Fluent Essays

***Only Sections II and IIIInstructions:   The Executive Director for the new Asia Division, has been asked by Max Barney to put together, and present in a report to him, a business strategy that will be a guide for the next year as the new division moves forward. The Executive Director will be working with a consulting group over the next 5 weeks and they will assist with putting together this plan. The final plan will be laid out as outlined below and developed in three phases. In the first phase (this project), Section II and Section III will be completed.Section I – Executive SummarySection II – Goals and ObjectivesSection III – Competitive AnalysisSection IV – Description of Organizational Structure and CultureSection V – Breakdown of Product and ServicesSection VI – Communications PlanSection VII – Human Resources Plan The business strategy will provide the organization an opportunity to explain the goals and objectives of the new division and help with the development of the strategy to achieve them.  The plan will allow the company to gain insight into the current status of the industry it is venturing into using internal and external analysis tools, and then use this analysis to design its division’s business environment.  In addition, the plan will be used to form the team that will bring the vision for this division to reality. Phase I This week, the group from Expert Foods Consultants has been tasked with conducting internal and external analysis of the infant food industry, assessing Biotech’s future in the industry and developing the business strategy for Biotech as they move forward. You will need the Biotech Company Profile to complete the analysis.You have been tasked with conducting a SWOT Analysis of Biotech and the infant formula industry; a PESTLE analysis using the location identified during Week 2 (you must use the location identified in week 2) for the new offices; and a Porter Five Forces analysis for the industry. The group lead has requested that the analysis tools be accompanied with explanations that will breakdown the results of each analytical tool’s discoveries. With the results of this analysis, Biotech leadership should be able to make critical decisions on the types of products (and their corresponding ingredients) the company will use during its initial product line launch.In addition to the internal and external analysis, you have been tasked with identifying five (5) major business goals that Biotech should initially be focused on as they venture into the infant formula industry.  These goals should focus on defining the entry strategy that the organization should follow as it tackles moving into an industry new to the organization.  These goals should be robust but also attainable.  Having clear attainable goals is great, but the goals also need to have clearly defined and explained objectives that will measure the progress to achieve these goals.  Meeting these objectives should result in the future success of their corresponding goals.  When writing these objectives, ensure they can clearly be related to the four goals established as critical during entry into the infant formula industry.  Instructions for Completing Phase IStep 1:  Write an Introduction paragraph The Introduction paragraph is the first paragraph of the paper and will be used to describe to the reader the intent of the paper.  This intent should be understood prior to reading the remainder of the paper so the reader knows exactly what is being covered in the paper.Step 2:  PESTEL AnalysisYou will develop a PESTEL analysis by completing the following tasks:Discuss Biotechs general environment and develop a PESTEL analysis of the infant formula industry that has an impact on Biotech; Provide explanations for the results of each element of the PESTEL using research and the course material.  The analysis will provided specific details that include explanation of why and how – generalizations are unacceptable.Note:  You may not use a PESTEL analysis that is already completed and available on the Internet.  A zero will result if used as the analysis has to be the result of your research and your own development.Step 3:  SWOT AnalysisYou will develop a SWOT analysis by completing the following tasks:Create a SWOT Table setting it up as follows.  Make sure to cite each item in the table.  Insert the table into the paper.  Note that the table template can be found under the Syllabus module;SWOTStrengthsWeaknessesOpportunitiesThreatsAnalyze Biotech and the infant formula industry.  The weaknesses and threats should draw from the PESTEL analysis;Provide explanations for the results of each of the elements of the SWOT using research and the course material.  The analysis will provide specific details that include explanation of why and how – generalizations are unacceptable.Note:  You may not use a SWOT analysis that is already completed and available on the Internet.  A zero will result if used as the analysis has to be the result of your research and your own development.Step 4:  Porter’s Five Forces AnalysisYou will develop a Porter’s Five Forces Analysis by completing the following tasks:Develop the Porter’s Five Forces Analysis providing explanations for the results of each of the Five Forces using research and the course material.  