Question

In: Operations Management

The following information should be used when answering the provided questions below:- 1 Introduction Belaria Shoes...

The following information should be used when answering the provided questions below:- 1 Introduction Belaria Shoes was formed by two brothers who were passionate about diversity in cultures existing in Italy in early 1970s. At this time, the country was undergoing a period of rapid industrial growth and many companies were established that paid low wages and expected employees to work long hours in dangerous and dirty conditions. Workers lived in poor housing, were largely illiterate and had a life expectancy of less than forty years. The Belaria brothers held a set of beliefs that stressed the social obligations of employers. Their beliefs guided their employment principles – education and housing for employees, secure jobs and good working conditions. Belaria Shoes expanded quickly, but it still retained its principles. Today, the company is a private limited company whose shares are wholly owned by the Belaria family. Belaria Shoes still produce footwear in Petatown, but they now also own almost one hundred retail shops throughout Italy selling their shoes and ` IN SEMESTER (INDIVIDUAL) ASSIGNMENT Module Code: BUSS 1009 Module Name: Strategic Management Level: 3 Max. Marks: 100 Scaled down to 50 boots. The factory (and surrounding land) in Petatown is owned by the company and so are the shops, which is unusual in a country where most commercial properties are leased. In many respects this policy reflects the principles of the family. They are keen to promote ownership and are averse to risk and borrowing. They believe that all stakeholders should be treated fairly. Reflecting this, the company aims to pay all suppliers within 30 days of the invoice date. These are the standard terms of supply in Italy, although many companies do, in reality, take much longer to pay their creditors. The current Belaria family are still passionate about the beliefs and principles that inspired the founders of the company. Recent history Although the Belaria family still own the company, it is now totally run by professional managers. The last Belaria to have operational responsibility was Jock Belaria, who commissioned and implemented the last upgrade of the production facilities in 1991. In the past five years the Belaria family has taken substantial dividends from the company, whilst leaving the running of the company to the professional managers that they had appointed. During this period the company has been under increased competitive pressure from overseas suppliers who have much lower labour rates and more efficient production facilities. The financial performance of the company has declined rapidly and as a result the Belaria family has recently commissioned a firm of business analysts to undertake a SWOT analysis to help them understand the strategic position of the company. SWOT analysis: Here is the summary SWOT analysis from the business analysts’ report. Strengths Significant retail expertise: Belaria Shoes is recognized as a successful retailer with excellent supply systems, bright and welcoming shops and shop employees who are regularly recognized, in independent surveys, for their excellent customer care and extensive product knowledge. Excellent computer systems/software expertise: Some of the success of Belaria Shoes as a retailer is due to its innovative computer systems developed in-house by the company’s information systems department. These systems not only concern the distribution of footwear, but also its design and development. Belaria is acknowledged, by the rest of the industry, as a leader in computer-aided footwear design and distribution. Significant property portfolio: The factory in Petatown is owned by the company and so is a significant amount of the surrounding land. All the retail shops are owned by the company. The company also owns a disused factory in the north of Italy. This was originally bought as a potential production site, but increasingly competitive imports made its development unviable. The Petatown factory site incorporates a retail shop, but none of the remaining retail shops are near to this factory, or indeed to the disused factory site in the north of the country. Weaknesses High production costs: Italy is a high labor cost economy. Out-dated production facilities: The actual production facilities were last updated in 1991. Current equipment is not efficient in its use of either labor, materials or energy. Module Name Strategic Management (BUSS1009) – Semester – Spring 20 – CW 1 (Assignment) – Session D – QP MEC_AMO_TEM_034_01 Page 3 of 10 Restricted internet site: Software development has focused on internal systems, rather than internet development. The current website only provides information about Belaria Shoes; it is not possible to buy footwear from the company’s website. Opportunities Increased consumer spending and consumerism: Despite the decline of its manufacturing industries, Italy remains a prosperous country with high consumer spending. Consumers generally have a high disposable income and are fashion conscious. Parents spend a lot of money on their children, with the aim of ‘making sure that they get a good start in life’. Increased desire for safe family shopping environment: A recent trend is for consumers to prefer shopping in safe, car-free environments where they can visit a variety of shops and restaurants. These shopping villages are increasingly popular. Growth of the green consumer: The numbers of ‘green consumers’ is increasing in Italy. They are conscious of the energy used in the production and distribution of the products they buy. These consumers also expect suppliers to be socially responsible. A recent television programme on the use of cheap and exploited labor in Ethiopia was greeted with a call for a boycott of goods from that country. One of the political parties in Italy has emphasized environmentally responsible purchasing in its manifesto. It suggests that ‘shorter shipping distances reduce energy use and pollution. Purchasing locally supports communities and local jobs’. Threats Cheap imports: The lower production costs of overseas countries provide a constant threat. It is still much cheaper to make shoes in Ethiopia, 4000 kilometres away, and transport the shoes by sea, road and train to shops in Italy, where they can be offered at prices that are still significantly lower than the footwear produced by Belaria Shoes. Legislation within Italy: Italy has comprehensive legislation on health and safety as well as a statutory minimum wage and generous redundancy rights and payments for employees. The government is likely to extend its employment legislation programme. Recent strategies Senior management at Belaria Shoes have recently suggested that the company should consider closing its Petatown production plant and move production overseas, perhaps outsourcing to established suppliers in Ethiopia and elsewhere. This suggestion was immediately rejected by the Belaria family, who questioned the values of the senior management. The family issued a press release with the aim of re-affirming the core values which underpinned their business. The press release stated that ‘in our view, the day that Belaria Shoes ceases to be a Module Name Strategic Management (BUSS1009) – Semester – Spring 20 – CW 1 (Assignment) – Session D – QP MEC_AMO_TEM_034_01 Page 4 of 10 Petatown company, is the day that it closes’. Consequently, the senior management team was asked to propose an alternative strategic direction. The senior management team’s alternative is for the company to upgrade its production facilities to gain labor and energy efficiencies. The cost of this proposal is $37·5m. At a recent scenario planning workshop the management team developed what they considered to be two realistic scenarios. Both scenarios predict that demand for Belaria Shoes’ footwear would be low for the next three years. However, increased productivity and lower labor costs would bring net benefits of $5m in each of these years. After three years the two scenarios differ. The first scenario predicts a continued low demand for the next three years with net benefits still running at $5m per year. The team felt that this option had a probability of 0·7. The alternative scenario (with a probability of 0·3) predicts a higher demand for Belaria’s products due to changes in the external environment. This would lead to net benefits of $10m per year in years four, five and six. All estimated net benefits are based on the discounted future cash flows.

