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Superdry case report huong le- 17097890KhanhHuongLe
Superdry is a British fashion brand founded in 2003 specializing in casual apparel. The report analyzes Superdry's business strategies, including its business model of selling through retail stores, e-commerce, and wholesale channels globally. It examines Superdry's management structure and financial performance, noting improvements since Euan Sutherland became CEO in 2014. The report also discusses Superdry's operational structure, communication strategies, and initiatives around sustainability and employee incentives. Overall, the report provides an overview of Superdry's operations and an analysis of the key business strategies driving its success as a global lifestyle brand.
Procter & Gamble and Unilever are two large consumer goods companies that have undergone organizational structure changes over time. P&G originally had a geographic structure but now focuses on industry-based sectors grouped into global business units. Unilever was jointly owned but now focuses on fewer, stronger brands through acquisitions. Both companies face opportunities in emerging markets but also threats from low-cost competitors. Recommendations include decentralizing responsibilities, motivating employees, adapting to new technologies, pursuing economies of scale for R&D, and focusing on emerging markets.
Indian Oil Corporation Limited (IOCL) is India's largest commercial enterprise and the only Indian company in the Fortune Global 500 list. It was formed in 1964 through the merger of Indian Oil Company Limited and Indian Refineries Limited. IOCL owns and operates seven of India's 17 oil refineries and controls nearly 40% of the country's refining capacity. The report provides an overview of IOCL's history, products, corporate structure, mission, values and SWOT analysis. It also introduces Barauni Refinery, one of IOCL's refineries located in Bihar. The report aims to provide knowledge about IOCL's capital budgeting decisions through analyzing investment projects.
Strategic Management
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
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Organic Growth: 4 key strategies to succeedjareddroy
It\'s no secret that Organic Growth is one of the many challenges Agency Owners are facing in today\'s Insurance Marketplace. This webinar will concentrate on FOUR Key Strategies an agency can use in 2012 to successfully grow organically. Join this webinar to hear Jared Roy and Josh Morgan, MarshBerry Consultants, explain how you can implement a proven process for Organic Growth through Organizational Infrastructure, Differentiation, Proactive Sales and Producer Investment. If you\'re an insurance agency owner, executive, or shareholder interested in growing your agency; this webinar has the answers.
In this 30-minute webinar we will reveal:
• Key strategies of organic growth leaders
• Examples of how to take action now
• Secrets of high performing agencies
• And more...
Suntory, a Japanese alcohol company, is considering acquiring Distill, a UK-based liquor brand. A report analyzes the financial and strategic performance of Distill to evaluate the feasibility of the acquisition. Distill has experienced declining revenue but improved profit margins in recent years. The acquisition would expand Suntory's brand portfolio and give it access to Distill's existing markets and skilled employees. A successful integration would require managing cultural differences, developing trust between employees, and controlling costs during the transition.
Comparison - Unilever Vs P&G- International Business and Marketing StategiesSwapnil Mali
This document provides a comparative discussion of the strategies used by Unilever and Procter & Gamble (P&G). It analyzes each company's brands and innovations, market presence, production strategies, and approaches to standardization and adaptation. The analysis finds that while both companies have been successful, Unilever has pursued a more globally balanced growth strategy, allowing it to potentially surpass P&G, whose focus has been more on its home market in the US.
Superdry case report huong le- 17097890KhanhHuongLe
Superdry is a British fashion brand founded in 2003 specializing in casual apparel. The report analyzes Superdry's business strategies, including its business model of selling through retail stores, e-commerce, and wholesale channels globally. It examines Superdry's management structure and financial performance, noting improvements since Euan Sutherland became CEO in 2014. The report also discusses Superdry's operational structure, communication strategies, and initiatives around sustainability and employee incentives. Overall, the report provides an overview of Superdry's operations and an analysis of the key business strategies driving its success as a global lifestyle brand.
Procter & Gamble and Unilever are two large consumer goods companies that have undergone organizational structure changes over time. P&G originally had a geographic structure but now focuses on industry-based sectors grouped into global business units. Unilever was jointly owned but now focuses on fewer, stronger brands through acquisitions. Both companies face opportunities in emerging markets but also threats from low-cost competitors. Recommendations include decentralizing responsibilities, motivating employees, adapting to new technologies, pursuing economies of scale for R&D, and focusing on emerging markets.
Indian Oil Corporation Limited (IOCL) is India's largest commercial enterprise and the only Indian company in the Fortune Global 500 list. It was formed in 1964 through the merger of Indian Oil Company Limited and Indian Refineries Limited. IOCL owns and operates seven of India's 17 oil refineries and controls nearly 40% of the country's refining capacity. The report provides an overview of IOCL's history, products, corporate structure, mission, values and SWOT analysis. It also introduces Barauni Refinery, one of IOCL's refineries located in Bihar. The report aims to provide knowledge about IOCL's capital budgeting decisions through analyzing investment projects.
Strategic Management
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: 9971223030
Organic Growth: 4 key strategies to succeedjareddroy
It\'s no secret that Organic Growth is one of the many challenges Agency Owners are facing in today\'s Insurance Marketplace. This webinar will concentrate on FOUR Key Strategies an agency can use in 2012 to successfully grow organically. Join this webinar to hear Jared Roy and Josh Morgan, MarshBerry Consultants, explain how you can implement a proven process for Organic Growth through Organizational Infrastructure, Differentiation, Proactive Sales and Producer Investment. If you\'re an insurance agency owner, executive, or shareholder interested in growing your agency; this webinar has the answers.
In this 30-minute webinar we will reveal:
• Key strategies of organic growth leaders
• Examples of how to take action now
• Secrets of high performing agencies
• And more...
Suntory, a Japanese alcohol company, is considering acquiring Distill, a UK-based liquor brand. A report analyzes the financial and strategic performance of Distill to evaluate the feasibility of the acquisition. Distill has experienced declining revenue but improved profit margins in recent years. The acquisition would expand Suntory's brand portfolio and give it access to Distill's existing markets and skilled employees. A successful integration would require managing cultural differences, developing trust between employees, and controlling costs during the transition.