The analysis will provided specific details that include explanation of why and how – generalizations are unacceptable.Note:  You may not use a Porters Five Forces analysis that has been completed and available on the Internet.  A zero will result if such an analysis is used as the analysis has to be a result of your research.Step 5:  Goals and ObjectivesUsing the results of the PESTEL, SWOT, Five Forces and Competitive Analysis:Identify 5 major goals the Business Strategy should look to attain, with explanations as to the importance of each goal and why the goals are relevant to the strategy;Identify a minimum of 3 objectives (per goal) necessary to accomplish each goal.  Explain why the objective fits the goal.  Note:  Three is the minimum so to earn additional points, more objectives are needed.Make sure the goals and objectives are not general in nature.  They need to be specific to Biotech entering the infant formula industry.Step 6:  Competitive AnalysisYou will perform a competitive analysis by completing the following tasks:Identify the Biotech’s three major competitors;Using Biotechs three competitors and analyze the competitions products and services explaining features, value, targets, etc.  What are the competitions strengths and weaknesses and what is the market outlook for the competition?Step 7:  Review the Paper  Read the paper to ensure all required elements are present.  Use the grading rubric to ensure that you gain the most points possible for this assignment.  Proofread the paper for spelling and grammatical issues, and third person writing.Will add additional information as needed Instructions: The Executive Director for the new Asia Division, has been asked by Max Barney to put together, and present in a report to him, a business strategy that will be a guide for the next ye Biotech Health and Life Products Company Profile Welcome to Biotech! The assessment projects for this class will examine different facets of the leadership of Biotech Health and Life Products, Inc. You will be exploring leadership within Biotech with the driving question of “what skills does a Biotech leader need to lead the company now and in the future? ” History Wilford Barney was a young apprentice working for Peter Ulan, owner of a small apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a general energy elixir that was based on a home remedy of his mother’s back in Ireland. The elixir was produced specifically for many of Ulan’s special customers. Made of all natural ingredients the elixir provided B12 and other vitamins to promote a healthy immune system. The energy boost was noticeable after only a week’s use. The reputation of the elixir grew. In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to everyone rather than selected customers. Barney also gave bottles of the elixir to local peddlers who sold the product along with their wares receiving a commission on each bottle they sold. By 1929, the product was well known in Yonkers. Encouraged by the success in Yonkers Barney decided to branch out to New York City. In 1932, Barney built a small manufacturing plant near the store where he mixed and bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter of the apothecary shops in New York City. Sales were booming and customers inquired about other products that Barney ’s had . In 1936, Barney started a new product called Night Relief, another of his mother’s recipes. This product offered relief from night sweats and anxiety caused by menopausal symptoms or nerves. When this product proved a “secret success” with the ladies , Barney decided to bring his mother, Irene, from Ireland, and put her to work making new natural products. With his mother’s help, Barney grew the business into a small but successful manufacturer of natural “life products” . Barney coined “life products ” because the products tracked natural life events in the human body and attempted to improve the customer’s discomfort in dealing with them. The name of the company was changed to Barney’s Elixir and Life Products . The business continued to grow and with his mother’s death in 19 38 the company had a gross revenue of $178,000 a year. The depression took a toll on company profits but people still needed the boosts to their health and were able to afford Barney ’s products as opposed to the medicine offered by doctors and hospitals. During World War II the company supplied the troops with a natural caffeine (Stay Clear) product that would keep soldiers awake for long periods of time and heighten their mental alertness. Government contracts derived from Stay Clear boosted the revenue of the company considerably and ushered in a new wave of interest of natural products. By 1950 Barney turned over the reins of the daily operations of the business to his children but remained on the Board of his family owned company. By this time, the company had expanded its manufacturing plants and sales nationally to include Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia. The revenue of the company was now close to 2.5 million dollars. In the 1960’s the social climate in America had changed and pharmaceutical companies took on greater importance in the treatment of people’s health. The discovery of new drugs and better health care shifted the confidence in