Question One: Using academic principles and examples from the above case, assess the following concepts:- (a) Strategy (b) Strategic planning (c) Strategy development.

Question Two : Belaria shoes wishes to develop a strategy for guiding its operations in future. (a) Classify and examine the main factors which are likely to shape and influence the values and strategy of the above organization? (b) Discuss the likely problems with mergers as a means of external growth.

i want the answer of Q2.

Solutions

Expert Solution

Q2- Bellaria shoes wish to develop a strategy for guiding its operations in the future. (a) Classify and examine the main factors which are likely to shape and influence the values and strategy of the above organization? (25 marks) (b) Discuss the likely problems with mergers as a means of external growth.

Belaria shoes were started by the two Belaria bothers, and initially, it was a very prosperous business. But after 1991, the family handed over its operation to the appointed professional managers to look after the operation of the business and it slowly started decreasing. This mainly happens due to increased competition So, Belaria family tries to make strategies for the future development of their operation, to face a huge competition. The main factors which are likely to shape and influence the values and strategy of the above organization are as follows-

1. To upgrade the production facility- The production facility have been upgraded in 1991 (so many years back). They should think of implementing the latest production facility.

2. Using the latest technology- They should use the technology which is cost-efficient in case of labor, and other manufacturing costs.

3.Internet Sales- Following the latest trend, they should try to adopt online sales of their products, which is the latest trend.

4. Trendy fashionable shoes- They should also improve their quality of shoes and should introduce the latest fashion in their designs.

5.Green consumer- They have to implement environment-friendly techniques in their process of operation.

6. Reducing their price below export items- According to the laws of Italy, they have to follow the minimum wage and other benefits to the employees. But as discussed earlier if they try to reduce their cost of production, they can decrease their price level also.

b) Mergers are done to promote external growth by combining it into a single entity. Problems associated with the merger as external growth are as follows-

1. A large concentration of wealth- When two big companies combine to form a single enterprise, this led to a huge concentration of wealth of the two merging companies, which is not good from the economic perspective.

2.Market leadership condition- The huge concentration of wealth of resources often give rise to a monopoly situation in the market.

3. A threat to the smaller Business enterprise- When two big enterprises combine and control the market, it causes a huge threat to the small businesses and their survival becomes quite difficult.

4.Too much concentration of capital- This situation leads to wastage of capital as the firms cannot use that much of capital for productive purposes.

5. Lower use of resources- The merger led the firm to become market leaders as a result, they don't have a competitor, production, research, and innovation slows down.

Hence, these situations should be avoided during merger as external growth.


