Cate Reavis prepared the case study, which this review is based, under the supervision of Professor David McAdams. It was published in MITSloan management review in January 2008. The article looks at how DeBeers became a superpower in the diamond trade in the 1900’s. How this position as challenged in the late 1990’s and how DeBeers used key strategic management tools to overcome these challenges to become the superpower it once was. DeBeers founded in 1880’s became the world’s largest diamond mining and trading company in the world. When DeBeers was established it controlled around 45% of the world’s diamond production and sold over 80% of all diamonds produced. DeBeers used underhand tactics to remove smaller diamond mines and punished those who tried to break away from the DeBeers “empire”. DeBeers had the buying power to control over 80% of all mined diamonds. They also through cleaver strategic planning had control over most of the diamond cutting and polishing industry. With the introduction of synthetic diamonds and changing of government regulation DeBeers was loosing it control. DeBeers who had controlled the diamond market for nearly One Hundred. The case study review will looks at how DeBeers used key strategic tools to put new life into the company and develop it into been the worlds biggest and best once again. To examine how DeBeers changed the article must be examined using some key strategic tools these will include Porters 5 Forces, The Four P’s of marketing and PESTEL. Porters 5 Forces One of the key findings, which are shown in the article, is how DeBeers used the theory supplied in Porters 5 forces to gain success. This theory is based on the concept that there are five forces that determine the competit... ... middle of paper ... ...an which DeBeers has become. By removing DeBeers from the process buyers were able to negotiate better prices from suppliers. Force 5 Competitive Rivalry. Competitive rivalry till now has not been very much for DeBeers since it had been able to control the diamond supply by buying 80% of all diamonds produced. However due to pressure from governments and also due to producers and retailers wanting to break this monopoly DeBeers now face stiff competition in the market. DeBeers has had to brand itself differently and provide diamonds of certain quality to its customers rather than customers having to buy whatever DeBeers gave them. It now has to price the diamonds as per the market rather than controlling the supply of diamonds as it previously did. It has had to increase marketing and become more customer focused in order to find a niche for itself in the market.
We will begin with identifying current business orientation of Kingsford. Then, we will analyze its position in the marketplace and various external forces. In-depth analysis on the strengths and weaknesses of Kingsford is done to have a clearer picture on what should be done to boost its revenue and profit. The analysis theories used are Porter’s Five Forces, PEST, and SWOT. There are a few important findings that require immediate attention.
This research seeks to reveal the importance of marketing strategies in today’s complex and competitive business world. For this reason, this study will discuss various theories, issues and approaches of the marketing linking them with W.L. Gore & Associates and thereby propose the best options, ideas, strategies and techniques for the improvement of the company. To reach the points, this study will especially collect secondary and qualitative data and information.
Final contribution of de beers to the diamond pipeline is the promotion of diamond jewelry for the industry; through advertising campaigns developed from extensive market research; trade promotional activities and jewelry design competitions
The CFDC will continue to campaign and inform people on how to make sure that their purchase is conflict free and to gain support from the diamond trade in educating consumers. With the help of these organizations and many others, it will help save the lives of millions from violence or death. Works Cited The Conflict-Free Diamond Council. 2004.
It’s hard to imagine that a mineral could be fueling wars and funding corrupt governments. This mineral can be smuggled undetected across countries in a coat pocket, then be sold for vast amounts of money. This mineral is used in power tools, parts of x-ray machines, and microchips but mostly jewelry. Once considered the ultimate symbol of love, the diamond has a darker story. "Blood" diamonds or "conflict" diamonds are those mined, polished, or traded in areas of the world where the rule of law does not exist. They often originate in war-torn countries like Liberia, Sierra Leone, Angola, and Côte d'Ivoire were rebels use these gems to fund genocide or other questionable objectives. Even with a system known as the Kimberly process which tracks diamonds to prevent trade of these illicit gems, infractions continue as the process is seriously flawed. The continuation of the blood diamond trade is inhuman, and unethical, and in order to cease this illicit trade further action to redefine a conflict diamond, as well as reform to the diamond certification prosess is nessasary.
Deep within African mines, elusive diamonds lay enveloped in the Earth’s crust. Possessing much influence, beauty, and tension, nature’s hardest known substance causes parallel occurrences of unity and destruction on opposite sides of the globe. Diamonds, derived from the Greek word "adamas", meaning invincible, are formed deep within the mantle, and are composed entirely from carbon. Moreover, only under tremendous amounts of heat and pressure can diamonds form into their preliminary crystal state. In fact, diamonds are formed approximately 150km- 200km below the surface and at radical temperatures ranging from 900-1300 C°. When these extremes meet, carbon atoms are forced together creating diamond crystals. Yet how do these gems, ranking a ten on Moh’s hardness scale, impact the individual lives of millions of people besides coaxing a squeal out of brides-to-be? These colorless, yellow, brown, green, blue, reddish, pink, grey and black minerals are gorgeous in their cut state, but how are these otherwise dull gems recognized and harvested? Furthermore, how and why is bloodshed and violence caused over diamonds in Africa, the supplier of approximately 65% of the world’s diamonds? (Bertoni) The environmental, social, and economic impact of harvesting, transporting, and processing diamonds is crucial because contrary to popular belief, much blood has been spilled over first-world “bling”.
