国际商务组织报告.docx
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国际商务组织报告.docx
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国际商务组织报告
Content
6Conclusion18
1Introduction
ThereportisforGlobalBusinessOrganization,anditistoanalyzetheoperationstructureoftheKraft,andthencangetsomeconclusiononthereasonofKraftsuccessbyusingtheoreticapproach.(KraftGroupisaninternationalhomeproductsretailer.Itsellsfurniture,accessories,andbathroomandkitchenitems.)Informationwasobtainedbyaccessingwebsites,becausethiswasthemosteffectivewayofobtainingtheup-dateinformationneeded.Ialsoextractedusefulinformationfromthebooks:
GlobalBusinessOrganization。
2Outcome1
2.1History
Kraftfoodcompanywasfoundedin1852,istheforefrontoftheglobalfoodcompany,whichproductsaresoldin150countriesaroundtheworld.Thecompany'sfourcoreproductlinesascoffee,candy,dairyproductsandbeverages.ThecompanyhasitsoriginasNationalDairyProductsCorporation(NationalDairy),formedonDecember10,1923,byThomasH.McInnerney.ThefirmwasinitiallysetuptoexecuteonarollupstrategyinthethenfragmentedUnitedStatesicecreamindustry.Throughacquisitionsitexpandedintoafullrangeofdairyproducts.By1930itwasthelargestdairycompanyintheUnitedStatesandtheworld,exceedingBorden.Acquisition
AndnowKraftFoodshaschangeditsintoMondelezinternational.
Kraftproductsaredividedintofivetypes:
snacks,beverages,groceriesandconveniencemeals.Snacksincludeavarietyofready-to-drinkproducts,includingOreo,decimatingcookies,ChipsAhoyandTrakinas,etc.,Thesectorrevenuesaccountedfor30%ofglobalrevenue;Beveragescategoryaccountedfor19%ofglobalrevenues;cheesecategoryaccountedfor18%;grocerycategoryaccountedfor17%;conveniencemealcategoryaccountedfor16%.
Withthedevelopmentofscienceandtechnology,theemergenceofincreasinglynewraw-foodmaterial,processingtechnologyandequipment,somefoodcompanyfocusonnewproductresearchanddevelopment,sothecompetitionisfierce.
Differentregioncustomershavedifferenttheneedsoffood.Especiallyintaste.Kraftproducedifferentproductsaccordingtodifferenttaste.ItcancreateahugemarketforKraft.
2.2Entrymood
Jointventure:
Abusinessarrangementinwhichtwoormorepartiesagreetopooltheirresourcesforthepurposeofaccomplishingaspecifictask.Thistaskcanbeanewprojectoranyotherbusinessactivity.Inajointventure(JV),eachoftheparticipantsisresponsibleforprofits,lossesandcostsassociatedwithit.However,theventureisitsownentity,separateandapartfromtheparticipants'otherbusinessinterests.
Kraftchoosethejointventurebecausefoodmarkethavetoomanyrisks,andthiswaycanreducetherisk,furthermore,Krafthaveenoughcapitalandreputationtochoosethejointventure.1982,KraftcometoChinabysetupacompanytodirectexportproductsuchassomecoffeeanddrunk.BeforeKraftcometoChina,italreadyhavemorethan200kindsofproducts,andsomeofthosehaveagreatpercentininternationalfoodmarket.
ButwhenitcomesChinaatfirst20years,theysaletheproductasthesameaspast,andmanypeopledidn’tknowitsbrand.Thisdirectlyexportdidn’tgivemoreprofitstoKraft,untiltheKraftchangetheirentrymoodforChina,theyusethejointventure,andchoosetwoTaiwancompanytoupdatenewproduct,thenin2003,theprofitinChinabecomeagreatpartsofthewholeinternationalmarkets.
2.3Organizations’businessstructure
(500organizationstructure,2009)
Atfirst,KraftbelongtothePhilipMorrisCompanies.PhilipMorrisCompaniesInc.changeditsnametoAltriaGroup,Inc.OnMarch30,2007,a spinout of KraftFoods subsidiary(publiclytradedsince2001)wasconcludedthroughdistributionoftheremainingstakeofshares(88.1%)toAltriashareholders.Asaresult,AltrianolongerholdsanyinterestinKraftFoods.
Meanwhile,Kraftchoosethejointventuretogointoanothermarket,andchangetheorganizationstructuretogeographicstructure.Itisbenefitforthecompanytotakecaredifferentmarket.Sincethecompanyhavechangedtogeographicstructure,Kraftcanplanthemostsuitablewaytodevelopmentaccordtothelocalcultureandcustomer’slikebesidesresponsetochallengequicklyandgetinformationorfeedbacktimely.
(500organizationstructure,2009)
InKraft’shistory,theytriedtosetaCEOwhichcontroltwodifferentcompany,KraftFoodNorthAmericaandKraftFoodInternational.Buttheyfailedbecausethedivergence,lackofcommunicate,theCEOdidn’tdothebestashispast.
FortheKraft,theyusethegeographicstructure,andtheirglobemarketcoversalmostthelandoftheearth.Inaddition,theychoosethejointventurewaytoopenthemarket,sotheymustempowertothedepartments.Theyhavealreadychosenthecentralizedway.
