Strategy of Growth Example For Free - Free Essay Example

Sample details Pages: 13 Words: 3962 Downloads: 3 Date added: 2017/06/26 Category Business Essay Type Research paper Tags: Development Essay Did you like this example? There are three tactics which can support a strategy of growth. Firstly a firm can adopt internal or organic development. For example Glaxo Smith Klein (GSK) a large UK drugs business reorganised its research and development (RD) operations to improve expansion. Secondly, another UK pharmaceutical company AstraZeneca carried out takeovers of bio-science firms (mergers and acquisitions MA). Compare and contrast these two approaches to growth by discussing their relative advantages and disadvantages. Use examples from any relevant sector, not just Big Pharma. Summary The paper presents a contrast between conservative and aggressive growth options. It discusses mergers and acquisitions, organic growth and alliances using examples from a range of industries which include online businesses, brewery firms, soft drink giants and also a major pharmaceutical industry merger. In examining the interface between the different growth options the paper posits that they are not mutually exclusive and one may lead to the other, whereas a portfolio of growth options is strategically astute to have. The advantages, disadvantages and issues surrounding the growth options suggest that it is a risk-benefit premise that underpins the value perceptions from a chosen growth route. Competitive situations and resourcing s aspects also govern the choice a chosen route. Don’t waste time! Our writers will create an original "Strategy of Growth Example For Free" essay for you Create order 1. Introduction This paper discusses the different routes to growth that an enterprise might take. Given the growing popularity and mixed success of aggressive growth option of mergers and acquisitions, the paper compares and contrasts them with more conservative options like organic growth and alliances. It first presents the interface between the different routes and then focuses on their relative advantages and disadvantages. The contrast is also brought out in discussing needs, and in highlighting the issue of achieving synergies for delivering greater value under the different growth routes. The paper focuses on organic growth and mergers and acquisitions in the main, with some development of the context of alliancing in comparing the two. It closes with some strategic highlights from the discussion. 2. The Interface and Non-Exclusive Nature of the Growth Options Strategic growth options for a firm usually take three forms. These are growth through alliances with other firms in different areas ranging from RD to distribution and other forms of joint ventures; growth through mergers or acquisitions (MA) à ¢Ã¢â€š ¬Ã¢â‚¬Å" that implies creating a new entity through a merger or an expanded firms through an alliance and; organic development that is essentially about growing as an organism through overtime development using investment from surpluses the firm creates from its operations to acquire more assets, personnel and diversify or expand into business areas (Sudarsanam, 2003, p. 70). While these are different options they are not necessarily mutually exclusive. An organisation can follow one option or the other simultaneously. For example a global firm can alliance with another in a new market for purposes of accessing its distribution network while continue to grow organically in another market it has a very entrenched position in . In still another market where competition is intense and competitors are vying for key suppliers it may engage in vertical integration with acquisitions along the supply chain. The example of Pepsi is a validation of such simultaneous occurrence. It acquired key bottling firms in Mexico at three times the price they were worth in early 1980s; this affected the growth of its competitor Coca-Cola very adversely. Similarly Pepsi tied up with Thumps-Up the Indian soft drink brand to penetrate the market before making an offer of acquisition that Thumps-UP could not refuse (Weston et al., 2003). This synergetic and partnered penetration also worked well with making a foreign brand get acceptance in India, which had traditionally been very resistance to foreign brands. In the meantime of course Pepsi continued to grow organically in other markets and later in the markets it thus entered through more externally oriented growth options i.e. alliances and mergers and acquisitions. This example opens up one more dimension of the interface between the different strategic options. This is about one leading to the other. The most familiar one is the alliance option leading to a merger or acquisition- where the former is essentially a taster that builds confidence in the merger. After merger or acquisition the strategising for organic development becomes very crucial, because two different legacies come into play à ¢Ã¢â€š ¬Ã¢â‚¬Å" moving forward as one firm is bereft with challenges (Datta, 1991; Mintzberg et al., 2003, p. 129). The following figure captures this interface. Organic development is a stable option while an alliance is an option with an external locus that can (but not necessarily will) lead to an MA, while MA itself is a function of further and focussed organic development. Alliances can also result in further progress along the partnership trajectory or withdrawal, contingent on how the issue of mutual benefits and over time trust shapes up. An MA in contrast à ¢Ã¢â€š ¬Ã¢â‚¬Å" if it fails can also lead to disposal or a de-merger as is sometimes called, which is very difficult and costly to do (DePamphilis, 2008, p. 531). It can also require organic development that is not à ¢Ã¢â€š ¬Ã¢â‚¬Å" normal but calls for restructuring as well to co-opt the new organisation that comes into being requiring a merger of two legacies. Figure 1: Interface and Non-Exclusive nature of the