Centrolac

2016 ◽  
Vol 29 (1) ◽  
pp. 2-19 ◽  
Author(s):  
Esteban R. Brenes ◽  
Carlos Martínez ◽  
Caleb A. Pichardo
Keyword(s):  
Business Strategy ◽  
Corporate Strategy ◽  
Strategic Positioning ◽  
Company Strategy ◽  
Content Type ◽  
Cost Leadership ◽  
Organic Growth ◽  
Corporate Expansion ◽  
Document Review

Purpose The purpose of this paper is to discuss Centrolac, a Nicaraguan company engaged in processing ultra-pasteurized milk, and provides abundant information for readers to decide on vertical vs horizontal integration to deal with the changing competitive environment. It has been prepared to simplify discussion and knowledge about the competitive field (where to compete); generic cost-leadership and high-perceived-value strategies (how to compete); and the action required to attain positioning (how to implement it). Design/methodology/approach The case study is based on primary research conducted in conjunction with the company, including interviews with senior management and a broad document review. Secondary research was also conducted into the relevant environmental, industry and competitor trends and characteristics. Findings The case study presents topics of competitive positioning and how current company strategy can have a significant impact on future growth decisions. Originality/value This case study is for use in an MBA-level business strategy course with a focus on strategic positioning and growth paths. However, it can also be used for MBA corporate strategy courses in relation to corporate expansion on issues linked to organic growth within the same business (expansion into new dairy products) or vertical integration (integration into dairy-farming).

Aligning corporate and business strategy: managing the balance

2019 ◽  
Vol 40 (4) ◽  
pp. 44-52 ◽  
Author(s):  
Pontus Wadström
Keyword(s):  
Business Strategy ◽  
Corporate Strategy ◽  
Two Dimensions ◽  
Future Research ◽  
Content Type ◽  
Different Types ◽  
Field Notes ◽  
Potential Risks ◽  
Practical Implications

Purpose This study aims to expand the knowledge on strategy and alignment by exploring how executives and strategists can manage alignment between corporate and business strategy to leverage synergies, from a corporate strategy perspective, without limiting local responsiveness, from a business strategy perspective. Design/methodology/approach The study is characterized by privileged access and richness of data. A case study design was used to explore the results. Data include interviews, observations in workshops, material produced in workshops and personal field notes. Findings The study provides insights about how alignment between corporate and business strategy can be managed to balance requirements on both corporate and business strategy. To do so alignment needs be understood and managed based on its contribution to the competitiveness of the firm. In addition, alignment encompasses two dimensions: direction of alignment (which can be vertical and horizontal) and relation of alignment (which can be numerical and non-numerical). This leads to four different types of alignment. Research limitations/implications Explorative case studies yield results less generalizable. Future research is thus encouraged to confirm or contradict the results of this study. Practical implications When formulating strategy, executives and strategists need to consider what type of alignment is appropriate for what parts and elements of the strategies (e.g. goals and activities) to gain competitive advantage. By using different types of alignment, it is possible to balance the need for both corporate synergies and business responsiveness. Originality/value This study fulfils an identified need to study what alignment between strategies on different organizational levels encompasses and the potential risks of alignment.

From strategy to numbers: how to penetrate overseas market for ChinaSoft, when Chinese ITO and BPO industry being re-structured in 2012

2013 ◽  
Vol 3 (1) ◽  
pp. 1-11
Author(s):  
Victor Jun Zeng
Keyword(s):  
Market Share ◽  
Business Strategy ◽  
Competitive Strategy ◽  
Subject Area ◽  
Entry Modes ◽  
Content Type ◽  
Organic Growth ◽  
The Face ◽  
The Right

Subject area Business strategy. Study level/applicability This case study is appropriate for MBA and EMBA courses, especially for courses oriented to emerging markets such as China. It can be used in Business Strategic Management or similar courses, combined with the methodology lectures of Managing Entry Modes and Competitive Strategy. This case study provides material for understanding/studying the development of a large Chinese software enterprise. Case overview As a result of Chinese ITO and BPO market in the face of re-structuring in 2012, Huawei invested in ChinaSoft in May and Vance info merged with HiSoft in August, both of which make ChinaSoft the third largest market-share owner. However, ChinaSoft has a dilemma in its strategic planning for the next three years. If it cannot break through the suppression from the first and the second placed companies, it may lag behind very soon. If it strives for the No. 2 position in market share, is organic growth or M&A strategy the right approach to adopt? Thus, ChinaSoft is now in need of strategic reform and restructuring. The case study analyzes the approaches that Chinese enterprises can adopt in order to sustain overall cost leadership strategies and avoid the related risks in the ITO and BPO industry. Expected learning outcomes This case study intends to encourage students to learn and use methodologies such as Porter's competitive strategy framework; Rugman and Collinson's theory, selecting and managing entry modes; four basic global strategies, by Hill and Jones. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Intertwining CSR with strategy – the way ahead

2014 ◽  
Vol 14 (2) ◽  
pp. 211-219 ◽  
Author(s):  
Shital Jhunjhunwala
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Business Models ◽  
Corporate Strategy ◽  
Sustainable Business ◽  
Socially Responsible ◽  
Content Type ◽  
Sustainable Business Models ◽  
Corporate Social

Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates and society are intertwined and mutually dependent. Business cannot survive without society's acquiescence nor succeed without its active support. Originality/value – The article explains the benefits of CSR and how to make it an integral part of business strategy to gain a competitive advantage.

