...requirement to company. Although these countries like China Japan and America are more likely have aging population structure, it may hardly influence the beef market due to beef is suit for everyone. Australia is surround by sea and close to Asia which means it’s easy for company to export by ship or plane. According to the income level of the target market like Japan, US, Koear and china, there are stable requirement of high quality beef and no ethic issue can impact people choose beef. Economy After the global economic crisis in 2008, Asian and America has get rid of the negative impact of it step by step, especially Asia. In that case, economical situation is stabilized and these countries’ citizens are able to chase high standard life which can result in they purchase better food and daily use to improve their life quality such as beef as food. Thus, it is a nice opportunity of rising of beef industry. Although, recently, the European debt crisis has some negative impact on global market and US’s economy had been...
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...environment. Ans. Globalization has become a ‘magic’ word used to express a change in all areas of life from economy to politics or from social politics to culture. Globalization is the growing role of external factors (economic, social and cultural) in the reproduction of all member of a country to form of a single world market(s) without barriers. 'A global shift'; that is, a world being molded, by economic and technological forces, into a shared economic and political arena. Major phase in international relations, which has been established several decades ago, but its formation was not completed by the beginning of the third millennium. However, the public attention it attracted only in 1990. Approaches towards Globalization The Indian companies are adopting the following approaches to globalization- The First Approach is the Reliance approach. Here the Indian company attains global parameters of production but its market focus is mainly domestic. E.g. Bajaj Auto, Hero Cycles, Maruti Udoy, BHEL, Mahindra & Mahindra. The Second Approach is the Sundaram Fasteners route where an Indian Company emerges as a global sub-contractor. The Chennai based Sundaram Fasteners is now a major supplier of radiator to GM. The Third Approach is the one personified by the Tata Tetley deal itself. Taking over foreign companies or investing in the foreign ventures. Like Airtel has taken over Telecom Zain Company in Africa. The Fifth Approach is to get Indian affiliates of the MNCs like...
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...Core competency means that an individual or a company has a strong basis from which to gain additional ability to do so a specific job.it is a fundamental knowledge ability in a specific subject area or skill set.it is something that a firm can do well and it should provide consumer benefit and it is not easy for competitor to imitate though it provides competitive advantage. While cost savings is important to every company, it is no longer the only driving force in an outsourcing decision. Companies today need to take a broader view of outsourcing by isolating their core competencies, and then chipping away at all the functions that do not contribute to them. When a company starts evaluating their activities for outsourcing potential, any products or processes involved in the company’s core competencies should automatically be off-limits. These core competencies are the most important activities to the firm, so they need to stay inside the firm’s control. Rather than outsourcing these core competencies, a company would want to outsource the non-core, but still significant, functions to experts outside the firm. By doing so, skilled employees are freed up to focus on the core operations - the activities that add value to the product or service. Decision to form relationship: When the decision relates to using an external provider of product or service the question arises whether or not the provider’s service will be needed. If firm has the ability to have a core competency...
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...Running head: EXTERNAL AND INTERNAL ENVIRONEMNT External and Internal Environment Analysis Bharti Gupta University of Phoenix External and Internal Environment Analysis: Mayo Clinic The purpose of this paper is to analyze the External and Internal environmental factors of Mayo Clinic (MC). Mayo Clinic is a nonprofit worldwide leader in medical care, research and education for people from all walks of life (Mayo Clinic, 2011). Various types of external and internal factors affect the smooth flow of business at Mayo Clinic. External environment analysis is important in determining the strategy that should be adopted by a business and internal environment analysis is critical to identify the core competences of the business. External Environment External environment (EE) can be broadly classified into three types: Remote, Industry and Operating. Remote environment (sometimes called as macro environment) consists of the forces at work in the general business environment which will shape the industries and markets in which an organization competes (Stonehouse, Campbell, Prudie & Hamill, 2008). Industry environment (sometimes called as micro environment) is the competitive environment facing a business. It consists of the industries and markets in which the organization conducts its business competes (Stonehouse, Campbell, Prudie & Hamill, 2008). Operating environment also called the competitive or task environment comprises factors in the competitive situation...
