International Paper Choice and Evaluation
International Paper Foodservice Business is known for the high-quality paper product they products. Consumers can also depend on the company utilizing recyclable products to help prevent damage to the environment. International Paper Foodservice Business company mission statement states be one of the best and most respected companies in the world - as measured by our employees, our customers, our communities and our shareowners” (International Paper, 2011). International Paper Foodservice Business mission statement reflects the goals that are essential to the growth and future success of the company. However, the company will need to evaluate different alternatives to identify future growth. International Paper Foodservice Business should identify the best value discipline, generic strategy, and grand strategy for the organization. Management must understand the importance of the two principals prior to making strategic decisions. Management can use both principals as they include the long-term objectives and the grand strategy. Additional, management will need to recommend an appropriate strategy or strategies to implement the process of growth.
Alternatives for Growth
International Paper Foodservice Business is currently on a path that will ensure
the company reaches full potential growth, however the company leadership team must ensure that the company has a solid strategically foundation. The current market and any new market that International Paper desires to enter should be evaluated for alternative strategies to ensure full growth. As International Paper Foodservice Business continues to grow in its existing markets, the company must ensure that they preserve the quality o...
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...rrent on the market. The generic strategy that International Paper Foodservice Business currently uses has been successful for the company because of the loyal customers and their needs are met through the customer-oriented products and product design. International Paper Foodservice Business grand strategy has allowed the company to maintain several businesses domestically and globally. International Paper Foodservices business will remain the leader in paper product as long as management and its employees continue to understand these strategies.
Works Cited
International Paper. (2011). Corporate Profile. Retrieved on March 23, 2012 from
http://www.internationalpaper.com/Our%20Company/About%20Us/index.html.
Pearce, Jack. & Robinson, Richard. (2011). Strategic Management: Formulation,
Implementation, and Control. (12th ed.). New York: McGraw-Hill.
My organization, Trader Joe’s, is not an international business. Their stores are all located in the United States; therefore, I chose Whole Foods, who is a main competitor of Trader Joe’s for this assignment.
Every company has internal and external forces that effect how they operate within the community in which they are located and also within their own walls. These internal and external forces play a strong impact on the company’s profitability and success. These forces have an effect on what consumers they attract or ignore and how they are perceived by those who have the buying power. A mistake any analyzing and implementing measures to assist with these factors could greatly affects a company’s bottom line and success. This is why any company wanting to grow and be successful will need to take all of these forces; sociocultural, technological, economic, environmental and political-legal into consideration in creating their strategic plan.
Riordan has identified criteria in four areas that define the company’s mission statement. First, the company focus is to have attitudes and abilities that exceed industry standards to provide solutions for customer’s challenges and lead the industry in Research and Development. Second, the mission for customer relationships is to be a solution for the customer, maintain quality, innovation, and customer service at a reasonable price. Third, to ensure the long-term viability of the company, the mission to the employees is to have an innovative and team oriented working environment, in addition to keeping the employees informed and supported. Lastly, the future of the company depends on maintaining profitability to allow growth in the company (Apollo Group, 2004).
Senior Management of PepsiCo is evaluating the potential acquisition of two companies – Carts of Colorado and California Pizza Kitchen – in order to expand the company’s restaurant business. If indeed PepsiCo decides to pursue the acquisition of one or both, they must decide how to align each of these business units in its historically decentralized management approach and how to forge relationships between the acquired business units and existing business units. In their evaluation, Senior Management is faced with the question of whether the necessary capital investment in order to purchase one or both of the businesses can be profitable for each of the acquired business units, but must also take into consideration that the additional business units will not hinder the profitability of the existing business units.
..., John E., Strickland, A.J. Thompson, Arthur “Whole Foods Market In 2006: Mission, Core Values, and Strategy”, Crafting & Executing Strategy 15th Ed., McGraw-Hill Irwin, 2007
Business strategy is the means by which firm’s plans to achieve its goals and objectives. It can also be termed as organization long-term planning. The strategy covers periods between 3-5 years and sometimes longer. Businesses use two major types of strategy, general or generic and competitive strategies. The overall strategy involves strategies of growth, globalization and retrenchment. The competitive advantage includes low pricing, product and customer differentiation. We will look at the business strategy used by Marks and Spenser (Cole, 1997). The company is a British multinational located at Westminster London and specializes in clothes and luxurious food products.