Growth Options 3. Advantages and Disadvantages of the Growth Options This section extends the contrasts the organic development and the mergers and acquisitions option, building on the prior section that outlines there nature and mutual interface. In doing so it also invariably engages a comparison with the alliances perspective which is the third and arguably the midway perspective intertwined with the other two as explained in the preceding section. The disadvantages and advantages of the growth options are discussed and then summarised. Because of its internal locus of control organic development is easier to control. It is an incremental growth option which builds on core competencies and feeds on rents the firm draws from its operations to fuel expansion. To this extent while it is slower relative to other options it also entails lower risk. Even if debt financing is subscribed to à ¢Ã¢â€š ¬Ã¢â‚¬Å" it is leveraged on current operational throughput and not on future estimates as in mergers and acquisitions, where such estimates are hig hly contingent on the success of a complex post-merger acquisition process (Ghoshal and Gratton, 2002, p. 34). The organics growth option often involves more upfront revenue costs even if debt financing is subscribed to. Furthermore its value in terms of surprising competition because of its slow trajectory is low. Competition is likely to predict the outcomes and resultant value a firm will draw from its investments in organic growth. Alliances and Joint Ventures are a step up from the mergers and acquisition process they transcend limited competencies by alliancing and drawing the resources of the partner. In many cases such alliances lead to much superior value than would be possible given the constrained and limited scope of one enterprises resources and capabilities. This unlike organic development moves can usually surprise competitors but can also crumble easily because it is a partnership based on a perception of mutual benefit. Only when it goes beyond benefits to trust can it be rather stable. It does not give real control to anyone enterprise and usually each tries to get more value out than the other. Relative dominance of collaborators may shape an alliance that is not only stressful but is likely to sometimes result in sub-optimal value for both parties. However, when it transcends the benefit harnessing premise to trust between partners it can sometimes sow the seeds for a rather amicable merger and acquisition (DePamphilis, 2008, p. 539). Mergers and acquisitions do not usually arrive by joint ventures but independent of it. They are closely guarded secrets even if deliberated for considerable period of time. When they occur and/or are announced they can cause a ripple in the industry and also surprise competition. Mergers and acquisitions fundamentally extend competencies by integrating new ones provided these new ones do not conflict with the old ones/ the other set of competencies, but act as complements. The economies scal e and scope in production and in reach to markets also stands extended if there is not much duplication or conflict in drawing synergies (Harrison, 1991, p. 178; Sirower, 1997, p. 17). In essence the search for parties with true complementary resources is critical for drawing synergies for benefits from an MA. Not only the merger and acquisition costly but it hits profits in the short run due to market uncertainty in the short run and also focus on integration than operational excellence that is required in the immediate aftermath. This aftermath can extend to several years as in the case of GlaxoSmithKline (GSK) than came together as a consequence of the merger between GlaxoWellcome and SmithKlineBeecham in 2000. The post-merger integration activities continued for almost the next few years. For instance, the post-merger integration of project practices was rolled out after initial smoothening and alignment of resources only in 2003 and then took another few years of refineme nt based on feedback to get firmly in place. Though this was a successful merger the process itself was costly in terms of resource commitment (Weston et al., 2003, p. 151). Similarly the dilemma faced by AmBev the merged entity from the coming together of Anthartica and Brahma took even longer to stabilise because of fundamental nature of the business of these two Brazilian brewery firms. One was conservative and the other rather ambitious in terms of marketing and product selection. This impacted some incongruence in how the combined top leadership made strategic decisions post-merger. Another important thing to note is that in the rushed market manoeuvres of the 1990s it was always an explicit dilemma à ¢Ã¢â€š ¬Ã¢â‚¬Å" whether to focus on integration or go for more mergers and acquisitions. Though AmBev opted for the latter and was successful- it was a risky manoeuvre to invest in MAs without realising true synergies from past MAs (Mintzberg et al., 2003, p. 130). This also brings forth another aspect of managerial hubris that can be fuelled by successful MAs initially and making the top leadership run on this trajectory of high risk for very long periods. The case of Saatchi and Saatchi that found this to be its nemesis is aft cited as an example of MA moves that went on for too long, were led by managerial hubris and eventually led to organisational decline, because synergies were not appropriated (Minztberg et al., 2003, Haleblian et al., 2009). The risk mergers and acquisitions entail puts an argumentative quotient to their speed. They are not really fast if one were to look at the time it takes to draw synergy, and if done careful require more time than usually appreciated to scope a relationship like in an alliancing arrangement. As Faulkner and Bowman (quoted in: Gaughan, 1994) say: Of the various opportunities to growth which may exist, the option of acquisition [and merger!] is by far the riskiest, unless pursued after an extend ed