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...1、value chain:ebay success is to contact the buyer and seller market, providing a global new online trading platform, anyone can carry a variety of products traded through this platform. Whether traditional industries and emerging networks must convert a way of thinking, that is, the ability to provide customer value. Competitive forces: The company now sells a staggeringly diverse array of goods and is one of the world’s most easily recognizable and well-known Web sites. eBay is a favorable proposition for smaller sellers to find markets for rare goods, or goods that are otherwise difficult to value. The company reduced posting fees for adding an item online and increased the collection fee for sold items.In August 2008, eBay lowered its listing fees for all sellers offering fixed-priced items under its “Buy It Now” format. EBay adjusted its search ordering system so that highly rated merchants appear first and receive more exposure. Roll out a rating system that made acquiring a high rating a much more time-consuming undertaking, favoring larger sellers with the time and energy to build a favorable rating. eBay’s growth strategy focused on expansion in geography and scope and on continuing innovation to enhance the variety and appeal of products in its sites. 2、Business model:brokerage model:Cyber Age through virtual network platform to bring together buyers and sellers of supply and demand information, coordination of their supply and demand and the payment of transaction...
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...Table of Contents Executive Summary 3 Introduction 3 Benefits of Hamel & Prahalad’s concept of Core Competence 4 Disadvantages of core competency 6 The concept of Icarus Paradox and its comparison with core competencies 7 Conclusions 8 References 9 Executive Summary This report takes an account of Core competencies that were introduced by C. K. Prahalad and Gary Hamel in 1990. Evaluating this business concept, its advantages and disadvantages are examined. The report also examines another concept of Icarus Paradox identifying reasons for failures of highly successful businesses. The disadvantages of core competencies and Icarus Paradox business concept have similarities. Introduction Several companies are still struggling to identify the most highly effective approach to compete in global competition. Back in the 1980s, top executives were expected to rebuild and de-layer the organization as a capability to successfully survive in the organization (Harvard Business Review 1990, p. 1). 1990s was the era where these executives were expected to demonstrate their capability of recognizing, harvesting and exploring those competencies that can result in business growth and sustainability. This clearly means that these executives should be capable of rethinking and reconceptualising the organization, altogether. However within a period of last 10 years, there are few examples of companies such as GTE that have successfully positioned themselves...
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...STAFF COMPETENCY FRAMEWORK July 2006 The Charles Darwin University Staff Competency Framework This booklet contains the Staff Competency Framework for Charles Darwin University. The Competency Framework outlines the range of knowledge, skills and attributes required of employees of the University for proficient workplace performance. Application of the framework occurs in the context of an individual’s role, and the recognition that different competencies, and different levels of competency, are necessary to perform a given set of activities. DEFINITION Competency is defined as the ability to perform tasks and duties to the standard expected in employment. A competency standard is an industry-determined specification of performance which sets out the skills, knowledge and attitudes required to operate effectively in employment. Standards are made up of units of competency, which are themselves made up of elements of competency, together with performance criteria, a range of variables, and an evidence guide1. A competency framework describes a set of competency standards for employees and makes the expected knowledge and capabilities of employees explicit for those within and outside of the University. This set of standards has been determined by the University through a process of consultation and benchmarking. Competency frameworks are used by organisations to: • • • • • • Focus workplace performance on the organisation’s vision and values Align workplace behaviours...
