Comprehensive Report on Morrison's Business Resources and Operations

This report provides a comprehensive analysis of Morrison Supermarkets' business resources. It begins with an overview of Morrison's recruitment documentation, detailing the processes involved in hiring employees, including advertising vacancies, reviewing CVs, and conducting interviews. The report then examines the essential employability, personal, and communication skills required for various job roles within Morrison. It further explores the physical and technological resources utilized in Morrison's operations, highlighting their significance in enhancing the shopping experience. The report delves into the sources of internal and external finance available to Morrison, including profit reinvestment, loans, and share capital. It also includes an interpretation of trading, profit and loss accounts, and balance sheets to assess Morrison's financial performance. Additionally, the report discusses the use of budgets as a means of exercising financial control and presents an analysis of Morrison's financial status, including its assets and liabilities from 2012 to 2016. The report concludes with a summary of the key findings and recommendations.

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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Task 1...............................................................................................................................................4
P 1. The recruitment documentation of Morrison.......................................................................4
P 2. The main employability, personal and communication skills required for job role...........4
P 3 the main physical and technological resources required in the operation.............................5
P 4. Sources of internal and external finance.............................................................................5
p 5 Interpret the contents of a trading and profit and loss account and balance sheet................6
P 6 the use of budgets as a means of exercising financial control.............................................7
P 7. Financial state of Morrison..................................................................................................8
CONCLUSIONS..............................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Business records are private papers and no statutory duty exists to ensure they are
accessible to the public or permanently preserved, and unfortunately some of the records were
disposed of or split up before they arrived here (Inman, 2016.). When companies merge or are
taken over, for example as happened with the nationalisation and re-privatisation of the
electricity companies, the transfer and care of historic archives may be overlooked. Many
organisations are understandably reluctant to deposit or allow access to their historic records, to
protect business confidentiality and prevent their competitors accessing trade secrets or business
practices. Consequently, many of the business collections held here are for companies no longer
in existence, and for those that are still trading, there are restrictions on what the public can
access.
Task 1
P 1. The recruitment documentation of Morrison.
The preferred organization in this assignment is Morrison. Morrison’s is the 4thbiggest
chain of superstores in the UK. The headquarters of the Morrison are located in Bradford,
England. The corporation's officially permitted identity is Wm Morrison superstores plc The
preferred organization in this assignment is Morrison. Morrison’s is the 4thbiggest chain of
superstores in the UK. The headquarters of the Morrison are located in Bradford, England. The
corporation's officially permitted identity's Wm Morrison superstores plc and Sainsbury.
If Morrison makes a decision on appointing employees for their numerous divisions positioned
across the UK they have to firstly publicize this opportunity. There can be numerous methods to
publicize this job, beyond the numerous some possibly will be used through newspaper,
advertisements, website, as well as current employees.
Subsequent to the vacancy has been publicized, concerned candidates will throw their CV to the
specified address which will affirm their identity, learning requirement, understanding,
profession purpose and anticipation, individual abilities, an individual declaration etc. on support
of the CV’s the favored applicants will be informed by the manager for a meeting. ( Salamon,
and Knapić Salamon, 2017) This is the division in which the boss gets to assemble the applicants
personally and have a chat with them furthermore prefer the most excellent fitting person for the

job. So after the candidate will be selected, the Company will inform him through letter or
notice. This is entire recruitment documentation used in Morrison.
P 2. The main employability, personal and communication skills required for job role.
Firstly, a boss will observe the criterion an applicant has and whether this is appropriate
and proper to the available employment. Although learning ability is only a division of the
obligation a manger considers whilst appointing, however this is a very important part. To have
learning qualifications demonstrates that person has positioned in a huge amount of attempt as
well as he is focused for a wealthy prospect. however at times the qualifications don’t concern
relying on the definite work, taking into consideration, Morrison does not need extra learning
qualification, relatively what they be inclined to seem in to a applicant is their individual abilities
as to how they contract with customers as this is their prime work and on a daily basis they
would be dealing with large amount of shopper and each one of them are different to the another.
Consequently, the means they treat and manages customers is the vital feature to observe.
(O’Neil, Schaff and Riffe, 2017)
One more fundamental and useful value a manager seeks in an applicant is their understanding
and knowledge in the applicable field. Actually to a number of managers it is the only obligation
to utilize an applicant and pays no attention to the fact whether they have a great deal of learning
qualification, however yet a smallest amount of standard is place.
P 3 the main physical and technological resources required in the operation
Morrison use both physical and technological resources. Physical resources are resources
that are available to business organisations in the form of buildings and other machineries needed
for the day to day running of the organisation. A few examples would be:
Buildings and Facilities: All businesses need buildings which they control from, this can range
from someone’s front room, or tower blocks all over the world, buildings play an important role
in the image of a business and can influence different types of customers, many financial
institutions such as banks like Lloyd TSB and HSBC have very famous buildings as their
headquarters and are still located in central London (Havenvid, Håkansson and Linné, 2016).
These resources are owned like physical resources and have to be managed in the same way as
all the others. At Morrison, technology is right at the heart of the business. Helping to improve
the shopping experience for all their customers. As you would expect from a world-class

