Hartmann group case study

Résumé du document

The main goal of this report is to contribute with a suggestion on how the new strategy launched in 2011 "competitive edge-driving growth" will have impact on the company from an organizational-management point of view. In order to have a picture of what are the resources of "H" we analyzed the business model, concentrating on the way that the assets and processes support the new strategy. The new two phase strategy "Competitive edge-driving growth" strategy is concentrated on" enhancing company's competitive strength in 2011-2012 with a view to expanding "H"'s market position through controlled and profitable growth during the period 2013-2015." Then it will be observed the impact of the strategy to the organizational and management resources of "H".

Lastly we will determine the barriers that may have an influence of the degree on innovation, efficiency and motivation (I.E,M), when applying the strategy, and give a solution how to overcome the major ones. Hartmann will be named as "H" in our report.

Company's characteristics: "H"s a company that develops, produces and sells recyclable moulded-fibre packaging primarily for the eggs. With 95 years of experience "H" occupies the market leaders place in the egg packaging market owning 40% market share in Europe. The company also offers industrial packaging and customer specific services.

Extraits

[...] By that way the empowerment of the single manager will be increased, giving them higher degree of authority. At the end, the centralized investments and satisfied employees will lead better operation and improvements of the products which the company has. It will have products with better quality, innovative design and customization for the customers. This centralization of the production facilities will connect all procurement functions in one department, which will have direct contact with the company's suppliers. It is important for the company in order to have higher customer power. [...]

[...] The implementing of the strategy will focus almost all of the activities in the company to enhancing competitive strengths and market growth, so the focus will not be for innovating. And as are going for centralization , the decision will take from the managers and the one on a lower position will not have a word , and that will stop the entering of fresh new innovative ideas. That could be avoid by arranging monthly meeting, when the managers can have discussion and collect ideas. [...]

[...] This is leading to fragmentation of their supplier sources and problems with achievement of economy of scale and organizational growth. At the same time these production facilities in 7 countries lead to the question of the level of quality of their products. In the current situation, it is complicated for the company to use the data which they are receiving from their advisory service to their customers. These factors are hurting their competence and lead to the feeling in the external parties that it doesn't have clear purpose focus and goals. [...]

[...] The need from competences is starting to be bigger. The company has hired professional employees, which can lead their functional organization and will lead to effective transaction of their business. The perspective for growth in new markets will lead the need for better employee training. That's why; they can use their training program for sales people and to develop additional courses for the other employees. The trend is that with the second phase of the strategy want to optimize the production and work processes, by internal collaboration and knowledge sharing that will form standardization. [...]

[...] Hartmann group case study Table of contents 1. Interpretation Company's characteristics Theories and models Answers on the questions Answer to question Answer on question Interpretation The main goal of this report is to contribute with a suggestion on how the new strategy launched in 2011 “competitive edge-driving growth” will have impact on the company from an organizational-management point of view. In order to have a picture of what are the resources of we analyzed the business model, concentrating on the way that the assets and processes support the new strategy. [...]