Comparison - Unilever Vs P&G- International Business and Marketing StategiesSwapnil Mali
This document provides a comparative discussion of the strategies used by Unilever and Procter & Gamble (P&G). It analyzes each company's brands and innovations, market presence, production strategies, and approaches to standardization and adaptation. The analysis finds that while both companies have been successful, Unilever has pursued a more globally balanced growth strategy, allowing it to potentially surpass P&G, whose focus has been more on its home market in the US.
This document discusses strategic planning techniques for Autoglass Company. It begins by outlining Autoglass's mission, vision, objectives and core competencies. It then reviews vital issues in Autoglass's strategic planning, including analyzing strategies using Ansoff's Growth Matrix. Three planning techniques are explained for Autoglass: PIMS, BCG Growth Matrix, and SPACE Matrix. An organizational audit of Autoglass is provided using a SWOT analysis. Environmental audits using PESTLE analysis and Porter's 5 Forces are also carried out. The significance of stakeholder analysis for Autoglass is explained. Finally, possible growth strategies for Autoglass relating to substantive growth, limited growth and retrenchment are analyzed.
Substantive growth: Pursue international expansion by entering new markets in Europe and Asia through mergers and acquisitions.
Limited growth: Focus on market penetration and product development within the UK by offering new auto glass technologies and expanding services.
Retrenchment: Divest underperforming business units, cut costs, and downsize operations to improve profitability during an economic downturn.
The document appears to be a strategic business plan for Autoglass, a company that provides windshield repair and replacement services. It covers tasks related to strategic planning, analysis, and implementation for Autoglass. Task 1 discusses Autoglass' mission, vision, objectives, and strategic planning techniques. Task 2 involves organizational and environmental audits of Autoglass using tools like SWOT and PESTLE analyses. Task 3 analyzes growth strategies for Autoglass including mergers, acquisitions, and vertical/horizontal integration. The document provides an in-depth analysis to develop strategies to help Autoglass achieve its goals.
Autoglass began in 1984 through the merging of two companies. It focuses on high customer satisfaction through quality service and products. The company uses several strategic planning techniques to achieve its mission of customer loyalty, including analyzing its products using the BCG matrix and conducting organizational and environmental audits using SWOT and PESTLE analyses. Alternative growth strategies for Autoglass include organic growth through horizontal or vertical integration, as well as strategic alliances or franchising to expand internationally.
Here are 3 possible alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth:
- Expand into new geographic markets through strategic alliances or franchising agreements in other countries/regions. This allows for rapid substantive growth internationally.
Limited Growth:
- Focus on market penetration and increasing market share in existing markets through more aggressive marketing/advertising campaigns. This achieves limited, controlled growth within current operations.
Retrenchment:
- Divest underperforming business lines and locations to streamline operations. Resources from divested areas can be reinvested in core, higher-growth business segments to facilitate turnaround with reduced scope.
Autoglass provides windshield repair and replacement services. It has established itself as the market leader through high quality service and customer satisfaction. Autoglass uses strategic planning techniques like Ansoff's model to penetrate existing markets and develop new products. It analyzes its competitive advantages and conducts organizational audits using SWOT and PESTLE analysis to understand opportunities and threats in the industry environment. Stakeholder analysis helps Autoglass understand different stakeholder groups to effectively engage them in strategic decision making.
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
This document appears to be a business strategy assignment submitted by a student for the company Autoglass. It includes an executive summary that provides background on Autoglass and its operations. The document is then broken into 4 tasks that analyze various aspects of Autoglass' strategy, including its mission/vision, strategic planning issues, environmental analysis, growth strategies, and implementation plans. A variety of strategic planning techniques are discussed such as SWOT analysis, BCG matrix, SPACE matrix, and PESTLE analysis. The roles of various stakeholders are also examined.
This document provides an analysis of the strategic planning of Autoglass Company. It discusses Autoglass' mission, vision, goals, and core competencies which center around high customer satisfaction. It then reviews key issues in Autoglass' strategic planning like their competitive advantages that allow market penetration, product development, and market development. Finally, it explains strategic planning techniques for Autoglass like the BCG growth share matrix, PESTLE analysis, and SWOT analysis.
The document discusses how a multinational furniture company named Horizon abandoned its intended strategy. Horizon formulated a strategic plan to assess the market and set its strategy. However, after a few years it found itself making losses with poor product sales. It then decided to change its strategy, abandoning parts of its original intended strategy. The reasons for abandoning its strategy included relocating many of its showrooms to city areas with less customers, issues with corruption where officials kept money, using outdated and less durable furniture materials, and changing customer preferences towards more attractive and affordable items. The document concludes that while organizations create intended strategies, changes over time require new emergent strategies, with realized strategies being a product of intended as well as emergent
Autoglass provides windshield repair and replacement services. It has a mission of customer satisfaction and a vision of serving customers to achieve continuous growth. Its core competency is repairing any type of glass. Autoglass aims to be the market leader through strategies like expanding its product portfolio and market segments. It uses techniques like BCG matrix, SPACE matrix, and PIMS database to guide its planning. Environmental analyses show opportunities for growth but also threats from competition, suppliers, and policies. Stakeholder analysis is important for understanding influences on its strategies and operations.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
Strategic intent is an aspirational plan which is helpful to achieve the vision of the organization.
It inspires winning: winning of customers, winning against competitors, winning over the broader market.
It focuses on firm’s taking initiatives to change the strategy of the firm that will lead to competitive advantage.
Whatever the case, strategic intent turns strategy from a “fit” exercise to a “stretch” exercise.
Example: An intent retailer does not think about how to match a competitor’s operation, but to create even a better operation.
The specific features of strategic intent can be easily explained with the help of hierarchy or pyramid of the organization from the top-bottom.
Example: “Toyota motors” use quality circle (QC) and Just In Time (JIT) to get competitive advantage.
Example: When “Honda” entered the motorcycle market competitors thought there was no threat as it did not imitate Harley Davidson or Yamaha. But it chose to start with products that were internationally different. Then by carving out new, white space it developed a customer base & strong brand image.