To most consumers Whole Foods is known as a chain grocery store specializing in organic and natural foods. Some may go as far as say the name is synonymous with quality. This comparison is the result of Whole Foods’ marketing their brand successfully to consumers demanding their specialized foods. As with any organization, Whole Foods may consider evaluating their strategic objectives and decide if necessary course corrections are needed to reach their objectives and goals. Through a fundamental and technical analysis, I will discuss Whole Foods’ mission, vision, and goals, their competitive environment, and some factors within their strength, weakness, opportunity, and threat analysis. With such data and information I will recommend, if needed, and strategic changes in order to sustain a competitive advantage.
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
Although Unilever’s Path to Growth strategy involves all components of the general environment, two segments that are especially relevant are the global and sociocultural segments. A major strength of the company’s global environment is its geographic diversification of its major product markets. In 2003, Unilever had sales and marketing efforts in 88 different countries. The key is that it gave decision-making power to its managers in different countries so that they could tailor their products to the market’s specific preferences and consumers’ local tastes. Thus, it was the cross-country preferences of consumers that determined what products Unilever would carry. The global segment provides an enormous opportunity for Unilever. The case states that emerging country markets show the greatest potential for sales growth. Major competitors such as Procter & Gamble and Kraft Foods had sales in roughly 140 to 150 different countries in 2003, and Nestle, Unilever’s main rival, had market penetration in almost every country in the world. If Unilever is able to expand its operations into 50 or more new countries and concentrate its advertising campaign on consumer preferences, it could significantly increase its market share in the global economy.
The main challenge is to determine how Panera Bread can continue to achieve high growth rates in the future. Panera Bread is operating in an extremely high competitive restaurant market which forces the company to improve and to grow steadily for staying profitable. The company’s mission statement of putting “a loaf of bread in every arm” is just underlying Panera’s commitment for growing. They are now in a good financial situation and facing growth rates of up to 20% per year in a niche market that has a great growth potential. In the next 7 years the fast-casual market is expected to grow by 500% in sales to a total of $30 billion.
The first goal is to improve 10% of income. The strategy is connected to a single industry. Sbarro has been lasted for about 60 years. The company had better focus on one industry. Even though it experienced bankruptcy two times, it has a lot of information. First of all, keeping operating the company for a long period is important. I don’t know how the company failed two times, but it is possible to learn from feedback. We lean them and try to prevent or cause minimize bankruptcy. I describe other strategies and those also would be related to the strategy for concentration on a single industry and increasing income. The second goal is increasing the number of customers. The biggest problem is the company don’t develop online and mobile ordering, so the second strategy is Differentiation. We develop online and mobile ordering. This might not be differentiation, because some company have already used. By using them, however, we can prepare the food in advance and increase effectiveness. Also, customers don’t have to wait so much, so many customers come to the store. The third goal is to introduce a system of picking up the toppings. When I went to the pizza store in the U.S., I could choose sources and toppings. I was really impressed, because I can eat only what I like. The strategy is also Differentiation. We prepare many ingredients and seasonal ingredients. Each ingredient has the
Unilever is a multinational company which ranks third globally in fast moving consumer goods. They have an excellent value chain which is one of the factors that has resulted in them to be among top consumer goods company globally. Their merger and acquisitions have led them to expand their company in different sectors of the consumer goods. They have 400 brands and sell their products across 190 countries. They have to work on some areas of the value chain to work even better than how they are working now. Also, there are many opportunities that will help Unilever to overcome their shortcomings and make them a successful Consumer goods
Malaysia’s food industry is rich in varieties due to the diversified cultures among Malaysian’s society which consist of Chinese, Indian, Malay and many other races. The togetherness of Malaysians and willingness to unite has resulted in a fascinating range of processed food with an Asian’s taste. However, the food industry also has to take the healthiness of food into consideration. Thus to increase consumer awareness, the nutrition value and food protection for healthcare has created. Food processing is known as the methods or ways used to convert raw ingredients into food for consumption by living beings. The food processing industry utilizes these processes for the benefits of every living being. It is now one the most essential industry in Malaysia.
Coolcargo and Frito-Lay implemented technical solutions for agricultural-products transportation following customers’ requirements. Coolcargo developed a transport-system for maintain fresh asparagus at controlled temperature from production site in Thailand to final destination in UK (UOL, 2013). Frito-Lay developed a global agile supply-chain for manufacturing and distributing salty-snacks to end-customers that allows processing agricultural-products in less than 24 hours for flavor guarantee (PepsiCo, 2013).
Consumers have expectations In terms of a good quality product that should be availed at a reasonable price. Consumers don’t only want the business to be socially responsible towards them in this manner of reasonable prices but way beyond this. They should meet the needs of consumers in ways of convenience and appearance. But business should also consider other aspects like environmental impact when packaging is disposed.