period of close collaboration with the target company [between the target companies] as a partner In summary the relative advantages and disadvantages can be summarised as follows: Table 1: Summary of Advantages and Disadvantages of growth Options ROUTES TO GROWTH Organic Development MA Alliance and Joint Ventures Advantages Easier to control Arguably perceived to be Fast (but in reality could be painstakingly slow if Post merger integration issues are not tackled well) Opens exciting opportunities Builds around core competencies Extends Competencies and opportunities Transcends limited competence Lower Risk Surprises Competitors in many cases Surprises Competitors in some cases Disadvantages Slower Costly May crumble easily-backing out easier May involve upfront revenue costs More Difficult and riskier given the history of MA à ¢Ã¢â€š ¬Ã¢â‚¬Å"performance indicators ambiguous Collaborators may dominate Unlikely to surprise competitors Hits Profits Doesnt give control-arguably lower quality earnings (Adapted from Gaughan et al., 1994, p. 355-412) 4. Synergetic Growth and Drawing Synergies In organic growth option synergetic growth is a given because the locus of control is internal. Any improvements in profitability and performance say in RD and market growth indicate the synergies that have been accumulated and delivered for growth. The incremental value is usually slow but clearly aligned to organizational resources and capabilities. The idea becomes more nuanced when one speaks of two entities coming together to shape a new one as in an MA. The sense for doing this will only when the combined value is greater than the sum of the parts i.e. greater than the sum of their value generation when they were apart. This is where the contrast of value, synergies and also expectations between organic growth and mergers and acquisitions becomes much amplified from a perspective of rationale (Larsson and Finkelstein, 1999, p. 21; Sirower, 1997, p. 41). Synergy theory expects that there is really something out there which enables the merged /combined entity to create shareholders value. In other words synergy is ability of merged/combined entity to generate higher shareholders wealth than the stand alone entities. Economically it can be said to translates into ability to further limit competitors ability to contest their or the targets current input markets, processes, or output markets, and/or ability to open markets and/or encroach on their competitors markets where these competitors cannot respond. Clearly the shift in synergies or expectations about it is only incremental in the case of organic development in the case of mergers and acquisitions this is rather radical (Sirower, 1997, p. 34, 45) The two main types of synergies are operating and financial synergy- as discussed in literature that tried to examine the efficacy of merger and acquisition cases. Operating synergy refers to the efficiency gains or operating economies that are derived in horizontal and vertical mergers. Financial synergy in the main refers to the possibilit y that the cost of capital can be lowered by combining one or more companies. One of the main sources of operating synergy is the cost reductions that occur as a result of corporate combination. These cost reductions may come as a result of economies of scale (decrease in per unit cost due to the increase in size or scale of the company). The other is economies of scope which is the ability of the firm to utilize one set of inputs to provide a broader range of products and services. Financial synergy refers to the impact of a corporate merger or acquisition on the costs of capital to the parties in the MA transaction. However whether financial synergy actually exists is a matter of dispute within corporate finance. The combination of firms can reduce the risk if the firms cash flows are not perfectly correlated. If the transaction lowers the volatility of cash flows then the suppliers may consider the firm less risky (Filatochev and Toms, 2003, p. 900). Drivers of synergy a re thus a whole gamut of factors in mergers and acquisitions in contrast to routine and linear combination of production and operations feeding into strategy in organics development. This relative complexity in mergers and acquisitions is as outlined in the figure below. These combine and augment each other for delivering synergy which is the indicator of an MA transaction. Factors such as strategic relatedness, culture and modus operandi of the transaction influence the extent of and time taken to achieve synergy levels that are stated in the transaction objectives. It is not that these factors do not appear in organic development scenario à ¢Ã¢â€š ¬Ã¢â‚¬Å" only that they are streamlined and dormant as concerns because of the stable platform of incremental and slow pace of investment with mostly lower expectations of returns compared with MAs (Haleblian and Finkelstein, 1999) Figure 2: Amplification of a complex set of factors in MA relative to organic growth (Adapted f rom: Weston et al, 2003, p. 43) For example, in the case of the eBay à ¢Ã¢â€š ¬Ã¢â‚¬Å"Skype transaction in the middle of the last decade operational synergy in this vertical integration is argued in context of economies of scope given the ideas of creating more users, increasing presence abroad, the role of real time communication in e-commerce e.t.a. Economies of scale have been implied in the idea of creating and enabling faster communication between buyers and sellers. EBay also acquired resources to compete with rivals ranging from Google, Microsoft et al from a perspective based on Porters five forces model (discussed in Mintzberg et al,, 2003, p. 131). There is some argument about how the markets would see this integration given that Skype was seen as potentially more volatile. Though there is insufficient financial information to comment further on financial synergy, the mode of acquisition pay-out being linked to performance