The strategic intent of Reliance is to being a global leader of the lowest cost producer of polyester products by focusing on vertical integration & operational effectiveness.
strategic pyramid or hierarchy of strategy can be broadly categorized in the following manner.
Corporate level
Business level
Functional level
Corporate level strategy is a comprehensive plan which is developed by the top management for the company as a whole whether the firm is a small one product or large multinational corporation. on a continuous basis.
In a large multinational company corporate strategy is also about managing various product lines & business units for value maximization.
For example: corporate headquarters must play the role of “organizational parent” in that it must deal with various product & business unit as “children”. Even though each product line or business unit has its own competitors & it has to obtain its own competitive advantage in the market. The cooperation among different units as a whole succeed the “family”.
The Corporation’s directional Strategy is composed of three general orientations towards growth such as: Growth strategy expands the company’s activities.
Stability strategies make no change to company’s current activities.
Retrenchment strategies reduce the company’s level of activities
The growth strategy can be achieved by Integration. Integration can be horizontal & vertical.
Horizontal Integration is the degree to which a firm operates in multiple geographic locations at a time and increases the range of product & services offering to the current customers.
SBU: The corporations are responsible for creating value through their business. They do so by managing their portfolio of business, ensuring that the businesses are successful over long-term by developing Business Units & focusing on the compatibility of those.
This document outlines long-term strategies for Foresight Communications Group, a PR and marketing firm. It discusses objectives like forecasting future consumer behavior and anticipating market changes. Key long-term goals include adapting to evolving client needs through training, developing foresight capabilities, and building credibility. The immediate environment presents opportunities in Houston's energy boom but challenges include establishing name recognition as an independent practitioner competing against larger agencies.
Strategic intent is an aspirational plan which is helpful to achieve the vision of the organization.
It inspires winning: winning of customers, winning against competitors, winning over the broader market.
It focuses on firm’s taking initiatives to change the strategy of the firm that will lead to competitive advantage.
Whatever the case, strategic intent turns strategy from a “fit” exercise to a “stretch” exercise.
Example: An intent retailer does not think about how to match a competitor’s operation, but to create even a better operation.
The specific features of strategic intent can be easily explained with the help of hierarchy or pyramid of the organization from the top-bottom.
Example: “Toyota motors” use quality circle (QC) and Just In Time (JIT) to get competitive advantage.
Example: When “Honda” entered the motorcycle market competitors thought there was no threat as it did not imitate Harley Davidson or Yamaha. But it chose to start with products that were internationally different. Then by carving out new, white space it developed a customer base & strong brand image.
The strategic intent of Reliance is to being a global leader of the lowest cost producer of polyester products by focusing on vertical integration & operational effectiveness.
strategic pyramid or hierarchy of strategy can be broadly categorized in the following manner.
Corporate level
Business level
Functional level
Corporate level strategy is a comprehensive plan which is developed by the top management for the company as a whole whether the firm is a small one product or large multinational corporation. on a continuous basis.
In a large multinational company corporate strategy is also about managing various product lines & business units for value maximization.
For example: corporate headquarters must play the role of “organizational parent” in that it must deal with various product & business unit as “children”. Even though each product line or business unit has its own competitors & it has to obtain its own competitive advantage in the market. The cooperation among different units as a whole succeed the “family”.
Corporation’s directional Strategy is composed of three general orientations towards growth such as: Growth strategy expands the company’s activities.
Stability strategies make no change to company’s current activities.
Retrenchment strategies reduce the company’s level of activities.
Growth strategy is widely pursued by the corporations or industries those are designed to achieve growth in sales, profit & assets.
It can be achieved by both concentration & diversification.
Concentration within one product line or industry & diversification into other product line & industries.
It can use investing for new product or new market development internally or through mergers, acquisitions or strategic alliances.
Concentration strategies are very sensible as they try to compete successfully only within single industry.
Examples: McDonald’s, Starbucks
Running head TOTAL COMPANY STRATEGIC PLANS .docxagnesdcarey33086
Running head: TOTAL COMPANY STRATEGIC PLANS 1
TOTAL COMPANY STRATEGIC PLANS 6
Total Oiling Company: Strategic Plans
The Total Oiling Company is a well-known enterprise that has thousands of branches across the globe. It is a French multinational that integrated gas and oil companies. It is one of the six leading or superior oil companies in the world. The company’s businesses cover the gas and oil chain. They cover from the natural gas and crude oil, transportation, crude oil products trade, natural gas exploration and production, refining, marketing of petroleum products, and power generation. Additionally, the company has its head office in the West of Paris, Tour Total. The company’s history began with the creation of the CFP in the 1920s. CFP stands for the Compagnie Francaise des Petroles. Initially, the oil was produced in the Middle East. Later, Total began to expand into diverse petroleum, chemicals, refining and petroleum product marketing. They also expanded internationally. A hundred years down the line, Total Company has developed and grown to be a leading energy producer with a cutting edge innovation. The company's success is associated with the three statements. They have strengths and weaknesses connected to the statements. In addition, the company faces large opportunities as well as threats. All in all, the Total Company development and growth into an international company is tied to its customs and practices that place it at the top of the market in the oiling industry. In summary, the Total Oiling Company has grown into the broad brand due to its strategic plans.
The company has clear strategies that focus on the goals set, they employ the distinctive capabilities and actively manage their quality portfolio. As a result, the company creates a shareholder value because they create a sustainable cash flow freely. The flow is also over a long term. Additionally, Total Company is disciplined in its approaches that lead to the growth of their distributions to the shareholders over the time. First, the company has clear priorities that are to have or run compliant, reliable and sage operations (Hill, et. Al., 2014). Consequently, the company has better operations and safe performances. Secondly, Total aims at achieving a competitive project execution that will deliver projects efficiently. For this reason, the company meets its budget. Also, the company seeks to make financial choices that are disciplined and support growth (Hill, et. Al., 2014). Therefore, the business operates cash from its businesses, financial resilience and disciplined allocation of capital for it to achieve its financial goals. The third strategy is in creating a quality portfolio. The management actively manages the portfolio so that it identifies the company’s strength. Therefore, the company constantly explores its.