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...What is ebay core competency? Ebay's core competencies are the strategies that make eBay have an edge over other companies that do the same kind of business it does. Some of eBay's core competence include there customer bay is wide, their service can be accessed anywhere because they are always online and they have placed a lot of time and funds on marketing which makes it more marketable. 1. What is eBay’s core competency? How does it relate to their chosen strategy? eBay’s core competency is in developing and improving software and digital infrastructure tools that lead to the creation of a safe, secure, information-rich on-line trading community. The company’s strategy is to allow users to innovate using the tools that it provides, regardless of what they are buying or selling or where they are buying or selling it. 2. How would you explain how eBay has decided to configure and coordinate its value chain? eBay has a very lean value chain, providing only the tools to make transactions possible and letting users do the work of managing transactions. The core technologies eBay uses are centralized, but because of the need to confine shipping of goods to shorter distances, the need to conduct many transactions in local currencies, and the need to list product descriptions in local languages, eBay has decentralized its value chain configuration by developing largely independent country subsidiaries as well. The company’s vision may be one of seamless global commerce, but the...
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...Answer 1. Companies outsource production of their products for the following reasons: Lack of technical expertise, or expert labor in certain operations; reduce manufacturing costs due to the availability of cheap labor; make less investments in expensive equipment, staff and IT systems; optimize resource utilization and free up management time from outsourced routine supporting activities to focus on its core competencies; and when domestic manufacturing capacity is reached. Outsourcing is a good strategy for the following situations: Tasks that require specific manufacturing equipment and technical expertise can be outsourced to vendors who specialize in these fields to produce goods faster and of better quality. Outsourcing the supporting processes enables the firm to concentrate on its core business processes. Outsourcing also helps in risk sharing since the outsourced vendor is a specialist who can mitigate risks better. Outsourcing also helps a firm to decrease its operating risk by not completely relying on domestic suppliers; and reduces lead times in case of domestic supply shortage. Sometimes government in the foreign country provides incentives for foreign investment. Companies can sometimes access restricted market to sell their goods only if they purchase certain goods or services from the foreign country. Outsourcing helps a firm to increase its ability to operate 24 hours per day. A firm that sources from abroad may be able to exploit local competitive advantages...
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...3 Introduction 4 Business Environment Analysis 5 Macro Environment 5 Economic Factors 6 Environmental Factors 7 Legal factors 7 Technology Factors 8 Societal values and lifestyles 8 Micro Environment 9 Bargaining Power of Suppliers 9 Bargaining Power of Customer 10 Threat New entrants 10 Rivalry firms 11 Substitute Products 11 Internal environment analysis 12 Core Competencies 12 Strategies and Implementation 14 E-commerce Strategy 14 Pricing strategy 15 Differentiating strategy 16 Location strategy 16 Challenges facing Business environment 17 Uncertainty 17 Unemployment 17 Recommendation 18 Conclusion 19 Executive Summary The purpose of this report is to identify and explain the core concepts of strategic management of a retail industry, David Jones. In conducting this research, academic journals, textbooks, David Jones’ company reports and online news are used as the sources of information. This report analyses the external environments such as macro-environment and industry environment as well as examine the internal core competencies, using PESTEL model and Porter’s Five Factors. Moreover, core strategies and their application will also be addressed in the article. Several key challenges faced by the current business climate and some suggested recommendations for the firm’s future strategy to overcome the challenges will also be taken into consideration. Introduction David Jones Limited (DJs) is a high end Australian...
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...[pic] Managing Strategically Case No.47: “The Apollo Group” TABLE OF CONTENTS Sections 2 Section a 2 1 Introduction 2 2 Core Competencies 3 2.1 Developing core competencies 4 2.2 Uses of core competencies 4 3 Core Competencies of the Apollo Group Inc 4 3.1 Skilled Workforce 4 3.2 Good Market Share 4 4 Key Success Factors 4 4.1 Product 4 4.2 Customer service 4 5 Strategy Implementation 4 6 Conclusion 4 7 references 4 8 Table Of Figures 4 Sections This report is divided into three sections Section A – Introduction, core competencies Section B – Key Success Factors and alternative strategies Section C – Strategy implementation and conclusion Section a Introduction According to Apollo Group Inc, Corporate Information, “Apollo Group, Inc. was founded in 1973 in response to a gradual shift in higher education demographics from a student population dominated by youth to one in which approximately half the students are adults and over 80 percent of whom work full-time. Apollo's founder, John Sperling, believed and events proved him right that lifelong employment with a single employer would be replaced by lifelong learning and employment with a variety of employers. Lifelong learning requires an institution dedicated solely to the education of working adults. Today, Apollo Group, Inc. through its subsidiaries, the University of Phoenix (including University of Phoenix Online), the Institute...