and with sales improvement- the argu ment may contribute to stability and financial value perception of the MA deal. The rolling acquisitions eBay made also resulted in making the suppliers of capital a bit apprehensive like : is it too many too quickly, will it be a case of indigestion. Clearly the MA mode brings external control and external interface into play that goes beyond just the external entity being merged with or acquired. Also, the eBay and Skype deal looked at a gestation period contingent on performance. This was de-facto not a complete deal in conventional MA terms but arguably a progression from a quasi-alliancing kind of a mode to a complete acquisition. Organic development at eBay was argued to be costly relative to just acquiring Skype (given video-voice based real time communication technologies). However, this perception of cost as argued in acquisition justification talks is sub-optimal; the costs have to include the risks of integration, investment of resources in facilitating and intern alizing the acquisition à ¢Ã¢â€š ¬Ã¢â‚¬Å" among others. The Ebay and Skype integration did not last long, with eBay selling off Skype in 2009 (TC News, 2009). From a true cost perspective that sometimes includes unforeseen elements including firm reputation, it is rare to find an MA that is less costly than organic development. Of course when a success and with returns factored in MA is a option that promises returns that are much higher- I a typical high risk high return setting that characterizes growth options. Also while an alliancing though could be a competitive strategic option in the case of Ebay-Skype, Skpye was an acquisition target for competitors like Goggle and Microsoft, making it sensible for eBay to go for an acquisition. However, in hind sight eBay could do with a mix of growth options across the transactions it has made with the 18 companies (all acquisitions) to closely ponder where and if, it could go for alliancing or organic development in some cases instead of acquisitions to optimize usage of company resources (TC News, 2009; Harrison, 1991). 5. Contrasting Key Performance Indicators and amplified needs Another complex process that entails Mergers and Acquisitions is a view on the key performance indicators that becomes inherently complex. As the list of generic key performance indicators suggests- almost all become amplified. For example retention of existing customers while in organic growth is subject to standard marketing strategies in MA it also becomes a function of realigning brand equity related perceptions. The list in the table below also have some elements that are explicit in terms of mergers and acquisitions like on achieving synergy and integration and also systems alignment and personnel leaving (turnover). This creates new pressures for management- alternate processes and even internal change projects have to be set up. This is also a validation for the earlier assertion that it can in effect be time consuming and because of such diverted attention, among other things MA can hit profits in the short run. Table 2: A perspective on performance concerns Perspective Key Performance Indicator Customers Retention of Existing Customers Efficiency in Delivering Services Financial Synergy Components Captured to Date Timely Financial Reporting Timely Cash Flow Management Operational Completion of Systems Analysis Reassignments to all Operating Units Resources Allocated for Workloads Human Resource Percentage of Personnel Defections Change Management Training Communication Feedbacks Organizational Cultural Gaps between companies Number of Critical Processes Defined Lower level involvement in integration (Adapted from: Weston et al., 2003, p. 55) Likely challenges for eBay are going to be related in the main to systems analysis to integrate Skype voice and video communication into the auction-sale-purchase system it has. Skpye is seen as a smaller more rebellious company intent on keeping its individuality even when it is a part of eBay. In this sense cultural gaps and communication-feedbacks between companies will need to be addressed very carefully (Weston et al., 2003, p. 114). Performance monitoring i.e. synergy components captured over time for the proposed performance linked payout may also need clear upfront guidelines. The resources of eBay are stretched given the rolling acquisitions it has made; it was initially interesting to see how it deployed resources for the post-merger integration initiative (TechDirt, 2006). There are also other issues that can be used to contrast the needs of the MA process versus the organic growth option. One of these that merit a m ention at the close of issues and characteristics discussed in the paper is the role of regulatory bodies and how they perceive either. In the case of organic growth the impacting regulations are mostly operational but in the case of MA regulatory authorities pay close attention to what is the impact of an MA on the industry competition and consumer interests. 6. Conclusions This paper has shown a clear case for contrast between mergers and acquisitions and organic growth, and has also contextualized the midway route of alliancing. In highlighting issues, concerns and relative merits and demerits the paper is particularly oriented towards highlighting the relative risk of MA and clarifying the mistaken perception that they are quick. They can be rather slow as well given the need for achieving synergies through post-merger acquisitions. Among other things another highlight has been the implications for organizations to adopt a mixed portfolio of growth strategies contingent on the situation and resourcing strengths. REFERENCES Datta, D. K. (1991). Organizational fit and acquisition performance: Effects of post-acquisition integration. Strategic Management Journal, 12(4): 281-29 DePamphilis, D (2008). Mergers, Acquisitions, and Other Restructuring Activities. New York: Elsevier, Academic Press. pp. 520-543 Filatotchev, I. and Toms, S. (2003) Corporate Governance, Strategy and Survival in a Declining Industry: A Study of UK Cotton Textile Companies, Journal of Management Studies, 40, 4: 895-920 Gaughan, P. (1994). Readings in Mergers and Acquisitions. Blackwell, pp. 127-444 Ghoshal, S. and Gratton, L. 2002. Integrating the enterprise. MIT Sloan Management Review, 44(1): 31-38. Haleblian, J. Finkelstein, S. (1999). The influence of organizational acquisition experience on acquisition performance: A behavioral learning perspective. Administrative Science Quarterly, 44(1): 29-56. Haleblian, J., Devers, C. E., McNamara, G., Carpenter, M. A., and Davison, R. B. (2009). Taking stock of what we know about mergers and acquisitions: A review and research agenda. Journal of Management, 35: 469-502 Harrison, J. S.