is present at the time of demo (MANUAL HANDLING, FLT TRAINING)

DEVELOPMENT: There are a variety of explanations why the organisation should assess their learning and development activities and this includes the next:

  • To help make decisions in what interventions should (or shouldn't) be replicated in the future
  • To provide evidence of investment in their [organisations] individual capital
  • To demonstrate the worthiness that interventions bring to the organisation

Using the WLM records and keeping the abilities matrix current is a good way of evaluating personnel development. Also an on the job demonstration is a good way showing you is capable of doing the task securely and properly.

I would recommend that the WLM reports are run through with staff to show them what information or data we are employing to evaluate their development or point out any improvements or concerns.

Support and drive of personnel: To evaluate this I would use questionnaire and one 2 one conferences to focus on the concerns or good opinions I receive. I'll then produce an action plan and keep a record of any information given or data I get to handle any situation.

In my final result to this I assume that the combination training to keep staff more encouraged could be improved upon to make staff more understanding of other departments.

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