business, Morrison need systems which are at the forefront of the industry and if the technology
doesn't exist, they’re not afraid to innovate and be the first globally to develop and use it.
P 4. Sources of internal and external finance
Internal Sources of Finance
Existing capital can be made to stretch further. The business may be able to negotiate to pay its
bills later or work at getting cash in earlier from customers; the average small firm waits 75 days
to be paid (i.e. two and a half months); if that period could be halved; it would provide a huge
boost to cash flow.
Profit! Over 60% of business investments' comes from reinvested profit.
External Sources of Finance
If a business needs to generate more finance and can’t internally, they may seek for external
sources of finance (Ward, J., 2016.). There are two types: loan capital and share capital. Please
also see ‘Factors that Affect the Choice of Finance‘.
Loan Capital
The most common way is through borrowing from a bank. This can be in a form of an overdraft
or loan. and is usually set over a period of time. It could be short (2-3 years), medium (3-5 years)
or long term (5+ years). There will be an interest rate on the loan, either fixed or variable. The
bank will demand a collateral to provide security in case the loan cannot be repaid.
An overdraft is basically a very short-term loan. This lets the business be ‘overdrawn’ or ‘fall
into the red’ in which to what extent is negotiated. Overdrafts have a much higher rate of interest
than loans.
Share Capital
On the other hand, if the business is a limited company, it may look for additional share capital.
This could come from private investors or venture capital funds. Venture capital providers are
interested in investing in businesses with dynamic growth prospects (Sekaran and Bougie,

2016.). They are willing to take a risk if a business fails, or does well. The way it works is that a
venture capitalist invests in ten businesses, five could flop, four do okay and one does amazingly
well. Peter Theil, the original investor in Facebook, probably turned his $0.5 million investment
into $200 million: a nice profit of 400%.
p 5 Interpret the contents of a trading and profit and loss account and balance sheet
By law companies are expected to produce financial statements each year. These
statements appear in Company Reports. There are two main financial statements:
The profit and loss account:
The profit and loss account is also known as a statement of profit and loss, an income statement
or an income and expense statement (Li and Wu, 2016). The profit and loss summarises on how
much the business revenues are, their costs and expenses that has been sustained during a
specific period of time which could usually be a quarter of year or a year. These summaries show
how capable a business is to generate profits and handle costs.
Sales are important in a business like monsoon because it shows you how well the business is
doing. As monsoon is a business that sells items such as clothes, shoes, jewellery etc. The
amount that they sell is important so that they can sell stock and receive some money that can be
spread out for costs and expenditures it also enables the business know if they are doing better
than other competitors looking at their volume of sales. Sales are also a big part in the profit and
loss account statement and also help the balance sheet numbers as well.
Cost Of sales is the accumulated total of all costs used to create a product or service, which has
been sold. The cost of sales line item appears near the top of the income statement, as a
subtraction from net sales. The result of this calculation is the gross margin earned by the
reporting entity
Gross Profit is net sales minus the cost of goods sold (Chaldezos and et.al, 2017.). Gross profit is
a company's profit before operating expenses, interest payments and taxes. Gross profit is also
known as gross margin.
P 6 the use of budgets as a means of exercising financial control
Costs and budgets.

Vodafone’s management of costs is very important for the business/ its financial resource. If a
company doesn’t manage their costs effectively it can lead to that their profits are going to be
greatly damaged and it can lead to that the company can’t even pay anymore his expenses.
Vodafone’s costs and budgets are ordered carefully to make sure that there is a capital/of money
available for emergencies. This is all part of the balancing exercise.
The rules Vodafone needs to keep with: They need to stay within their budget, Need to have
money ready for emergencies, And be sure that they have working capital available.
Use of budgets.
usiness records are private papers and no statutory duty exists to ensure they are accessible to the
public or permanently preserved, and unfortunately some of the records were disposed of or split
up before they arrived here. When companies merge or are taken over, for example as happened
with the nationalisation and re-privatisation of the electricity companies, the transfer and care of
historic archives may be overlooked.
Many organisations are understandably reluctant to deposit or allow access to their historic
records, to protect business confidentiality and prevent their competitors accessing trade secrets
or business practices. Consequently many of the business collections held here are for companies
no longer in existence, and for those that are still trading, there are restrictions on what the public
can access.
There are two main costs that you need to manage to budget: fixed costs and variable costs.
Fixed costs won’t change, regardless of the number of goods that are sold or services that are
offered. These costs include insurance, rent and salaries. It doesn’t matter how much money
Vodafone make’s they still need to pay these costs. (Löfsten, 2016.)
Variable costs change according to output. These costs change directly according how many
products are made.