Autoglass provides windshield repair and replacement services across Europe. To maintain its leadership position, Autoglass uses strategic planning techniques like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. These help Autoglass evaluate its strengths, weaknesses, opportunities, threats in the market and with stakeholders to develop effective growth strategies. Some strategies Autoglass may pursue include organic growth, strategic alliances, licensing, and mergers or acquisitions to achieve substantive or limited growth.
A joint venture is when two or more companies collaborate on a business project for a set period of time. It allows companies to share resources and expertise to solve problems and achieve goals. Some advantages include entering new markets, accessing increased resources, and reducing risk. However, setting up joint ventures can be time consuming and differences in company cultures may cause issues. Successful examples include Volvo-Eicher and Tata-Docomo, while failed ones are Chrysler-Diamler and Yamaha-Escorts.
This document appears to be an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary on Autoglass' focus on customer needs and strong market position. The document is then divided into four tasks:
Task 1 explains Autoglass' mission, vision, objectives and strategic planning techniques. Task 2 includes an organizational audit and environmental analysis of Autoglass using SWOT and PESTLE. Task 3 discusses strategic alternatives and selecting a future strategy. Task 4 covers strategy implementation, resource requirements, and monitoring targets. In conclusion, the assignment analyzes Autoglass' strategy and makes recommendations.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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This document discusses strategic planning techniques for Autoglass Company. It begins by outlining Autoglass's mission, vision, objectives and core competencies. It then reviews vital issues in Autoglass's strategic planning, including analyzing strategies using Ansoff's Growth Matrix. Three planning techniques are explained for Autoglass: PIMS, BCG Growth Matrix, and SPACE Matrix. An organizational audit of Autoglass is provided using a SWOT analysis. Environmental audits using PESTLE analysis and Porter's 5 Forces are also carried out. The significance of stakeholder analysis for Autoglass is explained. Finally, possible growth strategies for Autoglass relating to substantive growth, limited growth and retrenchment are analyzed.
Substantive growth: Pursue international expansion by entering new markets in Europe and Asia through mergers and acquisitions.
Limited growth: Focus on market penetration and product development within the UK by offering new auto glass technologies and expanding services.
Retrenchment: Divest underperforming business units, cut costs, and downsize operations to improve profitability during an economic downturn.
The document appears to be a strategic business plan for Autoglass, a company that provides windshield repair and replacement services. It covers tasks related to strategic planning, analysis, and implementation for Autoglass. Task 1 discusses Autoglass' mission, vision, objectives, and strategic planning techniques. Task 2 involves organizational and environmental audits of Autoglass using tools like SWOT and PESTLE analyses. Task 3 analyzes growth strategies for Autoglass including mergers, acquisitions, and vertical/horizontal integration. The document provides an in-depth analysis to develop strategies to help Autoglass achieve its goals.
Autoglass began in 1984 through the merging of two companies. It focuses on high customer satisfaction through quality service and products. The company uses several strategic planning techniques to achieve its mission of customer loyalty, including analyzing its products using the BCG matrix and conducting organizational and environmental audits using SWOT and PESTLE analyses. Alternative growth strategies for Autoglass include organic growth through horizontal or vertical integration, as well as strategic alliances or franchising to expand internationally.
Here are 3 possible alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth:
- Expand into new geographic markets through strategic alliances or franchising agreements in other countries/regions. This allows for rapid substantive growth internationally.
Limited Growth:
- Focus on market penetration and increasing market share in existing markets through more aggressive marketing/advertising campaigns. This achieves limited, controlled growth within current operations.
Retrenchment:
- Divest underperforming business lines and locations to streamline operations. Resources from divested areas can be reinvested in core, higher-growth business segments to facilitate turnaround with reduced scope.
Autoglass provides windshield repair and replacement services. It has established itself as the market leader through high quality service and customer satisfaction. Autoglass uses strategic planning techniques like Ansoff's model to penetrate existing markets and develop new products. It analyzes its competitive advantages and conducts organizational audits using SWOT and PESTLE analysis to understand opportunities and threats in the industry environment. Stakeholder analysis helps Autoglass understand different stakeholder groups to effectively engage them in strategic decision making.
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
This document appears to be a business strategy assignment submitted by a student for the company Autoglass. It includes an executive summary that provides background on Autoglass and its operations. The document is then broken into 4 tasks that analyze various aspects of Autoglass' strategy, including its mission/vision, strategic planning issues, environmental analysis, growth strategies, and implementation plans. A variety of strategic planning techniques are discussed such as SWOT analysis, BCG matrix, SPACE matrix, and PESTLE analysis. The roles of various stakeholders are also examined.
This document provides an analysis of the strategic planning of Autoglass Company. It discusses Autoglass' mission, vision, goals, and core competencies which center around high customer satisfaction. It then reviews key issues in Autoglass' strategic planning like their competitive advantages that allow market penetration, product development, and market development. Finally, it explains strategic planning techniques for Autoglass like the BCG growth share matrix, PESTLE analysis, and SWOT analysis.
The document discusses how a multinational furniture company named Horizon abandoned its intended strategy. Horizon formulated a strategic plan to assess the market and set its strategy. However, after a few years it found itself making losses with poor product sales. It then decided to change its strategy, abandoning parts of its original intended strategy. The reasons for abandoning its strategy included relocating many of its showrooms to city areas with less customers, issues with corruption where officials kept money, using outdated and less durable furniture materials, and changing customer preferences towards more attractive and affordable items. The document concludes that while organizations create intended strategies, changes over time require new emergent strategies, with realized strategies being a product of intended as well as emergent
Autoglass provides windshield repair and replacement services. It has a mission of customer satisfaction and a vision of serving customers to achieve continuous growth. Its core competency is repairing any type of glass. Autoglass aims to be the market leader through strategies like expanding its product portfolio and market segments. It uses techniques like BCG matrix, SPACE matrix, and PIMS database to guide its planning. Environmental analyses show opportunities for growth but also threats from competition, suppliers, and policies. Stakeholder analysis is important for understanding influences on its strategies and operations.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
Strategic intent is an aspirational plan which is helpful to achieve the vision of the organization.