the American perspective away from natural products to traditional western medicine. Although the counter culture of America still supported natural supplements, popularity for Barney’s products waned. In 1965, Wilford’s granddaughter, Geraldine, took over the Research and Development Department (R&D) after receiving a degree in chemistry from Harvard. She had been trained as a child by her grandmother , Wilford’s mother, and knew how the recipes should look. However, she had new ideas and with the approach of the 1970’s, was ready to join the “Anjolie perfume commercial” lifestyle depiction of a 70’s women that “they could bring home the bacon and fry it up too.” Due to the downturn in sales by 1970, the company turned to other countries for its sales base. Starting in Germany and other European countries where natural products are highly credible, Barney began to license the sale of the company’s products to local manufacturers. The name recognition grew and by the 1980’s the company was grossing over 4 million dollars in gross sales. The company moved to overseas operations and manufactured in Germany. Wilford Barney died in 1981 shortly after seeing his first grandchild, Maximillian Barney, take over the President’s positon of the company. Studying the trends in the 1990’s about the resurgence of natural health products “Max” as he liked to be called, decided it was time for Barney’s to focus on the new interest in homeopathic and natural products especially at home in America where sales were static. In 1996, Max, wanting to get a sleeker and more modern feel to the company’s products changed the company name and logo. No longer was Barney’s a mom and pop operation but is an international business . Barney’s Elixir and Life Products was now Biotech Health and Life Products. While the products would continue to show the old Barney logo, for name recognition the new logo would take prominence on the packaging. By 2000 the company was grossing about 1.1 billion in sales with an increase in market share. By 2012, Biotech had a 20\% market share of the supplement business with Approximately $25 billion in sales. The company is interested in expanding into infant formula. . Currently sales for the company are at $45 billion. Maximillian Barney is still President and CEO. The stock is still held by the family and all senior management positions are held by family members. Current Company Vision: To help provide everyone with the healthiest life possible in the most natural of ways. Current Mission: To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal. Current Fact Sheet Headquarters Yonkers, New York Worldwide web address www.biotechlife.com President Maximillian Barney 2016 Gross Sales US$ 45 billion Employees 38,000 in 6 countries worldwide Manufacturer Operations United States Battle Creek, Michigan, Albuquerque , New Mexico, Elkton, Maryland, Peoria , Illinois and Atlanta, Georgia Europe England , France , Netherlands Asia Sapporo, Japan South and Central America and Caribbean Salvador , Brazil Canada Product Lines Major Competitors Calgary , Canada Protein and Fitness; Personal Care, Vitamins and Food Supplements, Infant Formula (Pending) Protein and Fitness -GNC, Personal Care - Nestle Skin Care - Galderma, SA; Glaxo, Merke, General Mills. Vitamins and Food Supplements - GNC, Natures Plus, Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial Group, Inc, Schiff Nutrition International, Nestle Current Business Philosophy Biotech has determined its long -term goal planning pattern should be no longer than three years. Three years seems more flexible than the seven year planning pattern previously used as change in the business climate is making it imperative to be more flexible. The need for innovation and competitive advantage ideas are the main focus for the next two years along with the company’s commitment to becoming a triple bottom line company. Sustainability both for profit and planet is foremost in the minds of the leadership. The development of a triple bottom line company is in the best interest of the company because of the need to keep a strong natural product image link to the community and the desire for the company to be socially responsible. Protection of the suppliers and control over product quality is critical to the development of a sound “life product.” Current Growth Plans Business and Sales Biotech is looking to expand and is exploring the opening of a new manufacturing, sales, and distribution facility in the next year. Currently , products a r e sold through t h e U S and i t s European division but there is a great demand for its current product in Malaysia and China as well as in the United States. It was decided by senior leadership to explore a potential manufacturing and sales presence in these three areas, which would potentially increase sales and would fa ll under the control of a new Executive Director . As in keeping with the all -natural products, t he company wants to bring a gr eener footprint to its new facility going beyond what many competitors have in place. This as an opportunity to gain market share; and introduce a new product line . This effort would provide a good test case for new products that would position Biotech a s a leaders in innovative technology. Product Development Biotech