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...on in recent times on the issue of competency mapping. A lot of resource is spent and consultants are invited to do competency mapping. Competency mapping is gaining much more importance and organizations are aware of having good human resources or putting the right people on right job. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. How Is “Competency” Defined in the Context of This Article? Many definitions of the term “competencies” have arisen over the past decade...
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...Business-Level and Corporate-Level Strategies Christie Jones Christopher Zapalski Business Admin. Capstone 5-15-15 I am going to be discussing about corporate and business level strategies for C Company. The paper will also talk about valuing the organization, long-term success, differences in fast and slow cycle. C company was an organization in which they gather, valid, electronic data, automat collections, and retrieval system. The company develop and design, personal computer, electronics and software. They have had success and continue to do so. The business strategy for the company is cost leadership. They want to have success and ensure the competitiveness. C company has a competitive edge with products and prices. They also care about the business – level strategy by success, cost efficiency, and sustainability make this company part of who they are. Differentiation is another business-level strategy. They try and provide different characterizations and features for their products. They would make it low cost while still having high quality products. This all can be done with teho features, image, products reviews and features of the products etc, Theses business-level strategies would help have service, quality of control with production, cost of sales, develop and research, and a place where they could advance the arts that go into the products if you know what I mean. You need business level as well as corporate-level strategy for...
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...of water supply, water treatment and waste management, to finance the new ventures. However due to recession and economic downturn by mid 90’s CGE started to feel the pressure and hence came a new CEO Jean-Marie Messier. Messier redefined CGE’s vision to return to its core competencies and these were utilities (water, waste, energy and transport) and communication (telecommunications and multimedia) and Constructions and property while more emphasis on former two. Messier started to consolidate CGE’s 2714 subsidiaries into centralized controlled line of businesses. The important and critical to CGE’s corporate vision was to expand his horizontal boundaries into different businesses like Telecommunications and then vertically integrate with other companies in that business to become a major player. Messier established a corporates office and policies for capital allocation along with resource management and incentive system. In 1998 Messier changed the CGE’s name to Vivendi and reviewed the Vivendi’s corporate vision to become a major player in communications and media business through their integration with Havas and Canal plus. As per their vision Vivendi acquired Seagram in 2000 and become a global player in media and communications industry, along with the acquisition of U.S filter corp. to strengthen their...
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...Kodak Case Analysis 1879: George Eastman invented the dry-plate process and filed patent for a machine that coated dry photographic plates 1880: George Eastman established the Eastman Dry Plate Company, at Rochester N.Y. 1884: Introduced paper roll film 1889: Invented perforated celluloid film 1900: The Brownie box camera went on the market with a price of $1 1935: Introduced color film 1960: Brought the Instamatic camera to the market 1970: Major sales growth for Kodak. Concentrates on film and basic cameras 1980: Fuji emerges as a serious competitor 1994: Kodak abandoned its non-imaging health-related businesses began to invest in digital imaging products for medical practice 1997: Kodak was a high-cost manufacturer with a growing portfolio of digital products which was losing hundreds of millions of dollars annually 1997: Restructuring that eliminated 19,000 jobs and cut more than $1 billion from annual costs 1999: Kodak entered the digital radiography market 2001: Kodak is pushing aggressively into China, an important growth market 2003: Carp unveiled the plan to invest $3 billion in the next three years in digital products by cutting dividends by 72% - to 50 cents per share 2004: Kodak announced that it would stop selling traditional film cameras in Europe and North America, and cut up to 15,000 jobs 2005: The Kodak EasyShare-One Digital Camera, the world’s first Wi-Fi consumer digital camera capable of sending pictures by email, was unveiled 2012: Kodak filed for Chapter...
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