It inspires winning: winning of customers, winning against competitors, winning over the broader market.
It focuses on firm’s taking initiatives to change the strategy of the firm that will lead to competitive advantage.
Whatever the case, strategic intent turns strategy from a “fit” exercise to a “stretch” exercise.
Example: An intent retailer does not think about how to match a competitor’s operation, but to create even a better operation.
The specific features of strategic intent can be easily explained with the help of hierarchy or pyramid of the organization from the top-bottom.
Example: “Toyota motors” use quality circle (QC) and Just In Time (JIT) to get competitive advantage.
Example: When “Honda” entered the motorcycle market competitors thought there was no threat as it did not imitate Harley Davidson or Yamaha. But it chose to start with products that were internationally different. Then by carving out new, white space it developed a customer base & strong brand image.
The strategic intent of Reliance is to being a global leader of the lowest cost producer of polyester products by focusing on vertical integration & operational effectiveness.
strategic pyramid or hierarchy of strategy can be broadly categorized in the following manner.
Corporate level
Business level
Functional level
Corporate level strategy is a comprehensive plan which is developed by the top management for the company as a whole whether the firm is a small one product or large multinational corporation. on a continuous basis.
In a large multinational company corporate strategy is also about managing various product lines & business units for value maximization.
For example: corporate headquarters must play the role of “organizational parent” in that it must deal with various product & business unit as “children”. Even though each product line or business unit has its own competitors & it has to obtain its own competitive advantage in the market. The cooperation among different units as a whole succeed the “family”.
The Corporation’s directional Strategy is composed of three general orientations towards growth such as: Growth strategy expands the company’s activities.
Stability strategies make no change to company’s current activities.
Retrenchment strategies reduce the company’s level of activities
The growth strategy can be achieved by Integration. Integration can be horizontal & vertical.
Horizontal Integration is the degree to which a firm operates in multiple geographic locations at a time and increases the range of product & services offering to the current customers.
SBU: The corporations are responsible for creating value through their business. They do so by managing their portfolio of business, ensuring that the businesses are successful over long-term by developing Business Units & focusing on the compatibility of those.
This document outlines long-term strategies for Foresight Communications Group, a PR and marketing firm. It discusses objectives like forecasting future consumer behavior and anticipating market changes. Key long-term goals include adapting to evolving client needs through training, developing foresight capabilities, and building credibility. The immediate environment presents opportunities in Houston's energy boom but challenges include establishing name recognition as an independent practitioner competing against larger agencies.
Strategic intent is an aspirational plan which is helpful to achieve the vision of the organization.
It inspires winning: winning of customers, winning against competitors, winning over the broader market.
It focuses on firm’s taking initiatives to change the strategy of the firm that will lead to competitive advantage.
Whatever the case, strategic intent turns strategy from a “fit” exercise to a “stretch” exercise.
Example: An intent retailer does not think about how to match a competitor’s operation, but to create even a better operation.
The specific features of strategic intent can be easily explained with the help of hierarchy or pyramid of the organization from the top-bottom.
Example: “Toyota motors” use quality circle (QC) and Just In Time (JIT) to get competitive advantage.
Example: When “Honda” entered the motorcycle market competitors thought there was no threat as it did not imitate Harley Davidson or Yamaha. But it chose to start with products that were internationally different. Then by carving out new, white space it developed a customer base & strong brand image.
The strategic intent of Reliance is to being a global leader of the lowest cost producer of polyester products by focusing on vertical integration & operational effectiveness.
strategic pyramid or hierarchy of strategy can be broadly categorized in the following manner.
Corporate level
Business level
Functional level
Corporate level strategy is a comprehensive plan which is developed by the top management for the company as a whole whether the firm is a small one product or large multinational corporation. on a continuous basis.
In a large multinational company corporate strategy is also about managing various product lines & business units for value maximization.
For example: corporate headquarters must play the role of “organizational parent” in that it must deal with various product & business unit as “children”. Even though each product line or business unit has its own competitors & it has to obtain its own competitive advantage in the market. The cooperation among different units as a whole succeed the “family”.
Corporation’s directional Strategy is composed of three general orientations towards growth such as: Growth strategy expands the company’s activities.
Stability strategies make no change to company’s current activities.
Retrenchment strategies reduce the company’s level of activities.
Growth strategy is widely pursued by the corporations or industries those are designed to achieve growth in sales, profit & assets.
It can be achieved by both concentration & diversification.
Concentration within one product line or industry & diversification into other product line & industries.
It can use investing for new product or new market development internally or through mergers, acquisitions or strategic alliances.
Concentration strategies are very sensible as they try to compete successfully only within single industry.
Examples: McDonald’s, Starbucks
Running head TOTAL COMPANY STRATEGIC PLANS .docxagnesdcarey33086
Running head: TOTAL COMPANY STRATEGIC PLANS 1
TOTAL COMPANY STRATEGIC PLANS 6
Total Oiling Company: Strategic Plans
The Total Oiling Company is a well-known enterprise that has thousands of branches across the globe. It is a French multinational that integrated gas and oil companies. It is one of the six leading or superior oil companies in the world. The company’s businesses cover the gas and oil chain. They cover from the natural gas and crude oil, transportation, crude oil products trade, natural gas exploration and production, refining, marketing of petroleum products, and power generation. Additionally, the company has its head office in the West of Paris, Tour Total. The company’s history began with the creation of the CFP in the 1920s. CFP stands for the Compagnie Francaise des Petroles. Initially, the oil was produced in the Middle East. Later, Total began to expand into diverse petroleum, chemicals, refining and petroleum product marketing. They also expanded internationally. A hundred years down the line, Total Company has developed and grown to be a leading energy producer with a cutting edge innovation. The company's success is associated with the three statements. They have strengths and weaknesses connected to the statements. In addition, the company faces large opportunities as well as threats. All in all, the Total Company development and growth into an international company is tied to its customs and practices that place it at the top of the market in the oiling industry. In summary, the Total Oiling Company has grown into the broad brand due to its strategic plans.