Thecentralizedwayhavebenefitonincreasethereputation,forexample,thereheresomanyproductswhichproducedbyKraft,butmostofcustomermayknowtheOreobutdon’tknowtheKraft,becausetheypaymoreattentiontotheirownproductsbutforgettopromotetheKraft.Atthistime,centralizationshowsitsadvantagethatadecisionscanbemadetobenefittheorganizationsasawhole.
Notonlyincreasethemotivationbutalsogetthefasterrespondwhendepartmentmeettheproblem.Bytheway,itisgoodforcompanytocollectinformationfromthelocalmarket,andfindthemoreexperiencedmanagerwhoknowthelocalcultureandcustomer’sfavortakechargeofthedepartmentandmaximize.
Centralizedordecentralizedwasabalanceforacompany.Itlikespendulumswing.DuringadevelopmenttimeofKraft,theyusedbedecentralized,andinordertoexpandthemarket,theymustchoosethecentralizedway,thisisthemostsuitablewayfortheirgeographicstructure.Andnow,howtotakecontrolandsetupacoincidenttargetforthesubsidiaryistheCEOconsidering.
3Outcome2
3.1Strategiesofproduct
Forensuringthequalityofproductsasbasic,thenKraftfoodmustbeproducedmeettheChinaconsumerdemandforproductsinordertoexpandChinesemarket.Krafthavemanykindsofproduct,butwhentheycometoChina,theycarefulchoosethenewproduct.
ImprovementanddevelopmentconformstotheChinaconsumerpreferenceproductsconstantlyaccordingtotheChineseconsumerdemand,isthekeytoopentheChinesemarket.Kraftdoaresearchonthecustomerfeedback.
Foodindustryhavealargelocaldifferencesintheindustry,sothereisanoldsayingthat"Tastesdifferalltastes."Referstothedifferentregionsofthecountryorpeople'seatinghabits,tastesarequitedifferent,andinsomecountriesandregionspopularproducts,fromoneplacetoanothermaybecoldshouldered.
Updatetheoldproduct
AsoneoftheKraftBiscuitseriesofOreocookies,asearlyas1912inUSAwassaletocustomers,butitwasnotuntil1996thatitwasbroughttotheChineseKraftFoods,consumersinthefieldofvision.manyconsumersfeelthatOreocookiestastetoosweetgreasy,accordingtothisreflection,KraftCorporationR&DpersonnelontheOreocookierecipemadeatimelyimprovement,KraftFoodshavebeendevelopedtoreducethe20kindsofsugarcontentofthesample,andrequeststheChineseconsumertesttaste,afterdeterminedexactlyinlinewiththetastesofChineseconsumersformula.
Thelastlaunchisclampedinthemiddleofchocolate,outsidewrappedinwaferlayerlowsweetnessChocolateCrisproll.Inaddition,inordertoensurethatthischocolateproductcanwithstandlivinginthevastlandofChinalongdistancetransportationtest,Kraftfoodshasalsodevelopedapatentedprocesstechnology,makeitaftertheseverecoldofthenorthorsouthofthehotandhumidcanentrancethatis.
Createanewproduct
TheturningpointinKraft'sbusinessinChinaaccordingtothespecialneedsofconsumersisChineselaunchedTangseries,evenproductswillberefinedtothecityaccordingtodifferentconsumerpreferencesproducedifferentkindsoftang.
3.2ProductionUnitandglobalposition
AccordingtoKraft’sWebsite,thefirmseekstobecomeahugesnackspowerhouseandunrivalledportfolioofbrandspeoplelove,eatandbuy.AccordingtoanarticleofNewsBitesUSMarkets,2010:
”ThebrandsoftheCompanyspanfiveconsumersectors:
snacks,beverages,cheese,groceryandconvenientmeals.”AsadvisedbyF.David,Kraftfocusesitsstrategyonthecomplementarynaturethecompany’sportfoliowhichissupposedtoleadthebrand’sgrowth:
Delightglobalsnacksconsumers.
KraftFood,Ltd.istheworld'ssecondlargestfoodcompany,operatingin145countriesaroundtheworld,intheworldemployingapproximatelymorethan90000employees.TheKraftCorporation'sthreecoreproductsforCoffee,candy,dairyproductsandbeverages.In1984KraftFoodsintoChinesemarket,isoneofthefirstbatchofinvestmentChinamultinationalenterprises,inChinese,establishedtwojointventureproductionofinstantsolidbeverageandCoffee.Now,Oreo,Prince,Taiping,Maxwell,TangfoodsuchasChineseconsumershavebecometheclassiclove.AnimportantpartofthedevelopmentofthemarketisChinaKraftCorporation'sglobalstrategy.AccordingtotheNelsonsurvey,Septemberto2009,the2009yearChinamarketcookiesaleswere$1,600,000,000,KraftFoodswhichaccountfor22.4%ofthemarketshare.(Harvey,1999)
3.3Pricing,distributionpoliciesandlogistics
Pricing
Kraftalsopaysattentiontodetailsoftheconsumerdemand.Forexample,aresearchshowsthatChineseconsumersgenerallythinkcookiesperpackagepricingin5yuanhigherthananothercookies,Kraftalsomadeaquickadjustmentofproductswillberepackaging,shrinkpackagingvolume,priceadjustment.Forinstance,intheShanghaiconsumerslikelargepackaging
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