Stonyfield Case Study

Stony case Case Study PowerPoint Script Introduction of team up Diversity Members AMBA Team Summary of Stonyfield Farm Case Study I. What factors should StonyField Farm review out front going international? Reasons to expand in international trades Increased net in international markets Expansion and diversification of customer base sweet business opportunities and investments Major Factors to consider before going International Minimizing output signal Costs Researching the labor laws of the specific acres Working with topical anaesthetic vendors and suppliers straightaway Dealing with low trade barriers Utilizing subsidies from local anesthetic anaesthetic anesthetic governments Resources access to inexpensive resources and piercing materials Economies of Scale Strategies to reducing production costs Knowing of the geographic mend for the international expansion Understanding the markets- knowing consumers wants and needs Knowing the unknown countries econom ic and political systems Economies of Scope The variety of products and services the company wants to offers (Daft, 2010) find out the geographic regions of expansion Knowing the markets size II. What are the major ship canal for Stonyfield to take their operations global? Form Strategic Alliances with local partners substantiative Exporter Creating strategic alliances with other firms to increase market share ( Horngren, Sundem and Stratton, 2002) Contract with local vendors and suppliers to manage resources Direct Exporting Methods Establishing a domestic-based export discussion section Creating overseas sales branches or subsidiaries Utilizing export sales representative apply remote based distributors and agents Licensing Stonyfield could consider selling its rights to other companies to use as label names in the contradictory markets Joint Ventures and Consortia Establishing a separate entity with cardinal or more active firms in the industry as sponsors Stony field prove will benefit from sharing development and production cost, and penetrate natural markets Combined knowledge of local markets, shared strengths in engineering science and dissemination channels will even up them marketable III. Recommendations for StonyField Farm on how they should structure to take their operations global?Slide 1 Stonyfield in the transnational stage and the re-structured company Start by exporting products via strategic alliances with local partners for a test period. Evaluate the market demand and profit forecasts hasten a decision on further expansion. Expanding to the Multinational stage with afield farms & Sales Teams Stonyfield establishes farms and sales teams in their horde countries This will reduce speech communication time and cost. It will too ensure fresh products and eco-friendly message.Operations & Strategy department in head office oversees all location specific teams elemental farm production would be globally standa rdized for quality ascendancy Overseas teams would have autonomy over selling, promotional material/labeling, shipping, and special flavors for local tastes. It will make them more adaptable. pic Slide 2 Structure of the local teams, outsourcing local roles and use of technology Managers have full autonomy in pursuing local opportunities, and maintain good supply chain relationships. HR, marketing and sales and other staff can be hired locally or outsourced to local companies. Local staffs knowledge of the force country culture and nuances will be useful in catch the market. Technology for the new global organizational structure Software technology will depart flow of information between overseas and field offices. Allows for flow of ideas, information, and troubleshooting. Software tracking system will also allow tracking of supplies and products. IV. How can Stonyfield Farm mange to maintain their eco-friendly operations internationally? look current operating functi ons and all potential factors Stonyfield should conduct enquiry on farming and dairy production industries in both UK and France Should do research almost the market, competitors and other eco friendly competitions environmental extend to of Stonyfield products and host country regulations Become familiar with applicable environmental regulations They learn about the impact of this environmental standards and regulations It will be advantageous for Stonyfield to review the international open regulations and revise its operating standards Recycling and waste management is another of the essence(predicate) regulation that should be taken seriously. Minimizing eco-friendly production costs in host countries Production costs will be expensive as transitioning into foreign markets is challenging Operations need to be restructured to focus on sustaining manufacturing and soma Stonyfields main objective is to consume minimal amounts of resources and energy using recycled mate rials Clear production and pricing strategy It is necessary for Stonyfield to create a defined production and pricing strategy They need to continually make production more efficient, work to decrease waste and resource wont Consumer patronage of eco-friendly products and their concerns Recent studies indicate that 93 percent of consumers say they actively participate in eco-friendly events and 37 percent of those individuals are concerned about the environment (Borin, Cerf, & Krishnan, 2011). The a growing demand or eco-friendly products (Borin, Cerf, & Krishnan, 2011) Marketing eco-friendly products more than companies are creating their own labels in their effort to differentiate themselves in the market place Stonyfields marketing plan should focus on packaging and labeling with eco friendly logos, making sure all messages are legible and informative. They should also refer to packaging regulations and green marketing tools Importance of labeling in eco-friendly products Labeling is grave because it informs the customers about the quality of the products and its shows value (Menzel, Smagin, & David, 2010). When labeling the package, Stonyfield should remember to focus on inform the consumer about the consumer about the product. References AMBA 610 Course Pack Daft, R L. , (2010). Organization possible action and design (10th ed. ), 211-216, Mason, OH Thomson South-Western. Borin, N. , Cerf, D. C. , & Krishnan, R. (2011). Consumer effects of environmental impact in product labeling. journal of Consumer Marketing , 28 (1), 78-86. Horngren, C. T, Sundem, G. L. & Stratton, W. O (2002). Introduction to management accounting (12th ed. ), 227-235.Upper point River, NJ Prentice Hall. Grimm, M. (2005, November 28). Progressive business, Brandweek, 46 (43), 26. Retrieved December 17, 2010 from http//ezproxy. umuc. edu/login? url=http//search. ebscohost. com/login. aspx? work out=true&db=bth&AN=20445636&login. asp&site=ehost-live&scope=site Gurtoo, A. , & Antony, S. (2007). Environmental regulations Indirect and unintended consequences on economy and business. Management of Environmental woodland An International Jornal , 18 (6), 626-637. Menzel, V. , Smagin, J. , & David, F. (2010). Can companies profit from greener manufacturing? Measuring Business excellence , 14 (2), 22-31.