The company has clear strategies that focus on the goals set, they employ the distinctive capabilities and actively manage their quality portfolio. As a result, the company creates a shareholder value because they create a sustainable cash flow freely. The flow is also over a long term. Additionally, Total Company is disciplined in its approaches that lead to the growth of their distributions to the shareholders over the time. First, the company has clear priorities that are to have or run compliant, reliable and sage operations (Hill, et. Al., 2014). Consequently, the company has better operations and safe performances. Secondly, Total aims at achieving a competitive project execution that will deliver projects efficiently. For this reason, the company meets its budget. Also, the company seeks to make financial choices that are disciplined and support growth (Hill, et. Al., 2014). Therefore, the business operates cash from its businesses, financial resilience and disciplined allocation of capital for it to achieve its financial goals. The third strategy is in creating a quality portfolio. The management actively manages the portfolio so that it identifies the company’s strength. Therefore, the company constantly explores its.
Autoglass provides windshield repair and replacement services across Europe. To maintain its leadership position, Autoglass uses strategic planning techniques like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. These help Autoglass evaluate its strengths, weaknesses, opportunities, threats in the market and with stakeholders to develop effective growth strategies. Some strategies Autoglass may pursue include organic growth, strategic alliances, licensing, and mergers or acquisitions to achieve substantive or limited growth.
A joint venture is when two or more companies collaborate on a business project for a set period of time. It allows companies to share resources and expertise to solve problems and achieve goals. Some advantages include entering new markets, accessing increased resources, and reducing risk. However, setting up joint ventures can be time consuming and differences in company cultures may cause issues. Successful examples include Volvo-Eicher and Tata-Docomo, while failed ones are Chrysler-Diamler and Yamaha-Escorts.
This document appears to be an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary on Autoglass' focus on customer needs and strong market position. The document is then divided into four tasks:
Task 1 explains Autoglass' mission, vision, objectives and strategic planning techniques. Task 2 includes an organizational audit and environmental analysis of Autoglass using SWOT and PESTLE. Task 3 discusses strategic alternatives and selecting a future strategy. Task 4 covers strategy implementation, resource requirements, and monitoring targets. In conclusion, the assignment analyzes Autoglass' strategy and makes recommendations.
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
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There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
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Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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2. Table of Contents
Introduction..................................................................................................................................... 1
About Suntory............................................................................................................................. 1
About Distill................................................................................................................................ 1
Task 1 Consider the pros and cons and possible reasons for such an investment and come to a
recommendation.............................................................................................................................. 1
1.1 Importance of different types of drivers of M&A and Private Equity.................................. 1
1.2 Value creation and the success of an M&A transaction ....................................................... 2
1.3 Current M&A and Private Equity strategies of and appraise suggestions for improvement
of current practices...................................................................................................................... 4
1.4 Evaluate the relative importance of the key elements in a successful M&A and Private
Equity transaction ....................................................................................................................... 4
Task 2 Maximum price to pay & justify Recommendation............................................................ 6
2.1 Understand how to value a target company for an acquisition transaction .......................... 6
2.2 Critical analysis of comparative issues in M&A and Private Equity.................................... 7
Recommendation for the deal ......................................................................................................... 8
Conclusion ...................................................................................................................................... 9
References..................................................................................................................................... 10
3. List of Tables
Table 1: Finance Performance of Distill......................................................................................... 6
4. 1
INTRODUCTION
With the liberalization in trade policies, there are increasing number of new business
establishments taking place all over the world. In many countries where initiation of new
businesses by foreign companies is not easier; entrepreneurs adopt different other routes like
acquisition, mergers, joint ventures and foreign institutional investments. In respect with this
aspect, the following report is carried out to evaluate the feasibility and profitability of the
acquisition of a liquor brand. The firm aiming to acquire is Suntory which is established in
Japan, while the target business Distill is based in UK. The objective of the report is to analyze
the financial and strategic performance of Distill in terms of profitability and sustainability.
About Suntory
Suntory is engaged into brewing and distillation since 1899 and is considered as one of
the oldest in the alcohol industry. The enterprise also produces soft drinks and sandwich as part
of its expansion. Suntory jumped onto international platform and became one of the largest
distillation beverages with the acquisition of Beam Inc in 2014.
About Distill
Blavod Wines and Spirits plc is engaged into production and marketing of owned and
third party brands across the world. The firm changed its name to Distill in 2014 in order to
reflect the nature of the business. The previous company was result of the merger between
Blavod Black Vodka and Extreme Beverage.
TASK 1 CONSIDER THE PROS AND CONS AND POSSIBLE REASONS
FOR SUCH AN INVESTMENT AND COME TO A RECOMMENDATION
1.1 Importance of different types of drivers of M&A and Private Equity
Suntory has already acquired Beam Inc in 2014 in an effort to diversify business into the
international markets. The management is now planning to add few more valued brands to
expand business. Distill plc is selected as the company has been delivering good results for years
(Moeller & Schlingemann, 2005). But before the finalization of the deal, it is important to
determine the pros and cons to take necessary steps.
5. 2
High cost & low profits – Any business has two most common objectives and i.e. to reduce cost
and earn higher profits. Acquisition of Distill will enable the larger enterprise to produce goods
in bulk and reduce cost of sales. This alternatively helps it to improve profit margins as savings
can be used to market business and start new projects (Hopkins, 2002). Both the firms belong to
same industry and sectors and are established brands across the world. This will help to benefit
from the existing brand image of each other and save on marketing and advertising cost as well.
Increasing cost of expansions – New business establishment from scratch requires huge
investments and research. The task becomes more tedious if the target location is a new market
from the existing ones. On the other hand, acquiring an established brand which is producing
good financial performance is much easier and feasible in present time (Schuler & Jackson,
2001). Thus instead of structuring business into new country, Suntory will save and gain benefit
from the existing position of Distill.
Increasing competition – With the acquisition of Distill, Suntory will focus more on brand and
new product development rather than marketing and advertising to combat competition. Presence
of huge number of brands in one sector increases the competition to such an extent that it
impacts the profit earning capacity (Mendenhall, 2005).