(1991). Synergies and post-acquisition performance: Differences versus similarities in resource allocations. Journal of Management, 17(1): 173-190. Larsson, R. and Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10(1): 1-26. Mintzberg, H. Lampel, J. Quinn, J.B. and Ghoshal S (2003) The Strategy Process: Concepts, Contexts Cases, Prentice Hall, pp. 123-134, 231-327. Sirower, M. L. (1997). The Synergy Trap. New York: The Free Press, p. 13-71. Sudarsanam, S (2003). Creating Value Through Merger and Acquisitions: The Challenges, an Integrated and International Perspective, 1st Edition, Prentice Hall. pp. 33-78 TC News (2009) EBAY sells Skype, Available online from https://techcrunch.com/2009/09/01/confirmed-ebay-s ells-skype/ [Accessed 21 November 2011] TechDirt (2006) Still Waiting To See The Magical Synergies Of The eBay-Skype Mergerhttps://www.techdirt.com/articles/20061113/005402.shtml [Accessed 22 November 2011] Weston, J.Fred, Mark L. Mitchell, J.Harold Mulherin (2003) Takeovers, Restructuring, and Corporate Governance, 4th Edition, Prentice Hall. pp. 13-56, 112-167

Analysis Of The Poem An Unknown Girl And Still I...

Both poems â€Å"An Unknown Girl† and â€Å"Still I rise† have a very different narrative story and both poets use various different poetic devices to draw empathy and sympathy from their audiences, however both poems covey an overall positive mood. In the poem ‘Still I Rise’ by Maya Angelou, the poet uses repetition, metaphors and similes to express to her audience about how she has overcome racism in her life through demonstrating a strong, proud and defiant attitude to inspire others. In the poem â€Å"An Unknown Girl†, Moniza Alvi also uses poetic techniques such as metaphors, personification, alliteration, repetition and similes in order to depict her journey in rediscovering her cultural identity. The title â€Å"Still I Rise† is short and simple but yet very powerful. The title serves to set the scene for the entire poem. Maya Angelou uses the phrase of the title throughout the entire poem, and the repetitive nature makes clear what the entire point of the poem is. It is a pivotal phrase in the poem and is used almost as a mantra, just emphasising the fact that no matter how much pain, hatred, and fear she undergoes, she is able to rise above it all. The word â€Å"still† already shows her ability to stand up for her rights. On the other hand, the title â€Å"An Unknown Girl† has a very deep meaning to it. The word ‘unknown’ brings out the sense of uncertainty and mystery but the clever use of the pun is quite effective. The title is not only for the girl who is applying the henna, who remainsShow MoreRelated Racism in Literature Essay2573 Words   |  11 PagesLiterature Analysis Most literature authors write stories on different genres like poems, stories, and plays. These works are written using a variety of elements of literature for instance setting, themes, conflict, and characters. The following essay discusses the element of racism as a theme in Margaret Laurence’s short story â€Å"The Loons,† Langston Hughes’ poem, I Too, Sing America, and W.E.B Du Bois’ book, â€Å"The Souls of Black Folk.† â€Å"The Loons† is a short story that was done by MargaretRead MoreThomas Hardy Poems16083 Words   |  65 Pagess profiting! Then would I bear, and clench myself, and die, Steeled by the sense of ire unmerited; Half-eased, too, that a Powerfuller than I Had willed and meted me the tears I shed. But not so. How arrives it joy lies slain, And why unblooms the best hope ever sown? --Crass Casualty obstructs the sun and rain, And dicing Time for gladness casts a moan.... These purblind Doomsters had as readily strown Blisses about my pilgrimage as pain. HAP ANALYSIS Firstly the word hap meansRead MoreSupernatural in American Fiction Essay2928 Words   |  12 PagesSupernatural in American Fiction The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown. Therefore, it makes sense that if mortals cannot bear the darkness, they [should not] not go there. If man dislikes black night and yawning chasms, then should he not even consider them? Shouldnt man seek out the sunshine, instead? The remedy is very simple: Avoid the darkness and seek the light. But, no. Mankind would never submitRead MoreLiterature and Language10588 Words   |  43 Pagesexamples, both of which describe inner city decay in the U.S. The first is from the Observer (29 November 1995) : ex.9-1 The 1960 dream of high rise living soon turned into a nightmare. In this sentence, there is nothing grammatically unusual or â€Å"deviant† in the way the words of the sentence are put together. However, in the following verse from a poem, the grammatical structure seems to be much more challenging, and makes more demands on our interpretative processing of these lines: ex.9-2Read MoreAmerican Literature11652 Words   |  47 Pagespossibilities feature landscapes of dark forests, extreme vegetation, concealed ruins with horrific rooms, depressed characters Effect: ï‚ · ï‚ · ï‚ · ï‚ · today in literature we still see portrayals of alluring antagonists whose evil characteristics appeal to one s sense of awe today in literature