Business strategy Case Study Example | Topics and Well Written Essays - 2000 words - 1

Business strategy - Case Study Example Since this affluent market segment is very important for AFJ’s success, competition with international brands becomes a matter of great concern. In addition to these, Azza Fahmy also faces competition from small jewelry retailers. This is a mostly young, newly emerging small scale production competition. Even though they are not as organized or powerful as established brands or retailers, AFJ has to keep an eye out for them because they are very innovative in their designs and very nimble in their use of various market distribution channels like social networking websites. Azza Fahmy has gone through a massive restructuring process over the last few years in order to expand and remodel itself and consequently move toward the international jewelry market. For this the company has undertaken many steps in two main transitional phases. Azza Fahmy has decided to present her company to the international market as the ‘first Egyptian luxury brand’ and firmly establish the company locally and internationally. The steps taken during AFJ;s transition have been geared towards transforming the company from a small workshop with a small number of operating craftsmen into a full blown business organization. During this process, new departments vital to the functioning of any big business organization were added to AFJ, for example Human Resource Department, Marketing Department, Managing Department and Quality Control Department. Furthermore, Azza Fahmy’s two daughters also joined the business and took up important managerial positions, transfo rming the business into a family business. During the first part of the restructuring transition, Azza Fahmy opened a new factory in 2003. The company now has around 180 employees working under it with Azza Fahmy at the helm as the founder, CEO and head designer. The second phase of the transition was when one of Azza’s daughters

Steve Millar's approach to the challenge of leading BRL Hardy in 1998 Essay

Steve Millar's approach to the challenge of leading BRL Hardy in 1998 - Essay Example The Australian industry was increasingly becoming competitive in the global markets with 27 percent of production being exported (Barlett & Beamish 2011). Steve Millar should continue protecting the share of bulk case business while committing resources to growth of bottled wine. Millar should first of all attain merger efficiencies in terms of scale of production and cost control. Millar is also keen at changing the leadership styles and culture of the new organisation. Barlett & Beamish (2011) assert that a decentralized approach is essential for local responsiveness in the global strategy since the regional management will be accountable for their decisions. For instance, Millar has delegated the small risks while keeping a close watch of the high risk decisions that affect the global strategic business. This is a good approach of global strategy since delegated authority will allow the regional management to challenge the authority and admit mistakes. This leadership approach wil l facilitate creativity and innovation in the fast changing global wine industry. Millar has ensured adequate delegation of authority and responsibility. For instance, he has appointed Stephen Davis, a seasoned strategic thinker as the group marketing and export manager tasked with establishing the international operations. Davies intended to build on the strengths of the company by proving quality wines and repositioning the superior brands in the global markets. At mass market prices, Nottage Hill and Stamps were essential while at the top end market points, Eileen Hardy brand was important (Barlett & Beamish 2011). The local responsiveness has in the global strategy yielded increasing profits for the company. For instance, Millar is critical in resolving disputes between Carson and Davies on the global strategy. For example, he is of the opinion that Carson should report directly to headquarters on profitability measures and work with Davies on the marketing and labeling issues o f the wine brands in UK market since Nottage Hill and Stamps are cash cows for the group company in terms of sales value of Hardy brands. Both Millar and Davies are of the idea that the headquarters should be the global brand owners, but local responsiveness is essential in meeting the local needs of the consumers (Barlett & Beamish 2011). The overseas should be not only responsible for promotional strategies, distribution channels and profitability, but should also take up other important decisions pertaining the labeling and branding. In the global strategy, Millar should ensure that important aspects of the wine brands such as labeling, pricing and branding are controlled by the regional managers through delegated authority. However, he will accept proposals on design from the regional management and ensure common decision making in evaluating the proposals (Barlett & Beamish 2011). On the part of suppliers, Millar should minimize the risks of supplier failure due to bad weather, grape disease and other factors that can negatively affect the quality of grape supplies. Millar should source the grapes from multiple reliable suppliers. The regional managers such as the UK based market should be allowed to select their own suppliers depending the expected product quality and taste. Millar should institute more delegation on the brand production. For instance, Carson