Market share – Suntory and Distill, both are operating into the international market. Thus with
the acquisition, Suntory will earn the existing market share of Distill. It is crucial even in
international market that the firm gains a sufficient market share to ensure sustainability and long
term growth (DePamphilis, 2009).
Portfolio expansion – An important advantage for the Suntory would be to expand its product
portfolio without any significant research and development. Existing brands of Distill which
includes owned and third party are well established in the market. With these brands, Suntory
can further add variants and sell more (Gaughan, 2010).
Management and governance issues – Both the companies are based in different countries and
run their operations in accordance with the rules and legislations of the nation. In addition to this,
the approach of management and leadership style may also be different which can raise issues
for the larger firm (Hijzen, Görg & Manchin, 2008).
1.2 Value creation and the success of an M&A transaction
The acquisition of Distill is not only for the purpose of business and market share
expansion. It equally requires sufficient strategies to support the plan and deliver desired results.
6. 3
Suntory can also develop the existing Distill brand and focus on leveraging the benefits
from the existing projects.
Trust – It is essential for the management of both the brands to develop trust among
themselves, employees and customers to support in managing operations post acquisition.
This is important, so that existing and profitable projects of Distill remain as usual (Rigby
& Bilodeau, 2007). Trust among the employees is also an important factor in the success
of the acquisition to retain skilled employees.
Common goals – The acquisition deal will succeed when the goals and objectives of both
the companies are similar for the long term aspects (Weihrich & Koontz, 2005).
Difference in the overall goals will impact the functioning and operation of the larger
firm.
Cost control – The acquisition deal will certainly require huge investment in various
areas. So it is important that Suntory will control cost and eliminate excess capacity.
Business areas in terms of physical and human resources not leading to effective results
must be identified and evaluated for cost purpose (Robinson & Harris, 2000).
Improved market share – Suntory will definitely benefit from the existing market share
of Distill. It is essential for the expanded firm to maintain the brand image and reputation
with the stakeholders to avoid any unwanted issues (Slack, Comtois and McCalla, 2002).
Research & Development – An important success factor for Suntory will be the
acquisition of human skills and abilities from Distill (Rossi & Volpin, 2004). The
expanded firm can utilize this for R&D and other important business areas.
Competitive advantage – It is also important for Suntory to continue maintain the
competitive advantage developed by the Distill. Any lost competitive advantage would
hamper the position of Suntory in present and future (Weihrich & Koontz, 2005).
Combined synergies – The acquisition of Distill will enable Suntory to gain from the
exclusive products and service areas owned by Distill.
Efficient use of employees’ capacities – The expanded larger firm will increase the
number of employees allowing the business to restructure and utilize full potential of the
human force (Slack, Comtois and McCalla, 2002). Existing employees of both the firms
can be shuffled and placed into new groups and projects.
7. 4
1.3 Current M&A and Private Equity strategies of and appraise suggestions for improvement of
current practices
Suntory has earlier successfully acquired Beam Inc and is gaining positive results. This
time the enterprise is planning to target a UK based company. There are certain factors which
need to be considered by both the firms in the deal to avoid unnecessary issues and improve the
performance (Cartwright and Cooper, 2012). Following are discussed some of the points which
must be considered by Suntory and Distill before and after the acquisition -
A risk management approach should be the foremost task for both the firms. There may
be certain risks that are exclusive to both Suntory and Distill and may impact the functioning of
the expanded firm. A consultancy can be hired to identify and manage risk associated with the
market and business (Moeller & Schlingemann, 2005). Another important area is to evaluate the
supply sources. Based in different countries, it is possible that both companies were sourcing
from different suppliers. At present Suntory is not planning to move the manufacturing and the
factory area, but it may expand it in the near future. So it is important that current suppliers must
be checked to determine if they are ready to bulk material at low cost. It is recommended to
identify new sources of supply in the international market to drive economies of scale.
A change management program must be planned to help the acquisition deal go smoothly
with the equal support of employees. Change management enable employees of both the
organizations to accept the changes taking place in their job projects and the group they are
working with. Change management becomes more essential for Suntory and Distill as firms are
operating in different parts of the world (Hopkins, 2002). The culture, beliefs and values are
altogether different. It is also possible that some employees from both sides resist changes as
they are used with existing projects and groups. In this case, outside consultancies should be
contacted to guide and support employees to accept changes.
1.4 Evaluate the relative importance of the key elements in a successful M&A and Private Equity
transaction
There are key elements specific to every deal and organisation to support large
transactions. The acquisition deal must be supported by predefined strategies and objectives, so
that it results into overall improvements. Below are discussed some of the key elements that must
be taken care of for the success of the acquisition deal –
8. 5
Improve competitive behavior – Suntory is acquiring a brand which has its own
established market on the global platform. Distill has its own product portfolio which has
been developed through extensive research and development over the time period
(Schuler & Jackson, 2001). Thus Suntory must develop those brands in its existing
market, so that it earns more sales and profit. In addition to this, it distributes and market
own products in the existing market of Distill.
Transformational deal – The acquisition must not be limited only to the expansion of
product portfolio and profit maximization. Rather, it should define strategies to transform
the entire organisation and restructure its functions. This is important to charge and
encourage the workforce to contribute towards the progress of the organisation (Hijzen,
Görg & Manchin, 2008). Employees working under the same boss and on the same
projects get bored and this is one of the reason they change employer. This can be
controlled through acquisition deal through job rotation and change of work groups.
Leverage economies of scale – Suntory after acquiring the Distill will require additional
raw material and unfinished goods to support the requirement. This situation can be dealt
by leveraging the economies of scale offered by existing suppliers. Other than this, new
suppliers can be contacted who are in the establishment phase (Weihrich & Koontz,
2005). This will support the company to control the cost while producing and selling
more at the same time.
Reach new markets – The expanded firm must develop its goals and target new markets
to establish competitive advantage and gain early share. The firm will have huge product
portfolio to be offered to the new customers.