Related Solutions

Create professional memo answering the following questions. Your memo should include an brief introduction of why...
Create professional memo answering the following questions. Your memo should include an brief introduction of why you are writing this memo and also must include a closing statement of how you can be reached for questions. Should the Project be accepted or rejected? Explain your rational for your answer in question 2. Capital Budgeting Year Discounting Period Cash Flows Present Value of cash flows Computation Year 1 0 -1000 -1000 Year 2 1 500 476.1904762 476.1904762 Year 3 2 500...
The following information is to be used for answering questions 24 to 30 inclusive Cash 20,000...
The following information is to be used for answering questions 24 to 30 inclusive Cash 20,000 Accounts Receivable 40,000 Inventories 40,000 Current Assets 100,000 Accounts Payable 30,000 Accruals 10,000 Notes Payable 40,000 Current Liabilities 80,000 Sales 250,000 Cost of Goods Sold 170,000 The current ratio is 1.25 DSO is 58.4 days DIH is 85.9 days OC is 144.4 days 4. The company's days payable outstanding (DPO) is__? 6. The company's cash conversion cycle (CCCC) is__? 7. The company's working capital...
1. Use the following information provided and the answers to the questions below to predict what...
1. Use the following information provided and the answers to the questions below to predict what the weighted average cost of capital might be in the future. Then, use the WACC to make an informed decision about whether or not the company should invest in a new project. Publicly traded companies are required to produce annual accounting reports (10-K) for the SEC detailing the financial operations of the past year. Suppose that you look up a company and find that...
When answering the provided questions, you must ensure that your answers address the questions, that your...
When answering the provided questions, you must ensure that your answers address the questions, that your answers have an Australian accounting/financial reporting focus, that your answers are internally consistent, and that the individual components of your answers provide a well-rounded argument that is easy to follow. The Chief Financial Officer (CFO) of Large Mart has been unable to find answers for two accounting problems. He has asked you to investigate the following questions and to write a report (including relevant...
THE FOLLOWING INFORMATION IS USED FOR QUESTIONS 8 – 10. Quiz Company provided the following information...
THE FOLLOWING INFORMATION IS USED FOR QUESTIONS 8 – 10. Quiz Company provided the following information for the preparation of the cash budget for June. The cash balance of June 1 is expected to be $3,763. Projected sales are as follows.                 April       May       June Cash sales           $10,000                 $18,000                 $18,600 Credit sales         28,900   35,000   54,000 Credit sales are collected over a three-month period: 40% in the month of sale, 30% in the first month after the sale, 20% in the...
Required information [The following information applies to the questions displayed below.] The following data is provided...
Required information [The following information applies to the questions displayed below.] The following data is provided for Garcon Company and Pepper Company. Garcon Company Pepper Company Beginning finished goods inventory $ 12,600 $ 17,500 Beginning work in process inventory 18,000 20,550 Beginning raw materials inventory (direct materials) 7,400 12,150 Rental cost on factory equipment 30,500 24,700 Direct labor 21,200 41,000 Ending finished goods inventory 17,150 14,100 Ending work in process inventory 25,900 20,200 Ending raw materials inventory 7,100 7,600 Factory...
Required information [The following information applies to the questions displayed below.] The following data is provided...
Required information [The following information applies to the questions displayed below.] The following data is provided for Garcon Company and Pepper Company. Garcon Company Pepper Company Beginning finished goods inventory $ 12,600 $ 17,500 Beginning work in process inventory 18,000 20,550 Beginning raw materials inventory (direct materials) 7,400 12,150 Rental cost on factory equipment 30,500 24,700 Direct labor 21,200 41,000 Ending finished goods inventory 17,150 14,100 Ending work in process inventory 25,900 20,200 Ending raw materials inventory 7,100 7,600 Factory...
Required information [The following information applies to the questions displayed below.] The following data is provided...
Required information [The following information applies to the questions displayed below.] The following data is provided for Garcon Company and Pepper Company. Garcon Company Pepper Company Beginning finished goods inventory $ 12,700 $ 19,600 Beginning work in process inventory 18,800 22,800 Beginning raw materials inventory 7,200 13,200 Rental cost on factory equipment 31,500 24,100 Direct labor 20,800 37,800 Ending finished goods inventory 19,250 13,100 Ending work in process inventory 23,800 21,400 Ending raw materials inventory 6,300 9,800 Factory utilities 10,950...
Required information [The following information applies to the questions displayed below.] The following data is provided...
Required information [The following information applies to the questions displayed below.] The following data is provided for Garcon Company and Pepper Company. Garcon Company Pepper Company Beginning finished goods inventory $ 14,200 $ 17,350 Beginning work in process inventory 15,600 23,400 Beginning raw materials inventory 7,300 11,550 Rental cost on factory equipment 29,750 24,400 Direct labor 24,800 41,400 Ending finished goods inventory 20,900 16,200 Ending work in process inventory 22,300 16,600 Ending raw materials inventory 6,400 7,400 Factory utilities 14,250...
Required information [The following information applies to the questions displayed below.] The following data is provided...
Required information [The following information applies to the questions displayed below.] The following data is provided for Garcon Company and Pepper Company. Garcon Company Pepper Company Beginning finished goods inventory $ 12,700 $ 16,600 Beginning work in process inventory 18,000 23,550 Beginning raw materials inventory 11,500 13,350 Rental cost on factory equipment 27,250 26,950 Direct labor 20,600 43,000 Ending finished goods inventory 20,000 13,500 Ending work in process inventory 25,300 17,200 Ending raw materials inventory 6,200 8,000 Factory utilities 11,550...
ADVERTISEMENT
ADVERTISEMENT
ADVERTISEMENT