is looking to develop an infant food line . The company has recently expanded and is now interested in pursuing infant formula. Current Eco Sustainability Commitments Currently, Biotech has c u r r e n t commitments to build housing for several communities in Brazil and India where natural pharmaceutical ingredients are produced. The program reflects the company’s strong commitment to making the company a triple bottom line company by the year 2021. Innovation and Adaptability Development of organizational structure and culture changes are being made to introduce more collaborative decision making as well as bringing the divisions closer together in the area of shared resources and communication. The emphasis is to encourage the exchange of ideas, create an environment that fosters new ideas and makes change easier in implementation of initiatives . Biotech is concerned that the stateside organization is driving the other overseas divisions and that new ideas are being encouraged because of the cultural differences in staff. Customer innovation workshops run by the various divisions have highlighted that R&D in Europe and Australia see differences in consumer preferences from US consumer preferences , and Biotech would like to incorporate this knowledge in its future facility . It is believed that US controlled resources are ignoring these product preferences and are thus impeding overseas sales . Corporate leaders are trying to examine how to answer this cultural gap. Current Corporate Culture Being a family owned business, Barney’s new image has made the family a little less cohesive since it seeks to be a sleeker less clan like organization. Still the family leaders are committed to keeping the family history as a symbol for the company. It is believed that the family cultural connection gives support to collaborative decision making something the Company has been successful in promoting throughout the organization. It is also seen by the owners that their family and employees makes up the company’s customers. The family wants to encourage a customer centric culture, one that allows employees to see everything through the perspective of the customer and to make decisions with the customer’s view always paramount. Further more , there would be a companywide accountability to the customer in all departments. The owner want s a workforce that gives an extraordinary customer experience in every product it makes. Current Organizational Structure This company has a geographical division structure. However, within each division is a functional structure with production and sales at the hub. R&D, HR, IT and Finance have small staff in each division whose primary job is to liaison with headquarters to implement the decisions made by them. Above all the Divisions is the President and CEO Maximillian Barney Housed in headquarters is the R&D, HR, IT, and Finance Divisions Executive Director North American Division Executive Director European Division Executive Director N e w D i v i s i o n (Infant Formula) Executive Director South America Division Instructions: The Executive Director for the new Asia Division, has been asked by Max Barney to put together, and present in a report to him, a business strategy that will be a guide for the next ye BMGT 364 Project 1 (Week 4) Goals, Objective and Competitive Analysis Business Analysis - Phase 1 NOTE: All submitted work is to be your original work. You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in -text citations and an associated reference list only). Purpose In this project, you will complete an external and internal analysis for Biotech and the industry in which it operates. You will research the i nfant formula industry and use the Company Profile as one resource to complete the project. Skill Building: You are also completing this project to help develop critical thinking and assessing the external and internal business environment. Skills: Re search, Critical Thinking, Writing Outcome Met by Completing This Assignment:  employ effective planning processes to develop strategies, goals, and objectives in order to enhance performance and sustainability Instructions: The Executive Director for the new Asia Division , has been asked by Max Barney to put together, and present in a report to him, a business strategy that will be a guide for the next year as the new division moves forward. The Executive Director will be working with a consulting group over the next 5 week s and they will assist with putting together this plan. The final plan will be laid out as outlined below and developed in three phases. In the first phase (this project), Section II and Section III will be completed. Section I – Executive Summary Section II – Goals and Objectives Section III – Competitive Analysis Section IV – Description of Organizational Structure and Culture Section V – Breakdown of Product and Services Section VI – Communications Plan Section VII – Human Resources Plan The business st rategy will provide the organization an opportunity to explain the goals and objectives of the new division and help with the development of the strategy to achieve them. The plan will allow the company to gain insight into the current status of the indus try it is venturing into using internal and external analysis