Develop Capacity – An important key success element for Suntory would be remove
excess capacity which is not generating any revenue. On the other hand, it must also
focus on expanding those business areas that are contributing to more revenue (Robinson
& Harris, 2000). This way the new firm will be able to optimize the functions and
operations.
Global employee management – Human resources in present time are the most important
part of the organisation, as they contribute effectively in the success and progress by
leveraging the capacity of physical resources (Moeller & Schlingemann, 2005). The
9. 6
expanded Suntory after the acquisition of Distill should deploy employees at various
global locations to further support in the business development.
TASK 2 MAXIMUM PRICE TO PAY & JUSTIFYRECOMMENDATION
2.1 Understand how to value a target company for an acquisition transaction
An important part of the business valuation is its financial performance which reveals the
result of the strategies and decision making ability of the management. The financial
performance of Distill is evaluated with the help of annual results of last three years (Hijzen,
Görg & Manchin, 2008). Below is provided a table that provides analysis of profitability and
liquidity position of the company.
Table 1: Finance Performance of Distill
Amount in GBP Million 2012 2013 2014
Cost of Sales 77.27% 76.83% 76.09%
Gross Profit 22.73% 23.17% 23.91%
Operating Profit -9.45% -16.35 -15.26
Net Profit -10.94% -19.5 -16.3
Current Ratio 0.94 1.53 2.45
Receivables Turnover 3.92 4.89 5.56
Inventory Turnover 7.72 8.37 8.61
Fixed Assets Turnover 172.83 184.63 185
Revenue %
Year over Year -20 -17.36 -36.46
3-Year Average -8.38 -23.08 -25.11
5-Year Average 7.1 -1.55 -16.58
10-Year Average 14.87 9.63 2.8
10. 7
Taking into consideration the profitability data, the table clearly shows that cost of
revenue is tightly controlled and maintained in the last three years. This supported increase in
gross profit over the same time period. The cost percentage was 77.27% in 2012 which improved
and reduced to 76.09% in 2014. The gross profit which was 22.73% in 2012, increased to
23.91% in 2014. So there is a direct relation between cost and gross profit of the company.
Taking into account the revenue, it is going in the negative direction from last three years. The
three year average was -8.38% in 2012, increasing to 36.46% in 2014. Five year average also
reveals the same evaluation and is contributing to loss year over year. The 10 year average is
again all time low (Rossi & Volpin, 2004). The operating profit although gains support from the
cost and gross profit margins and has been improved slightly from last year, but are still in
negative. Net profit of Distill was -10.94% in 2012 which increased to -19.5% in 2013, but
controlled to -16.3% in 2014. This is supported by the improved operating margins and lower
sales and administration cost.
Furthermore, the liquidity position of the company is improved despite negative profits.
The current ratio as calculated through current assets and liabilities was 0.94 in 2012. The ratio
improved to 1.53 in 2013 and to 2.45 in 2014. The increase in ratio is the result of excess funds
raised by Distill earlier in this year. A notable thing in this regard is that market forces are still
positive about the future prospects of the company. Despite all time negative sales and profits,
the ability of the management reveals in the fund raising (Slack, Comtois and McCalla, 2002).
This excess cash has been raised to support the need for market expansion and product
development. Thus Suntory will have both physical and human resources to leverage the benefits
and gain through the ability and skills. The cost and sales aspect is also important and reveals the
ability of the management in controlling it up to the certain level (Rigby & Bilodeau, 2007). This
also shows the skills and contribution of the workforce which have been working towards the
progress and betterment of the organisation. In many case, when firms are moving to negative
results, often shareholders and employees ditch at the first place.
2.2 Critical analysis of comparative issues in M&A and Private Equity
In business environment, huge deals that involve amalgamation of two companies are not
isolated from issues. As both Suntory and Distill are based in different countries, it is likely that
there were some issues that affect before and after the organisation functioning. It is thus
11. 8
essential that the management of both the organisations need to identify the issues that are
existing and that may affect after the acquisition (DePamphilis, 2009). Following are discussed
some critical issues that may affect the potential deal and the functioning in future –
Culture – No two have the same type of organizational culture and behavior. Moreover,
employees working with one organisation for long get used to it. Thus, it is here
important that the management should decide on the continuation of the particular type of
culture after the acquisition.
Employee management – Another issue that may affect the business is the employee
management style and leadership. Like organizational culture, there is also huge
difference in the management style and leadership of both the organisations (Cartwright
and Cooper, 2012). If these issues are not dealt carefully, it is possible that it affects the
capability of the enterprise.
RECOMMENDATION FOR THE DEAL
The above strategic and financial evaluation of Distill carried out to judge the feasibility
of the potential acquisition by Suntory. From the strategic analysis, it has been analyzed that
despite poor financial performance year over year from the last four years, the management and
the market forces are still positive about the company prospects. The shareholders and investors
provided huge funds for the new projects (Moeller & Schlingemann, 2005). The decision making
ability of the management proved successful and is resulting into improving sales figures and
cost control. This justifies that future prospects of Distill look promising and will definitely
generate results. Acquisition of Distill will provide Suntory with the expanded catalog that has
built its brand image in the market. Along with this, the third party brand catalog will also add to
the existing portfolio of Suntory (Rigby & Bilodeau, 2007). Apart from this, Suntory will also
benefit from the skilled human force which is contribution effectively towards the progress of the
company. In addition to this, Suntory will also gain from the existing market reputation of
Distill. Both the companies are operating on the global level, but they have their own markets in
which they have occupied huge and increasing share year over year (Hijzen, Görg & Manchin,
2008). Thus Suntory will be able to market its own brands in the existing and high performing
markets of Distill.
12. 9
CONCLUSION
From the above report, it can be concluded that acquisition of Distill by Suntory will
proved to be beneficial for both the companies. The report provides a strategic and financial
performance analysis of Distill from the point of Suntory (Hopkins, 2002). Financial evaluation
of Distill is based on past three year annual data. In addition to this, decision making ability of
the management of Distill is also discussed which shows that despite negative performance, the
skilled workforce is able to work towards the betterment of the organisation.
13. 10
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