Celanese
Table of Content
1. Introduction
2. Task A - Analysis Celanese AG (CE) Competitive Force Model – Porters Five Forces Value Chain Model Celanese centralised enterprise system to its business strategy Business Value
3. Task B - Systems Development Methodologies
4. Task C
5. Bibliography
1. Introduction
Celanese AG is a global producer of value-added industrial chemicals. They are one of the leaders in their product areas; Celanese has the leading position in producing acetyl products and engineered polymers. Their products are manufactured in North America, Europe and Asia. In 2006 Celanese’s net sales went up from 1,471 million USD to 1,573 million USD while their operating profit decreased by 15 percent from 172 million USD to 147 million USD which is due to an overall increase in many other charges and also a loss in sales which is related to AT Plastics Films Business.
2. Task A - Analysis Celanese AG (CE) Competitive Forces Model – Porters Five Forces I. Rivalry
Celanese’s traditional competitors include BASF, Methanax, Lanxess and other companies in the chemical industry. All of the competitors offer a similar range of products and services in the almost identical market. The ‘older’ competitors mostly have an excellent intuition for the market and have a good customer base.
In this situation the rivalry is very intense, because the companies are driven by the industry conditions in terms of price cuts and also raising the prices. For example: The Vice president of Celanese Emulsion announced on 21st of November that they are going to raise the prices on Emulsion Products in North America by 5 cent per wet pound which is due to an increase of the prices of raw materials, feedstock’s, transportation and energy costs.
The exit barriers are very high – they are still the primary barriers to make profit. The companies who want to shut down and write off there assets can’t, because of ecological issues.
II. Threat of
1. Introduction
2. Task A - Analysis Celanese AG (CE) Competitive Force Model – Porters Five Forces Value Chain Model Celanese centralised enterprise system to its business strategy Business Value
3. Task B - Systems Development Methodologies
4. Task C
5. Bibliography
1. Introduction
Celanese AG is a global producer of value-added industrial chemicals. They are one of the leaders in their product areas; Celanese has the leading position in producing acetyl products and engineered polymers. Their products are manufactured in North America, Europe and Asia. In 2006 Celanese’s net sales went up from 1,471 million USD to 1,573 million USD while their operating profit decreased by 15 percent from 172 million USD to 147 million USD which is due to an overall increase in many other charges and also a loss in sales which is related to AT Plastics Films Business.
2. Task A - Analysis Celanese AG (CE) Competitive Forces Model – Porters Five Forces I. Rivalry
Celanese’s traditional competitors include BASF, Methanax, Lanxess and other companies in the chemical industry. All of the competitors offer a similar range of products and services in the almost identical market. The ‘older’ competitors mostly have an excellent intuition for the market and have a good customer base.
In this situation the rivalry is very intense, because the companies are driven by the industry conditions in terms of price cuts and also raising the prices. For example: The Vice president of Celanese Emulsion announced on 21st of November that they are going to raise the prices on Emulsion Products in North America by 5 cent per wet pound which is due to an increase of the prices of raw materials, feedstock’s, transportation and energy costs.
The exit barriers are very high – they are still the primary barriers to make profit. The companies who want to shut down and write off there assets can’t, because of ecological issues.
II. Threat of
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