Goodman Fielder
Running head: GOODMAN FIELDER ANALYSIS
Goodman Fielder Analysis
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Abstract
The competition in the business environment continues to be more intense and many organizational leaders make strategic decisions concerning the company performance and its competitive position. Some alter their strategies to match the current changes in the business environment. Some also adopt the modern performance measures to keep track of the organizational performance. Therefore, this paper looks at the appropriateness of the vision and mission, the competitive advantage, non financial performance measures, corporate level strategy and the competencies and capabilities of Goodman Fielder Company. It will also look at the organizational structure and the cultural environment of the company. Finally, it will assess the academic models that can be the measure of the company’s performance.
Introduction
Goodman Fielder is an Australian leading manufacturer, marketer and distributor of bread and other products such as dairy products, margarine, oil, dressings, and food ingredients. The main countries in which the company operates are Australia and New Zealand. The company has a portfolio of different consumer brands and their brands cover different meal occasions which include breakfast, lunch, dinner and snacks.
Vision and Mission The company’s current vision is to be the leading food company by offering a wide range of food products, building an outstanding portfolio of local brands, developing deep knowledge and understanding of the customer needs, employing the most efficient technologies and methods of production and minimizing the costs (Goodman Fielder Annual Report, 2011). The vision is appropriate for the organization since it captures the most critical parts that drive success. The vision links the organizational success to the satisfaction of customers since the customers are essential to its progress. It also captures
Goodman Fielder Analysis
Name
University
Course
Tutor
Date
Abstract
The competition in the business environment continues to be more intense and many organizational leaders make strategic decisions concerning the company performance and its competitive position. Some alter their strategies to match the current changes in the business environment. Some also adopt the modern performance measures to keep track of the organizational performance. Therefore, this paper looks at the appropriateness of the vision and mission, the competitive advantage, non financial performance measures, corporate level strategy and the competencies and capabilities of Goodman Fielder Company. It will also look at the organizational structure and the cultural environment of the company. Finally, it will assess the academic models that can be the measure of the company’s performance.
Introduction
Goodman Fielder is an Australian leading manufacturer, marketer and distributor of bread and other products such as dairy products, margarine, oil, dressings, and food ingredients. The main countries in which the company operates are Australia and New Zealand. The company has a portfolio of different consumer brands and their brands cover different meal occasions which include breakfast, lunch, dinner and snacks.
Vision and Mission The company’s current vision is to be the leading food company by offering a wide range of food products, building an outstanding portfolio of local brands, developing deep knowledge and understanding of the customer needs, employing the most efficient technologies and methods of production and minimizing the costs (Goodman Fielder Annual Report, 2011). The vision is appropriate for the organization since it captures the most critical parts that drive success. The vision links the organizational success to the satisfaction of customers since the customers are essential to its progress. It also captures
References: Balanced Scorecard Institute (2012). Balanced Scorecard Basics. Retrieved on June 4, 2012 from http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx Daft, R.L Goodman Fielder (2012). Who we are: Two Year Strategic Agenda. Retrieved on June 2, 2012 from http://www.goodmanfielder.com.au/index.php?q=node/106 Ittner, C & Larcker, D Muschewske, R.C. (n.d.). Choosing a New CEO: This Board Got It Right. Retrieved on June 2, 2012 from http://nacd-mn.org/media/Document_12.pdf Page, R et al (2006 Oct)