BR was sold to Delta Foods in 1996 for US $2 billion. At this time, it was one of the largest fast-food chains in the world generating sales of US $6.8 billion. DF purchase of BR brought in a new cultural paradigm. DF is an individualistic, aggressive growth company with brands they believe are strong enough to support entry into new overseas markets without the need for local partnership. The DF strategy is one of direct acquisition and JV’s were not part of their strong suit. DF strategic implementation is based on hiring local managers directly or transferring seasoned managers from their soft drink and snack food divisions. The DF disdain for JVs is clearly reflected by their participation in only those JVs where local partnering was mandatory (e.g. China) to overcome regulatory barriers to entry. JVs had been the predominant strategy for BR which was unlike the DF outlook. Terralumen’s strategy was misaligned and out of sync with the DF strategy. This was unlike the complementarity that existed with BR’s strategy. This misalignment began to affect the JV relationship that had worked well with BR in the initial years. The failure of Terralumen and DF to recognize this fundamental cultural difference between their operational strategy styles i.e. Individualistic and Collectivism leads to their inability to proactively create steps for better alignment in the early period after acquisition, creating uncertainties and difficulties for both corporations. There is a lack of communication and virtually absence of trust between two new partners. DF appeared to be flexing its muscles in the relationship and using a more masculine approach compared to Terralumen’s more feminine approach. Both the corporations are strategically involved in a complex situation where they appear reluctant to address the issues at stake and move ahead together. The DF strategy of
The P-O-L-C framework, has been a reoccurring topic in these case studies and has been used to describe management processes throughout the book. P-O-L-C stands for, planning, organizing, leading and controlling, which is an exceptional framework for companies to establish themselves and keep them afloat. The discussion in this case, Pret A Manger, involves the teamwork that Pret builds itself on. In 1986, Pret A Manger started planning their company with a vision and mission to provide healthy, inexpensive food while avoiding preservatives and chemicals, as well as establishing a well-oiled team structure. In the organizing section of the framework, Pret designed its company to be able to provide for their customers for a low price, but
The purpose of this report is to evaluate Nestle Company industry based on the case study and comprehend how the company develops strategic intent for their business organizations following the strategic factors and approaches. I will analyze the strategic management process as firm used to achieve strategic competitiveness and earn above-average returns. I will critically examine the strategy formulation that includes business-level strategy and corporate-level strategy. It also aims to identify market place opportunities and threats in the external environment and to decide how to use their resources, capabilities and core competencies in the firm’s internal environment to pursue opportunities and overcome threats.
iii. India dominates the world’s cut and polished diamonds (CPD) market. In value terms, the country accounts for approximately 55 percent of global polished diamond market and nearly 9 percent of the jewellery market. According to GJEPC's provisional estimate, cut and polished diamonds registered 19.06 percent growth in exports at US$ 7.11 mn.
Companies all over the world varies but yet shares a common challenge, that is to solve problem not only effectively and efficiently but also creatively. The P-O-L-C framework which stands for Planning, Organising, Leading and Controlling plays a major role in both the company’s survivability and success. The SWOT analysis looks at both internal and external factors that can affect the Starbucks’s performance. The purpose of this report is to define and analyse how Starbucks respond and should have respond to the change of its external environment on the cofee market,This report will also identify and disscuss how The P-O-L-C framework and can help starbucks to compete and reduce the loss of their failing peformance in the Australian market and how SWOT analysis helps to define some externalities that can be a threat to Starbucks.
The case looks at prescriptive strategy as applied to multi-product group of companies. Unilever is based in over a hundred countries where multiple products are being made in each. However, the market is mature which means that growth is stagnant and innovation is almost non-existent. In order to improve on growth and sales, the strategies that are needed look at how to come up with new products that have high profit margins and penetrate new markets. The prescriptive approach was used to come with a strategy to improve growth and profit. In order to improve on innovation, both the prescriptive and emergent strategies can be used since both support innovation. From the case study, not much profit was made when the ‘Path to Growth’ strategy was first implemented (2001-2004). The strategy was initially based on cost cutting. There was a need to also build volumes through existing portfolio of branded products through innovation and marketing. By focusing on increasing sales in developing countries where growth prospects were high and increasing investment in personal care products where profit margins were higher, it was possible to improve the profit portfolio.
The film marker is trying to raise awareness of the illicit conflict diamond trade and reinforcing the Kimberley process1 and showing how it will stem the flow of conflict diamonds. This is successful mainly due to the public outburst after the movie. The great impact of the movie has caused diamond companies like De Beers2 to start a pre-emptive PR (public relationship) campaign, even before the movie was released to inform people that their diamonds are conflict-free.
This competitive advantage has been rendered sustainable as other players have found it difficult to catch up with the company's competitive strategy. In spite of this clear advantage, it was noted that the company faces some challenges being the world leader in soft drink distribution. The canning and bottling of the product which is done in many countries have now fallen into the hands of independent companies, thus it becomes hard for a given company to control the quality of the packaging
Valdani, E., and Arbore, A., 2013. Competitive Strategies: Managing the Present, Imagining the Future. Palgrave Macmillan.