Browsing by Author "SULAIMAN FEHAID ALSUBAIE"

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BEHAVIOURAL FINANCE
SULAIMAN FEHAID ALSUBAIE; DR:Danial Hemmings
Behavioural finance involves the exploitation of psychology in the formulation of financial decisions. Stock prices in capital markets usually depend on the information that is revealed by various financial entities. Information regarding efficient capital markets is one where the existing stock prices reflect the data available to the public domain (Shleifer, 2000). Correspondingly, behavioural finance is a factor that has been largely exploited in modern capital markets to set stock prices and predict future performances based on the returns (Ackert & Deaves, 2009). Unlike traditional methods, behavioural finance limits the market and usually involves much informational inefficiencies in the markets, which makes it hard to predict the performance of stocks in the market due to existing behavioural biases.
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BRITISH AIRWAYS: LEADERSHIP IN CHALLENGING CONTEXTS
SULAIMAN FEHAID ALSUBAIE; DR:Lorraine Hopkins
Leadership functions to secure the realisation of a company’s goals, especially in challenging times. Indeed, uncontrollable external forces are a test for senior leadership in regards to their ability to take responsibility for organisational transformation and develop their entrepreneurial mindset of taking risks, finding new ideas, and even making unpopular decisions for the long-term sustainable growth of the company (Hopkins, 2021f). Nowadays, the majority of UK companies have been affected by three major uncontrollable forces: the threat of technological disruptions; Brexit; and the global COVID-19 pandemic. While leaders of British companies have been handling challenges related to rapid technological changes and geo-political formalities caused by Brexit, the pandemic unexpectedly hit the companies’ functionality, forcing senior leadership to make radical decisions in an emergency (Ford, 2016). To provide an investigation of leadership in a challenging context, this report will focus on British Airways, as the company experiences influences of uncontrollable factors from technological disruptions, Brexit, and COVID-19.
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Business Plan
SULAIMAN FEHAID ALSUBAIE; DR: Jeff Williams-Jones
The following business plan presents details regarding the launch of the online chess course service. The recent popularity of the Netflix mini-series, The Queen's Gambit, has caused a profound interest in chess amongst various populations. Simultaneously, the conditions of the global COVID-19 pandemic and frequent lockdowns have facilitated the growth of the online education sector. These circumstances present a good opportunity for the initiation of an online education platform for those who would like to learn how to play chess or improve their skills, regardless of their current level. The course will include direct interaction with coaches who are grandmasters and a large portion of practical learning during actual training games. The course does not have any specific term, as learning and improving in the game of chess requires constant training. Subsequently, unique content and events will be offered to regular customers, which is the general concept of the business that is likely to become profitable for a variety of reasons.
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GLOBAL VALUE CHAINS IN INTERNATIONAL BUSINESS: THE CASE OF SHERWIN-WILLIAMS
SULAIMAN FEHAID ALSUBAIE; DR:Stephen Jones
The analysed company for the current study is Sherwin-Williams, which operates in the paint and coating industry. Sherwin-Williams was established 150 years ago in Cleveland, Ohio, the USA (Cooke 2016); with the company’s headquarters still located in Cleveland. The company manufactures, distributes, and sells different paints, coatings, and related products in the global market, which covers 120 countries (see Figure 1). However, its focus markets are the USA, Canada, and Latin American countries. Additionally, the distribution of human capital of the company and the fact that 78% of employees are recruited in the USA highlight the concentration of the company on the U.S. market (Sherwin-Williams n.d.a). Nonetheless, the company adapts its products and business operations to the host market, recruiting local managerial staff (Sherwin-Williams n.d.b). Moreover, the company diversifies its products and groups them into three segments: Americas Group, Consumer Brands Group, and Performance Coatings Group through wide distribution networks (see Appendix A).
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