Accounting Management Report: A Comprehensive Analysis of Breville

This report provides a comprehensive analysis of the Breville Company's accounting management. It begins with a brief overview of the company, its objectives, and its global presence in over 30 countries, highlighting its focus on high-quality kitchen appliances. The report delves into Breville's primary activities, emphasizing product development, innovation, and consumer satisfaction. It examines the company's commitment to human resource management, including recruitment, training, and employee development, as well as recent strategic hires to enhance expertise in marketing, product design, and logistics. Furthermore, the report discusses Breville's processes and future prospects, focusing on product introductions and brand development. The analysis includes references to key academic sources that support the findings and insights presented in the report.

Running head:ACCOUNTING MANAGEMENT
Accounting Management
Name of the company
Name of the university
Student ID
Author note

1ACCOUNTING MANAGEMENT
Brief overview of the company and its objectives
The company of Breville is an Australian manufacturer dealing with electronics and other
home appliance since 1932 located in Sydney. In the year 1932, Bill O'Brien and Harry
Norville combined their name and formed the company. At present the Breville deals with
more than more than 30 countries that includes countries like China, Brazil, South Africa and
Israel. The primary strategy of company is to design and develop the worldwide high quality
kitchen appliances that includes coffee maker, sandwichtoaster, and other household
equipment (Keesstraet al. 2016). According to thelatest annual report of 2017, the Breville is
working on effective distribution and marketing on a global scale. However the company
enjoys a sound brand name and broad channel of distribution in New Zealand and Australia.
Primary activities
As per the latest Company report, the various commitments of the company are as
follows:
 Proper knowledge and understanding of kitchen equipment and the challenges
consumers faces on a regular basis in using them.
 To make Protectable and continuous innovations in their products to provide optimum
satisfaction to its consumers
 The products that are to be distributed must be of superior quality and design that is
user friendly.
 Increased marketing communication and a sound promotional strategy to establish a
sound brand name.
Product development

2ACCOUNTING MANAGEMENT
Theprimary focus of the companyis on the product development and the and
innovation is designs and mechnisms.by interacting with consumers and understanding their
needs, the company has been solving problems in ways that help in adding value to people
and their competitors (Kumar, Boessoand Michelon2016). Breville protects the customer
value andwith the help of increased investment they have establisheda sustainable growth.
Human resource management
The company of Breville had an advantage ofhaving departments in different parts of
the world thus enjoying a sound brand name and a variety of loyal customers (Holden,
Linnerud and Banister, 2017. The team of Breville focuses on their human resourse and has
invested in training and development of their employees to educatethem and get efficient
productivity.Breville recruits, trains, assesses and rewards employees of high quality and
efficiency.During the 2016 financial year, the company established a 5that is extremely
highly experienced and talented, bringing on board added expertise and experience,
specifically marketing areas, development and design of product, and logistics.
Processes and future prospects
The company has invested in the product design, development and marketing as per
their recent commitments.The Group is at the initial process stage, and is beginning to
achieve the results that are preliminary within 2017 financial year, with full benefit coming
on line in the 2018 financial year (Gerasymenko, De Clercq, and Sapienza, 2015).Breville
seeks to initiate and produce an growing number of product introductions to steer the overall
brand and the business.

3ACCOUNTING MANAGEMENT
References
Gerasymenko, V., De Clercq, D. and Sapienza, H.J., 2015. Changing the business model:
Effects of venture capital firms and outside CEOs on portfolio company
performance. Strategic Entrepreneurship Journal, 9(1), pp.79-98.
Holden, E., Linnerud, K. and Banister, D., 2017. The imperatives of sustainable
development. Sustainable Development, 25(3), pp.213-226.
Keesstra, S.D., Bouma, J., Wallinga, J., Tittonell, P., Smith, P., Cerdà, A., Montanarella, L.,
Quinton, J.N., Pachepsky, Y., van der Putten, W.H. and Bardgett, R.D., 2016. The
significance of soils and soil science towards realization of the United Nations Sustainable
Development Goals. Soil, 2(2), p.111.
Kumar, K., Boesso, G. and Michelon, G., 2016. How do strengths and weaknesses in
corporate social performance across different stakeholder domains affect company
performance?. Business Strategy and the Environment, 25(4), pp.277-292.