P 7. Financial status of Morrison.
Assets (£m) 2016 2015 2014 2013 2012
Reporting Date 10 Mar 2016 12 Mar 2015 13 Mar 2014 14 Mar 2013 8 Mar 2012
Tangible Assets 7,161.0 7,252.0 8,625.0 8,616.0 7,943.0
Intangible Assets & Goodwill483.0 520.0 458.0 415.0 303.0
Investments & Other Non-Current Assets 347.0 171.0 216.0 154.0 291.0
Total Non-Current Assets 7,991.0 7,943.0 9,299.0 9,185.0 8,537.0
Inventory 616.0 658.0 852.0 781.0 759.0
Trade & Receivables 192.0 239.0 316.0 291.0 320.0
Cash & Receivables 488.0 241.0 261.0 265.0 241.0
Other Current Assets & Assets Held for Resale 12.0 90.0 1.0 5.0 2.0
Total Assets 9,299.0 9,171.0 10,729.0 10,527.0 9,859.0
Liabilities (£m) 2016 2015 2014 2013 2012
Short Term Liabilities 2,747.0 2,273.0 2,873.0 2,334.0 2,303.0
Long Term Liabilities 2,796.0 3,304.0 3,164.0 2,963.0 2,159.0
Other Liabilities / Pension etc0.0 0.0 0.0 0.0 0.0
Total Liabilities 5,543.0 5,577.0 6,037.0 5,297.0 4,462.0
Net Assets (£m) 2016 2015 2014 2013 2012
Net Assets 3,756.0 3,594.0 4,692.0 5,230.0 5,397.0
Equity 2016 2015 2014 2013 2012
Share Capital 234.0 234.0 234.0 235.0 253.0
Minority Interests 0.0 0.0 0.0 0.0 0.0
Retained Earnings 778.0 616.0 1,714.0 2,273.0 2,440.0
Share Premium Account 127.0 127.0 127.0 107.0 107.0
Other Equity 2,617.0 2,617.0 2,617.0 2,615.0 2,597.0
Total Equity 3,756.00 3,594.00 4,692.00 5,230.00 5,397.00
Cashflow (£m) 2016 2015 2014 2013 2012
Cashflow from Operating Activities 886.0 874.0 715.0 1,104.0 928.0
Cashflow Before Financing 853.0 808.0 (330.0)96.0 37.0
Increase / Decrease in Cash 247.0 (18.0) ( 5.0) 51.0 (16.0)
Income (£m) 2016 2015 2014 2013 2012

Turnover 16,122.0 16,816.0 17,680.0 18,116.0 17,663.0
Cost of Sales 15,505.0 16,055.0 16,606.0 16,910.0 16,446.0
Gross Profit 617.0 761.0 1,074.0 1,206.0 1,217.0
Operating Profit 314.0 (696.0)(95.0) 949.0 973.0
Pre-Tax Profit 217.0 (792.0)(176.0)879.0 947.0
Profit / Loss for the Year 222.0 (761.0)(238.0)647.0 690.0
CONCLUSIONS
To be successful in sustainable business practices often requires entrepreneurship and
innovation. This chapter provides an overview of entrepreneurship and innovation as it relates to
sustainable business. The discussion is most relevant to sustainable businesses focused on
offering new products and services in response to societal concerns. The importance of
entrepreneurship and innovation also applies to company that change how they produce products
and services. The latter companies can use innovative practices and entrepreneurship to establish
their brand name and to be market leaders in doing things that create shared value for society and
their companies and also, over time, contribute to changes in practices in their industry.

REFERENCES
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entrepreneurs (Vol. 15). Routledge.
Li, J. and Wu, D., 2016. Constrained Nonlinear Models for Optimal Allocations of Resources in
Business Operations. Journal of Accounting and Finance. 16(7). p.11.
Löfsten, H., 2016. Business and innovation resources: Determinants for the survival of new
technology-based firms. Management Decision. 54(1) .pp.88-106.
O’Neil, S., Schaff, K. and Riffe, A., 2017. Grow Minnesota!®: Using grassroots data to support
business growth and retention in the state of Minnesota. Community
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Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach.
John Wiley & Sons.
Ward, J., 2016. Keeping the family business healthy: How to plan for continuing growth,
profitability, and family leadership. Springer.