tools, and then use this analysis to design its division’s business environment. In addition, the plan will be used to form the team that will bring the vision for this division to reality. Ph ase I This week, the group from Expert Foods Consultants has been tasked with conducting internal and external analysis of the infant food industry, assessing Biotech’s future in the industry and developing the business strategy for Biotech as they move f orward. You will need the Biotech Company Profile to complete the analysis. You have been tasked with conducting a SWOT Analysis of Biotech and the infant formula industry; a PESTLE analysis using the location identified during Week 2 (you must use the location identified in week 2) for the new offices; and a Porter Five Forces analysis for the industry. The group lead has requested that the analy sis tools be accompanied with explanations that will breakdown the results of each analytical tool’s discoveries. With the results of this analysis, Biotech leadership should be able to make critical decisions on the types of products (and their correspond ing ingredients) the company will use during its initial product line launch. In addition to the internal and external analysis, you have been tasked with identifying five (5) major business goals that Biotech should initially be focused on as they venture into the infant formula industry. These goals should focus on defining the entry strategy that the organization should follow as it tackles moving into an industry new to the organization. These goals should be robust but also attainable. Having clear attainable goals is great, but the goals also need to have clearly defined and explained objectives that will measure the progress to achieve these goals. Meeting these objectives should result in the future success of their corresponding goals. When wri ting these objectives, ensure they can clearly be related to the four goals established as critical during entry into the infant formula industry. Instructions for Completing Phase I Step 1: Write an Introduction paragraph The Introduction paragraph is the first paragraph of the paper and will be used to describe to the reader the intent of the paper. This intent should be understood prior to reading the remainder of the paper so the reader knows exactly what is being covered in the paper. Step 2: PESTEL Analysis You will develop a PESTEL analysis by completing the following tasks:  Discuss Biotechs general environment and develop a PESTEL analysis of the infant formula industry that has an impact on Biotech;  Provide explanations for the results of each element of the PESTEL using research and the course material. Th e analysis will provided specific details that include explanation of why and how – generalizations are unacceptable.  Note: You may not use a PESTEL analysis that is already completed and available on the Internet. A zero will result if used as the analy sis has to be the result of your research and your own development. Step 3: SWOT Analysis You will develop a SWOT analysis by completing the following tas ks:  Create a SWOT Table setting it up as follows. Make sure to cite each item in the table. Insert the table into the paper. Note that the table template can be found under the Syllabus module; SWOT St rengths Weaknesses Opportunities Threats  Analyze Biotech and the infant formula industry. The weaknesses and threats should draw from the PESTEL analysis;  Provide explanations for the results of each of the elements of the SWOT using research and the course material. The analysis will provided specific details that include explanation of why and how – generalizations are unacceptable.  Note: You may not use a SWOT analysis that is already completed and available on the Internet. A zero will result if used as the analysis has to be the result of your research and your own development. Step 4: Porter’s Five Forces Analysis You will develop a Porter’s Five Forces Analysis by completing the following tasks:  Develop the Porter ’s Five Forces Analysis providing explanations for the results of each of the Five Forces using research and the course material. The analysis will provided specific details that include explanation of why and how – generalizations are unacceptable.  Note: You may not us e a Porters Five Forces analysis that has been completed and available on the Internet. A zero will result if such an analysis is used as the analysis has to be a result of your research. Step 5: Goals and Objectives Using the results of the PESTEL, SWO T, Five Forces and Competitive Analysis:  Identify 4 major goals the Business Strategy should look to attain, with explanations as to the importance of each goal and why the goals are relevant to the strategy ;  Identify a minimum of 3 objectives (per goal) necessary to accomplish each goal. Explain why the objective fits the goal. Note: Three is the minimum so to earn additional points, more objectives are needed.  