we still see stories of the persecuted young girl forced apart from her true love Historical Context: ï‚ · industrial revolution brings ideas that the old ways of doing things are now irrelevant Realism periodRead MoreWalts Whitmans Vision of America in Leaves of Grass17685 Words   |  71 PagesSous†©la†©direction†©d’Anne†©Roland†Wurzburger†© Gymnase†©du†©Bugnon,†©Lausanne†© 2012†©  «I have sung the body and the soul, war and peace have I sung, and the songs of life and death, And the songs of birth, and shown that there are many births. I have offerd my style to every one, I have journeyd with confident step; While my pleasure is yet at the full I whisper So long! » Walt Whitman, So Long !, Deathbed edition (1892) †© 2 Walt†©Whitman’s†©vision†©of†©America†©in†©Leaves†©of†©Grass†© †© Contents†© I. †© Introduction†©Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read More Cultural Activism and Culture Jamming Essay5153 Words   |  21 Pagesdivided in such a way. She provides an example of an artist who she believes has organically assimilated the political. She quotes muralist Elizabeth Catlett, who states, Among other things, I learned that my sculpture and my prints had to be based on the needs of people. These needs determine what I do. Some artists say they express themselves: they just reflect their environment. We all live in a given moment in history and what we do reflects what level we are on in that moment. You must,Read MoreEssay on the Role of Women in Ancient Greece14417 Words   |  58 PagesEcon Gov (2009) 10:221–245 DOI 10.1007/s10101-009-0059-x ORIGINAL PAPER â€Å"Rulers ruled by women†: an economic analysis of the rise and fall of women’s rights in ancient Sparta Robert K. Fleck  · F. Andrew Hanssen Received: 10 January 2008 / Accepted: 27 May 2008 / Published online: 20 March 2009  © Springer-Verlag 2009 Abstract Until modern times, most women possessed relatively few formal rights. The women of ancient Sparta were a striking exception. Although they could not vote, SpartanRead MoreTeaching Pronunciation7436 Words   |  30 Pageshad been studied and analyzed by many great teachers. I tried also to do a research and I dedicated it to this topic :† WAYS OF TEACHING PRONUNCIATION IN TEFL â€Å".I did it because I feel it important and necessary to be taught in schools lyceums or even individually. My research comprises four chapters .The first one is a practical one , the second and the third are practical chapters and finely the last one is left for general conclusions. As I have already mentioned the first chapter is a theoreticalRead MoreSerbian Nationalism And Identity Of A Nation State s Identity3643 Words   |  15 PagesPerhaps one of the biggest points of contention in Serbia is nationalism and identity. Serbian nationalism is especially unique due to its particular ethnic implications. It can be traced back to the rise of nationalism in the Balkans during Ottoman rule. Serbia has existed between various empires and nation states. Many Serbians voice the need for self-autonomy, often citing being ruled by outsiders for hundreds of years. Today Serbia seen by its people as an unfinished state. Thus, the need for

Alaska Milk Free Essays

string(65) " so that they can enjoy their fruitful years in their existence\." Dear Wilfred Steven Uytengsu, Jr. , My name is Joselito T. Santos Jr. We will write a custom essay sample on Alaska Milk or any similar topic only for you Order Now and I’m a senior at San Beda College, majoring in legal management. As a graduating student of the said college an important school paper requirement for one of my subject which is Strategic Management should be accomplished to graduate. I’m writing to express my interest in making a Strategic Management paper for your prestagious company which is the Alaska Milk Company Philippines. Documents such company documents, financial documents and marketing documents will be needed for the progress of my paper. I will assure that all of your documents will be taken care of and only be used as reference for the progess of my paper. Im hoping you will help me and in return I will provide your company a great Strategic Management Plan for the development of your company. Thank you. Sincerely, Joselito T. Santos Jr. ALASKA MILK CORPORATION OUR VISION†¦ Is to be a leading consumer foods company with a diversified portfolio of consumer food brands and products that are market leaders in their respective categories. OUR MISSION†¦ PRODUCT DEVELOPMENT We will continue to build on the strengths and competitive attributes of the ALASKA brand and develop its full marketing potential. We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. CUSTOMER SERVICE Customer relationship is an integral part of building the Alaska business. We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. We strive to know and understand our customers fully to bridge the gap between what they need and what we can give. QUALITY Ultimately, the consumer whom we serve and their level of satisfaction with our products become our final judge and jury. We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. PEOPLE We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. Their wealth of experience, ideas, dedication and strong work ethic lay the foundation for the Company’s continued success. It is our goal as much as it is theirs, to pursue and reach their full potentials through continuing education, training, and skills-enhancement programs. We challenge each individualby providing the opportunity to contribute to the Company’s endeavors. PROFITABLE GROWTH Growth that creates value for our shareholders is paramount. We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. SOCIAL RESPONSIBILITY We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Original Mission Product and Services Yes We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. Quality Yes We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. Market No Concern for