National Training Infrastructure and Competitive Advantage

National training
infrastructure and
competitive advantage

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Strategies used in biscuit manufacturing companies in UK as compared to continental Europe
Key changes likely to impact resource and development practices after post Brexit.................4
What people resourcing and development activities can UK biscuit manufacturing companies
increase their competitiveness in the post-Brexit marketplace?.................................................5
CONCLUSION ...............................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
In terms of national training and competitive advantage it basically depends on overall
capacity of industry in order to innovate and get enhanced. The organisations achieve an
advantage in context with world's most efficient competitors with the effect of both pressure and
challenge. Competitive advantage is created with the help of great localized process. As per the
national training and competitive advantage in terms of manufacturing industry all customers and
distributors want effective level of productivity so that they become strong enough as compared
to other companies. In context with manufacturing industry it is very important for them to gain
competitive advantage as they may face pressure on continuous basis so it becomes necessary for
them to achieve good level of advantage(Stratford and et.al, 2020). The below report involves
different resource and development strategies that UK companies use, key changes that impact
the people for biscuit manufacturing companies and what activities they can use in order to
enhance competitiveness. The report is based on a biscuit manufacturing industry as in relation
with case study.
MAIN BODY
Strategies used in biscuit manufacturing companies in UK as compared to continental Europe
As per the case study four European countries have been chosen which are UK,
Netherlands, France and Germany. There are various type of strategies been used by companies I
comparison with continental Europe.
 Mainly in European biscuit manufacturing companies the craft skills were been used but
in context with UK manufacturing companies their development strategy was that they
were using advanced technology in their industry. In UK all food processing plants were

been large which was beneficial for them during their production as compared to
European companies.
 In UK which is in context with British plants the strategies were to use process workers
and less supervisors while in context with European companies more type of managerial
functions were been used.
 Biscuit manufacturing industries in UK were using high degree of production technology
which was leading them in achieving development while in case of European plants the
production process was not much effective.
 The people in European companies focused more on small as well as medium sized
production level and concerned more about quality rather than price. In British plants
people were making the strategy of focusing on mass production and mainly on price
rather than quality.
Key changes likely to impact resource and development practices after post Brexit
Due to Brexit many changes affected different people resource and development
practices which is further been explained as below:-
 Brexit has affected UK companies and continental Europe in a severe way. The
consequences led by Brexit were far reaching. In terms of organisational structure it had a
disruptive effect in terms of its business areas and business units(Marambe, Weerahewa
and Disna, 2020). The companies found out that their coordination cost were getting
increased.
 The biscuit manufacturing industries also needed to create a regional structure which
involved a multi domestic and transnational strategic orientation.
 Due to Brexit, uncertainty was getting arise that affected all industries during their
process of implementation. So, with response to this they used withholding investments
through setting up new operations in Europe but not closing in UK.
 In accordance with post Brexit biscuit manufacturing companies faced lot of uncertainty
on continuous basis so the company also had to make certain changes in order to provide
intelligence.
 In terms of their product and pricing all biscuit manufacturing companies raised their
product prices in order to rationalize the overall cost of imports.

 After the impact of Brexit on people resource and development strategies they initiated
wide-ranging of their supply base due to which the biscuit manufacturing companies
expand their organisation outside UK also.
 In context with funding and subsidies the biscuit manufacturing companies of UK
believed that now they had to maintain all level of subsidies in context with potential
savings in public expenditure(Costa and et.al, 2020). Due to its impact on people
resourcing and development strategies they made various reductions. After post Brexit
the manufacturing company experienced around loss of 4.5 billion which affected their
export business in a major way.
 Due to Brexit they decided to reduce prices in context with maintaining a competitive
edge.
 All changes been done also impact in relation with merger control, anti trust and private
enforcement. After the situation of Brexit the transaction costs got increased in terms of
merging the business.
 The biscuit manufacturing companies found out that they are been in relation with
parallel investigation with both Europe and UK countries.
What people resourcing and development activities can UK biscuit manufacturing companies
increase their competitiveness in the post-Brexit marketplace?
In this higher flexibility of market, it is critically crucial for organisation to have
appropriate information about market so that it is easy for biscuit manufacturing firms to use
efficient resources and process activities in well organised way so that loopholes in-between
marketing activities are examined in correct manner(KIM and HWANG, 2020). Moreover, due
to the occur of Brexit, the issues to adopt people development activities is becoming difficult and
more challenging. There are several types of people development and activities that can be used
by UK biscuit manufacturing such as adaption of more advanced tools and machines to carry
output biscuit filling in effective and proper manner. In terms of this it is further been explained
as below:-
 After the impact of Brexit it became an opportunity for company also to make a global
mark in terms of their health and development(Udochi, 2020). In order to increase
competitiveness biscuit manufacturing companies should focus on all kind of efforts in
relation with high income markets.

 The biscuit manufacturing companies can increase their competitiveness by investing
highly research and development initiatives and also enhancing innovation in terms of
particular sectors which are sustainable manufacturing, clean energy, health and well
being and many more.
 As per all people resource and development activities the company can develop an
economic strategy as per their sector which is a biscuit manufacturing company which
are in terms of their diagnostics, choice and ultimately action.
 The company implemented the horizontal policies at national level in order to prevent
market distortions.
 In terms of value proposition the biscuit manufacturing companies had to develop it so
that they can increase their competitiveness. It depends on both internal as well as
external factors. As it will help them in the procedure of prioritizing all necessary policy
actions over time. It will also help investors to self select all activities which will fit their
location.
 As to develop their value proposition biscuit manufacturing companies can increase their
competitiveness by accepting a cluster based approach in terms of their economic
development(Swai and Magai, 2020). They can increase competitiveness by organising
national programs and do an investment attraction.
 Biscuit manufacturing companies can enhance a new set of regional private and public
institutions in order to enhance their competitiveness level. They should also focus on
achieving inclusive growth which is the main important thing to increase their
competitiveness level.
 The biscuit manufacturing companies need to determine clear principles for all
negotiations been done in context with European countries. In order to increase their level
of competitiveness they must focus on their economic cost as well and in accordance with
that the company should enhance a negotiating strategy which lead to best deal for them.
 The company should also use people resource and development activities in the form of
negotiating trade agreements so that they can get prevented from major costs been
involved with that.
 As in accordance with to use people resource and development strategies the company
can redefine their roles so that the company employees who are needed in those areas