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He practised for a year after that doing mainly litigation in Dundee Sheriff Court. He received a Diploma in Petroleum Law in He worked on the design and implementation of the regulatory regime for the privatisation of the electricity industry in Northern Ireland.
In its manifesto for the election, it had committed itself to a policy of increased accountability of the privatised companies to the public interest through tougher and more effective regulation.
If it was properly implemented, it could achieve virtually all the government's objectives for a better performing, more efficient railway without the expense or controversy of renationalising the assets.
At the Labour Party conference in SeptemberPrescott declared that he was going to carry out a 'spring clean of the regulators'.
It also involved radical changes to the regulatory and contractual matrix for the privatised industry.
It replaced enforcement regulation with incentives, and changed the financial, contractual and licensing environment in which the industry operated. He described it as a dysfunctional organisation, which was inward-looking and barely able to do the job it had been given by Parliament. This was because their contracts were weak, with a poor specification of what they got for their money and uncertain and ineffective remedies when things went wrong.
He criticised it for 'policies of neglect of its assets Five forces analysis of thorntons hostility to its customers'. But it did represent a significant hardening of regulatory approach to the one which the company had enjoyed under the previous regulator.
He saw it as his duty to hold the company more closely and vigorously to account. He criticised its many failures, including its poor knowledge of the condition, capacity and capability of its assets, rising numbers of broken rails and deteriorating track quality measures, its bad relationship with its train operator customers, its performance shortcomings, poor contracting and procurement strategies and the soaring costs of its projects especially the renewal and upgrade of the West Coast main line.
On 3 Aprilunder the headline 'Railtrack Declares War on Regulator', The Guardian newspaper reported that 'Railtrack is adopting a "culture of defiance" against the rail regulator.
Corbett immediately offered his resignation, but the company's senior management tried to rally support for him amongst senior figures in the railway industry to persuade him not to go. The fact that the company's information—and that of the Office of the Rail Regulator in the past—was so unsatisfactory frustrated Winsor.
This brought revenues forward into which were not due to be paid to the company until To achieve favourable accounting treatment for the revenues, the government agreed that its franchising arm, the Strategic Rail Authoritywould set up a The accelerated revenues would be made available to Railtrack via that vehicle.
They prepared for an alternative in secret, the insolvency of Railtrack. As a result, the company would be put into railway administration, a special kind of corporate status which ensured continuity of network operations, despite the financial condition of the operator.
Byers advised him a petition for railway administration in respect of Railtrack would be made to the High Court in London on 7 October Moreover, the company had not said anything about its precarious position to him though he had the power to advance potentially billions of pounds in additional revenues to it.
Byers replied that Robinson would be informed at a meeting immediately after Winsor's interview with the Secretary of State. Winsor told Byers he expected Railtrack to apply to him immediately for the promised interim review after hearing this news.
This would take the rail regulator under direct political control, to stop the review taking place. He suggested to Railtrack that if they were to show that to the administration judge the next day, the administration order would probably not be made.
But Railtrack rejected Winsor's willingness to intervene, and the company went into unopposed administration on Sunday 7 October There were allegations of renationalisation by the back door, and great turbulence in investor confidence, as Winsor had warned.
It said firmly there would be no compensation for investors.This content was STOLEN from monstermanfilm.com - View the original, and get the already-completed solution here! Use Porter's Five Forces method to analyze the chocolate industry in the U.S.
The Five Forces method identifies and analyzes 5 competitive forces that shape an industry, and helps determine an industry's weaknesses and strengths. The analysis must include.
Porter's Five Forces can be used when: 1) To determine the competitive intensity and therefore attractiveness of a market. 2) To look at the ‘balance of power’ in a market between different types of organisations. 3) To analyse the attractiveness and potential profitability of an industry sector.
4) For risk assessment. Thorntons analysis. Introduction Thorntons is a British chocolate company established by Joseph William Thorntons in Thorntons today has a £ m turnover, nearly owning shops, and an additional franchises.
The firm employs persons. Firstly the PESTEL analysis is applied to examine the macro-environment, and the Porter’s five forces to analyse the industry environment.
Understanding Porter's Five Forces The tool was created by Harvard Business School professor Michael Porter, to analyze an industry's attractiveness and likely profitability. Since its publication in , it has become one of the most popular and highly regarded business strategy tools.
Thorntons Case Study 1) UK confectionery market is one of the biggest in the world. It valued an estimated £5, million in (case p). Chocolate confectionery accounts for .
thorntons cafÉ 9 case analysis 10 scope of business 10 the five forces framework 10 strategic capabilities 12 resources 12 competencies 12 cost efficiency 13 competitive advantage 13 strategic choice 13 the value network 14 suppliers 14 distribution 14 critical success factors 14