survival and profitability Yes We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. Technology Yes We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. Philosophy No Self Concept No Concern for Public Image Yes We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Concern for Employee Yes We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. Revised Vision Is to be a leading and the number one dairy consumer foods company in the Philippines both Luzon,Visayas and Mindanao regions with a distinct and well known various consumer food brands and products that are market leaders and highest profit earners in their respective categories, Revised Mission Product and Services Yes We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. Quality Yes We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. Market Yes We are committed in building a brige connecting all Filipinoes who are not just living in Luzon but also Filipinoes who are living in Visayas and Mindanao and targeting all economic classes in the Philippines such as the upper,middle and lower classes by providing new a product with quality and affortability. Concern for survival and profitability Yes We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. Technology Yes We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. Philosophy Yes We provide consumers with our products a choice to make their bodies to be more healthier and fit. Have a healty lifestyle and to live longer so that they can enjoy their fruitful years in their existence. You read "Alaska Milk" in category "Papers" Self Concept Yes We recognize that the company for so many years our company touches the hearts of all Filipinoes and with that we are one of the top supplier of consumer products in the Philippines. So we believe we provide provide products that has quality and affortability Concern for Public Image Yes We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Concern for Employee Yes We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. New Mission and Vission Vision Is to be a leading and the number one dairy consumer foods company in the Philippines both Luzon,Visayas and Mindanao regions with a distinct and well known various consumer food brands and products that are market leaders and highest profit earners in their respective categories, Mission Product and Services Yes We will continue to build on the strengths and competitive attributes of the ALASKA brand and develop its full marketing potential. We will develop new products and identify market opportunities, mindful of our task to be responsive to the ever changing and growing needs of our consumers. Quality Yes Ultimately, the consumer whom we serve and their level of satisfaction with our products become our final judge and jury. We are committed to deliver high quality milk and other consumer food products from production to consumption. We will respond to the call to deliver higher quality nutrition to every Filipino home. Market Yes We are committed in building a brige connecting all Filipinoes who are not just living in Luzon but also Filipinoes who are living in Visayas and Mindanao and targeting all economic classes in the Philippines such as the upper,middle and lower classes by providing new a product with quality and affortability. Concern for survival and profitability Yes Growth that creates value for our shareholders is paramount. We will deploy our resources on investment opportunities that are within our core competence and yield excellent returns relative to its risks and which are consistent with our growth objectives. Technology Yes Customer relationship is an integral part of building the Alaska business. We aim to provide our partners in trade the best and most efficient service, making use of leading edge technology to ensure timely product availability and accessibility. We strive to know and understand our customers fully to bridge the gap between what they need and what we can give. Philosophy Yes We provide consumers with our products a choice to make their bodies to be more healthier and fit. Have a healty lifestyle and to live longer so that they can enjoy their fruitful years in their existence. Self Concept Yes We recognize that the company for so many years our company touches the hearts of all Filipinoes and with that we are one of the top supplier of consumer products in the Philippines. So we believe we provide provide products that has quality and affortability Concern for Public Image Yes We recognize our role in nation building by promoting the protection of the environment and taking part in various community-building projects that help enhance and uplift the quality of life of the underprivileged and the marginalizedsectors of our society. Concern for Employee Yes We recognize that our people, the Alaska Team Members, are on of our most important assets and we are committed to promote their safety and welfare. Their wealth of experience, ideas, dedication and strong work ethic lay the foundation for the Company’s continued success. It is our goal as much as it is theirs, to pursue and reach their full potentials through continuing education, training, and skills-enhancement programs. We challenge each individualby providing the opportunity to contribute to the Company’s endeavors. Chapter 1 Introduction Alaska Milk products were first manufactured in the Philippines in 1972 through Holland Milk Products, Inc. (HOMPI), a partnership between AMC’s former parent company, General Milling Corporation (GMC), an industrial foods company with interests in flour, feed and soy bean milling, and a Dutch dairy company, Holland Canned Milk International B. V. HOMPI initially manufactured liquid canned filled milk products, (evaporated and sweetened condensed milk) and eventually expanded to manufacture powdered filled milk and UHT milk products division up until AMC’s spin-off and incorporation as a separate and independent corporate entity in 1994. It