Analysis of Resource Management: Insights into Contemporary Practices and Strategic Factors

Running head: ANALYSIS OF RESOURCE MANAGEMENT
ANALYSIS OF RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

1ANALYSIS OF RESOURCE MANAGEMENT
Table of Contents
1. Introduction................................................................................................................2
2. i) Key theories and models that underpin different contemporary resource
management integration based practices....................................................................................2
Tangible and intangible resources..............................................................................3
Core services vs. value added services......................................................................4
Strategic resources and their potential to provide the competitive advantages.........5
Strategic resources of Kathmandu Holdings..............................................................6
ii) Key strategic factors or concepts that guide or affect the planning, policy
development, implementation and the management of resource integration.............................7
Competitive advantage of Kathmandu Holdings.......................................................7
PESTLE analysis of Kathmandu Holdings................................................................8
VRIO analysis............................................................................................................9
Five performance objectives......................................................................................9
Performance based objectives of Kathmandu Holdings..........................................10
Supply chain strategies of Kathmandu Holdings.....................................................11
3. Conclusion................................................................................................................11
4. References................................................................................................................12

2ANALYSIS OF RESOURCE MANAGEMENT
1. Introduction
Kathmandu Holdings Limited is an international chain of retail based stores that sells
apparels that are based on adventure outdoor and travel based apparel. Kathmandu has been
able to lead the retail clothing and equipment based industry in the countries like, New
Zealand, the United Kingdom and Australia. The organization operates more than 160 stores
in the industry in the year 2017 in New Zealand, around 115 stores in Australian and 1 store
has been developed in the United Kingdom. The company was established by Jan Cameron
and John Pawson in the year 1987. The first retail based outlets of the organization were
developed in Australia.
The paper will be based on the analysis of the process that are implemented for the
purpose of proper resource integration. The discussion will also be based on the core as well
as the value added services that are provided in the industry. The competitive advantage that
has been developed by the organization in the retail industry will also be analysed in the
report in detail.
2. i) Key theories and models that underpin different contemporary resource
management integration based practices
Contemporary organizations are able to embrace different human resource
management based practices. The different practices that are related to human resource
management mainly include, the week offs, mandatory leaves, transport provided by the
company and the entertainment and fun based activities. The process of resource integration
within an organization is based on the ways by which the organizations are able to manage
organizational operations effectively with the help of proper resource management based
practices (Michael, Storey & Thomas, 2017).

3ANALYSIS OF RESOURCE MANAGEMENT
Tangible and intangible resources
The tangible resources of an organization are mainly based on the goods and holdings
that are used in order to manage the operations in a proper way. The tangible assets on the
other hand are based on the infrastructure and machines that are used by the organizations in
order to maintain the organizational operations. The value that is gained by the tangible assets
is not altered even if the ownership of the organization is changed. The reputation of the
organizations can however be affected in a huge manner by the tangible resources that are
gained in the industry (Hanson et al., 2016).
On the other hand, the intangible resources that are gained by the company are based
on the levels of knowledge that have been gained by the workforce of the organization. The
knowledge based levels of the organizations can be increased with the help of increase in the
knowledge that is possessed. The network of an organization is considered to be an important
part of the resources that have been developed in the industry. The financial value that is
offered by the organization is also increased effectively with the help of intangible resources
that have been gained in the industry (Brouthers, Nakos & Dimitratos, 2015).
The resources and capabilities that have been gained by Kathmandu Fashion are able
to affect the design, quality and innovation levels of the organization. The strategy that has
been implemented by the team is based on the ways by which the organization can ensure
that the products can be obtained by the customers at different price points. The organization
is provided with support in order to develop quality products that have effective features
which are based on the needs and demands of the consumers. The major component that is
used by the organization is based on effective of sales growth is based on the resources which
have been gained by the organization (Barrick et al., 2015).