Strategy war games: how business can outperform the competition

2018 ◽  
Vol 39 (6) ◽  
pp. 3-12 ◽  
Author(s):  
Jason West ◽  
Maiko Chu ◽  
Lincoln Crooks ◽  
Matthew Bradley-Ho
Keyword(s):  
Financial Services ◽  
Business Strategy ◽  
Joint Venture ◽  
Corporate Strategy ◽  
Insurance Company ◽  
Content Type ◽  
External Threats ◽  
Internal Capabilities ◽  
Banking Institution ◽  
The Impact

PurposeBusiness wargames represent an alternative approach to challenge organisations to uncover internal capabilities through competitive actions designed to counteract external threats and address strategic mismatches. Internal capabilities uncovered as a result of actions taken during a competitive wargame aims to replicate market conditions found in competitive industries. These outcomes are difficult to achieve using many popular strategy design methods. The purpose of this study is to examine the use of war game-style activities in formulating corporate strategy that incorporate the natural behaviors of the leadership team in creating strategic plans.Design/methodology/approachUsing a case study from the banc assurance industry, the authors review a wargame process composed of two competing teams; the banc assurance organisation and an unincorporated joint venture between a banking institution and an insurance company. The goal of each entity was to develop strategy to improve both customer satisfaction and market share at the expense of each other given a finite set of resources. Success was judged using a simple set of metrics defined by both a consumer team and an independent umpire.FindingsConsumers of financial services are price sensitive and highly brand loyal. Unwillingness to switch brands to a prevailing competitor or other emerging (Fintech) institution persists to a threshold of a price and/or value differential of 15 to 20 per cent. The results highlight potential deficiencies in the proposed banc assurance strategy through the observation of customer behaviours and inefficient resource use.Originality/valueThe wargame approach conducted in a realistic landscape revealed internal capabilities not otherwise evident. The impact of authentic human behaviours in setting business strategy was captured which is very difficult to replicate using more formal scenario analysis and planning.

scholarly journals Coordination mechanisms in the store opening process

2014 ◽  
Vol 42 (6) ◽  
pp. 482-499 ◽  
Author(s):  
Erik Sandberg
Keyword(s):  
Coordination Mechanisms ◽  
Content Type ◽  
Organic Growth ◽  
Effective Manner ◽  
Different Types ◽  
Multiple Case ◽  
Research Questions ◽  
A Company ◽  
Opening Process

Purpose – For many retailers organic growth through the opening of new stores is a crucial cornerstone of the business model. The purpose of this paper is to explore the store opening process conducted by retail companies. The research questions cover: first, the role and organisation of the establishment function in charge of the process; second, the activities and functions involved in the process; and third, the coordination mechanisms applied during the process. Design/methodology/approach – This research considers the store opening process as a company-wide project, managed by an establishment function, in which internal functions as well as external suppliers need to be coordinated. A multiple case study of eight retail companies is presented, focusing on the organisation of the establishment function, a mapping of the store opening process and the application of coordination mechanisms. Findings – The role and organisation of the establishment function is described and the store opening process is summarised into 11 main activities to be conducted by either the establishment function or other involved functions. During the store opening process six different coordination mechanisms are utilised, including mutual adjustments and direct supervision, as well as different types of standardisation. Originality/value – This research seeks to improve our understanding for the store opening process and how it can be managed and controlled in an effective manner.

Lord John Browne: beyond CSR – why business needs to engage more radically with society

2016 ◽  
Vol 44 (4) ◽  
pp. 32-40
Author(s):  
Brian Leavy
Keyword(s):  
Social Responsibility ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Chief Executive ◽  
Business Leaders ◽  
Lead Author ◽  
British Petroleum ◽  
Content Type ◽  
Core Business ◽  
Corporate Social

Purpose This interview with petroleum executive John Browne, lead author of Connect: How Companies Succeed by Engaging Radically with Society, discusses sustainability practices that could be more successful than those of the Corporate Social Responsibility (CSR) movement. Design/methodology/approach Lord Browne, a British peer, was CEO of BP (British Petroleum) from 1995 to 2007 and is currently executive chairman of L1 Energy, He was interviewed by Prof. Brian Leavy, an S&L contributing editor Findings Connected leadership means integrating societal and environmental considerations into core business strategy at every level of the company. Practical implications The key lesson for business leaders in the wake of …accidents and scandals is that reputation is an outcome of your core business activity, not something constructed alongside it. Social implications Shareholder value, as a theory, presents a false tension between serving stakeholders and shareholders. Originality/value Browne was the first Big Oil chief executive to acknowledge the link between man-made carbon emissions and global warming. His insights into integrating social responsibility and corporate strategy are cutting edge.