was also a time when the company embarked on a major expansion program which prompted the company to tap the capital markets through an initial public offering (IPO) to raise funds for the capacity expansion of its powdered milk facilities. Alaska Milk shares were listed in the Philippine Stock Exchange in 1995. Post-IPO, GMC held 66% of AMC while 34% was left in free float to the public. In mid-1997, however, GMC transfered its 66% ownership in AMC to individual shareholders of GMC through a property dividend, thus fully divesting its interest in AMC and enabling management to consolidate and focus its efforts in pursuing AMC’s interests in the consumer foods industry. Currently, management and strategic partner Campina Melkunie hold 56% while 44% is in public free float. For over thirty years, AMC has emerged as one of only two major players in the Philippine milk industry, consistently maintaining brand leadership in the liquid canned milk category and holding a strong and growing position in powdered milk. It has also expanded into higher value-added milk products, particularly in UHT/Ready-to-Drink milk category. Apart from growing its core businesses, AMC endeavors to diversity and explore opportunities in related consumer products with global food companies that will complement AMC’s existing revenue base. In 1972, Alaska began caring for the Filipino family by providing quality milk products for good nutrition and health. Since then, it has shown its caring in other ways: through programs that promote sports development, campaigns that foster good values among children and product innovations aimed at enhancing the Filipino’s health and welfare. It is this commitment to the Filipino that has made Alaska a leading brand. In 1996, the mission of caring for the Filipino and bringing nutrition to each home grows stronger than ever, as Alaska looks forward to the next 25 years. Board of Directors Our board of directors have successful careers in businese, academe and public service. With their wealth of experience, they add significant perspective and direction into how management shapes and executes business strategies. ANTONIO H. OZAETA Chairman of the Board JUAN B. SANTOS Vice Chairmanof the Board WILFRED STEVEN UYTENGSU, JR. Director ROBERTO F. DE OCAMPO Independent Director GRAHAME S. TONKIN Independent Director JOSE R. FACUNDO Independent Director MICHAEL R. B. UYTENGSU Director ATTY. RAMON ESGUERRA Director DR. BERNARDO M. VILLEGAS Independent Director Our senior management team shares the same mission, vision and values — driven by a sense of accountability to be successful as individuals and as a company. WILFRED STEVEN UYTENGSU, JR. President and Chief Executive Officer JOSELITO J. SARMIENTO, JR. Senior Vice President Chief Financial Officer ARNOLD L. ABAD Vice-President, Accounting Controller MA. BELEN M. FERNANDO Vice-President, Marketing SANTIAGO A. POLIDO Vice President, Corporate Affairs FRANCISCO T. IDIAN Vice President, Sales AARON D. FULTON Director, Operations THOMAS NILSSON Director, UHT Operations REYCELLE M. RODRIGUEZ Director Materials Management ALFREDO B. JAVIER Asst. Vice President, Internal Audit ANSELMA G. CABANTAN Asst. Vice President, Information Systems II Research and methologies Research Design Data that will be used for the company analysis will be gathered from the websites of Alaska Milk Company, documents and other papers will be get from a connection working inside the company and other government agencies such Securities of Exchange Commisions and National Statistics Office. These government offices have the relevant informations for the paper to progess To assess Alaska’s performance relative to its competitors, audited financial reports for 2010 and 2011 will be obtained from Alaska Milk Company as well as its key competitors from the Securities and Exchange Commission. Aside from getting and providing financial data, the published annual reports in general circulations such as newspaper will also serves as a good source of internal and competitor information. Statements from the corporate website of Alaska and its competitors will be used to determine recent developments, marketing activities and other internal and competitor information. To be able to benchmark the pricing of the company relative to its competitors, various. Scope and Limitation This paper will be limited to Alask Milk Coporation dairy food ventures in the Philippines. This paper intends to create a product which has a high demand in the food market and making a dairy product that will be competing to an exisiting market. The paper will focus on how can the company attract consumers to buy, earn profit and compete in the Philippine food consumer market in providing a new product such as a milk tea powder and making an exsisting dairy product such as white cheese product. The paper will only concentrate to the introduced new business product such as the caramel milk tea powder and white cheese productions of Alaska Milk Company. It’s other products will not be tackled in this paper. Due to the timing of the submission of this paper, only the 2011 Annual report will be used. The strategies recommended in this paper will affect the financials of the company in 2012 up to 2016. Major Assumptions * Alaska Milk Company will be the first food consumer company to produce caramel milk tea powder drink all over the Philippines. Alaska Milk Company will be the first food consumer company to sell milk tea products in a low a price compare to its competitors. * Alaska Milk Company will be the first food consumer company to commercial and sell low priced nutrious white cheese products. * Alaska Milk Company White cheese product will be the number one cheese product in the Philipppines taking the place of other cheese product competitors. * The percentage in come of Alaska Milk Company will increase due to high demand of its new product III. External Analysis How to cite Alaska Milk, Papers