Implementing asset data management in power companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elizaveta Gavrikova ◽  
Irina Volkova ◽  
Yegor Burda
Keyword(s):  
Decision Making ◽  
Data Management ◽  
Electric Power ◽  
Organizational Context ◽  
Corporate Strategy ◽  
Strategic Decision ◽  
Content Type ◽  
Operational Level ◽  
Asset Data

PurposeThe purpose of this paper is to design a framework for asset data management in power companies. The authors consider asset data management from a strategic perspective, linking operational-level data with corporate strategy and taking into account the organizational context and stakeholder expectations.Design/methodology/approachThe authors conducted a multiple case study based on a literature review and three series of in-depth interviews with experts from three Russian electric power companies.FindingsThe main challenge in asset data management for electric power companies is the increasing amount and complexity of asset data, which is frequently incomplete or inaccurately collected, hard to translate to managerial language, focused primarily on the operational level. Such fragmented approach negatively affects strategic decision-making. The proposed framework introduces a holistic approach, provides context and accountability for decision-making and attributes data flows, roles and responsibilities to different management levels.Research limitations/implicationsThe limitations of our study lie in the exploratory nature of case study research and limited generalization of the observed cases. However, the authors used multiple sources of evidence to ensure validity and generalization of the results. This article is a first step toward further understanding of the issues of transformation in power companies and other asset intensive businesses.Originality/valueThe novelty of the framework lies in the scope, focus and detailed treatment of asset data management in electric power companies.

Developing an employee recognition program that promotes learning across the organization

2020 ◽  
Vol 34 (6) ◽  
pp. 45-48
Author(s):  
Simon R. Reese
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Corporate Strategy ◽  
Content Type ◽  
Employee Recognition ◽  
Strategic Vision ◽  
Employee Alignment ◽  
Common Purpose ◽  
Learning Together

Purpose Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization. Design/methodology/approach The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together. Findings With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements. Originality/value Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.

E­commerce structures for retail and service franchises

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhanna Kremez ◽  
Lorelle Frazer ◽  
Scott Weaven ◽  
Sara Quach
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Case Study Method ◽  
Content Type ◽  
Preliminary Model ◽  
Multiple Case ◽  
Order Fulfilment ◽  
Franchise Networks ◽  
Practical Implications

PurposeThe purpose of this paper is to provide an in-depth investigation of e-commerce strategy implementation in mature franchise organisations from both franchisor and franchisee perspectives.Design/methodology/approachThis research employed a multiple case study method where the e-commerce strategies of two mature franchise organisations were investigated in depth. Franchising experts were interviewed to provide an additional dimension to this study.FindingsThis research found that e-commerce must be integrated with the overall business strategy for optimal franchise performance. Since all parties to the franchising relationship are affected by the introduction of e-commerce, both the franchisees’ and the franchisor’s interests must be considered when the strategy is being developed. In addition, the consumer’s perspective is central to how e-commerce is structured, and franchisees are best placed to know their customers’ needs because they are directly involved in operating their business and interfacing with customers.Practical implicationsA preliminary model for e-commerce structures in service and retail franchising has been developed that depends on the nature of the business, the distribution arrangements and the order fulfilment arrangements. The two main avenues in e-commerce structuring were centralisation and decentralisation.Originality/valueThis study contributes to knowledge through an in-depth investigation of the internal process of e-commerce implementation in franchise networks from both franchisor and franchisee perspectives.

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

2020 ◽  
Vol 32 (4) ◽  
pp. 561-585
Author(s):  
Alessia Zoppelletto ◽  
Ludovico Bullini Orlandi ◽  
Cecilia Rossignoli
Keyword(s):  
Business Strategy ◽  
Digital Transformation ◽  
Business Networks ◽  
Longitudinal Case Study ◽  
Business Network ◽  
Sustainable Business ◽  
Content Type ◽  
Italian Case ◽  
Transformation Strategy

PurposeThis article aims to understand whether and how a digital transformation strategy (DTS) can strengthen the relationship between network organizations and the generation/regeneration of their business network commons (BNC). Further, it investigates the role of the DTS in managing the BNC, a critical source of business network success.Design/methodology/approachA two-year longitudinal case study of an Italian business network operating in the wine sector was conducted.FindingsThis study provides theoretical insights into the digital, sustainable shift of a business network. On combining a network's business strategy and its DTS, digital resources are a key driver to promote BNC regeneration. A DTS undertaken to manage, regenerate and preserve the BNC can positively affect organizational variables, such as participatory architecture, and the network-level organizational integration and can help in preventing opportunistic behaviors affecting the BNC. Moreover, the DTS supports quality and social responsibility.Research limitations/implicationsThis study focuses on an Italian case and its findings are hence not generalizable. It would be interesting to study sustainable business networks' digital shift in different socioeconomic contexts as well as in different industry settings.Practical implicationsNetwork SMEs and other stakeholders (institutions, competitors and consumers) can foster the transition from a “business-as-usual” strategy to a long-term strategy for digitalized management of common resources.Originality/valueThe study is at the intersection of, and contributes to, several research streams. It contributes to the digital transformation literature by adding information on the positive externalities of digitalization in the social and economic environment. It also contributes to the early streams of organizational and managerial literature on the BNC.

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