Make sure the goals and objectives are not general in nature. They need to be specific to B iotech entering the infant formula industry. Step 6: Competitive Analysis You will perform a competitive analysis by completing the following tasks:  Identify the Biotech ’s three major competitors;  Using Biotechs three competitors and analyze the competitions products and services explain ing features, value, targets, etc. What are the competitions strengths and weaknesses and what is the market outlook for the competition? Step 7: Review the Paper Read the paper to ensure all required elements are present. Use the grading rubric to ensure that you gain the most points possible for this assignment. Proofread the paper for spelling and grammatical issues, and third person writing.  Read the paper aloud as a first measure;  Use the spell and grammar check in Word as a second measure;  Have someone who has excellent English skills proof the paper;  Consider submitting the memo to the Effective Writing Center (EWC). The EWC will provide 4 -6 areas that may need improvement. Step 8: Submit the paper in the Assignment Folder (The assignment submitted to the Assignment Folder will be considered the students final product and therefore ready for grading by the instructor. It is incumbent upon the student to verify the assignment is the correct submission. No exceptions will be considered by the instructor). How to Set Up the Analysis Create a Word or Rich Text Format (RTF) document that is single -spaced, with double spaces between paragraphs. Use 12 -point font, double spaced. The final product will be 7 -9 pages in length excluding the titl e page and reference page. Write clearly and concisely. Do not exceed 9 pages. Completing the Analysis In order to complete this Business Analysis, you will want to first read the module, Learn How to Support What You Write, as this assignment requires you to use the course readings and research to support what you write. Also,  Read and use the grading rubric while completing the exercise to ensure all requirements are met that will lead to the highest possible grade.  Third person writing is required. Third person means that there are no words such as “I, me, my, we, or us” (first person writing), nor is there use of “you or your” (second person writing). If uncertain how to write in the third person, view this link: http://www.quickanddirtytips.com/education/grammar/first -second -and - third -person .  Contractions are not used in business writing, so do not use them.  Paraphrase and do not use dire ct quotation marks. Paraphrase means you do not use more than four consecutive words from a source document. Instead put a passage from a source document into your own words and attribute the passage to the source document. Not using direct quotation ma rks means that there should be no passages with quotation marks and instead the source material is paraphrased as stated above. Note that a reference within a reference list cannot exist without an associated in -text citation and vice versa. You may not use more than four consecutive words from a source document, as doing so would require direct quotation marks. Changing words from a passage does not exclude the passage from having quotation marks. If more than four consecutive words are used from sou rce documents, this material will not be included in the grade and could lead to allegations of academic dishonesty.  You are expected to use the case scenarios and weekly course material to develop the analysis and support the reasoning. There should be a robust use of the course material along with thorough analysis of potential location information. Material used from a source document must be cited and referenced. A reference within a reference list cannot exist without an associated in-text citation and vice versa. Changing words from a passage does not exclude the passage from having quotation marks. If more than four consecutive words are used from source documents, this material will not be included in the grade and could lead to allegations of academic dishonesty.  Use in -text citations and provide a reference list that contains the reference associated with each in -text citation.  You may not use books in completing this exercise unless part of the course material. Also, do not use a dictionary or Wikipedia.  Provide the page or paragraph number in every in -text citation presented. If the eBook does not have pages, provide the chapter title and topic heading. If using a video, provide the minutes and second of the cited material. Self -Plagiaris m: Self -plagiarism is the act of reusing significant, identical or nearly identical portions of ones own work. You cannot re -use any portion of a paper or other graded work that was submitted to another class even if you are retaking this course. You a lso will not reuse any portion of previously submitted work in this class. A zero will be assigned to the assignment if self -plagiarized. Faculty do not have the discretion to accept self -plagiarized work. Grading Rubric Above Average Sufficient Developing Needs Improvement Failure Introduct ion 0.6 points 0.51 points 0.45 points 0.39 points 0 points Writes an introducti on that captures the readers attention, explains the purpose of the presentati on clearly, correctly, and concisely . (0.54 - 0.6) Writes an introduction that explains the purpose of the presentation correctly but needs minor clarity or development. (0.48 - 0.53) 0.6 0.54 0.48 0.42 0.36 Writes an introduction that provides a general idea of the purpose of the presentati on. Needs more development. (0.42 - 0.47) Writes an introducti on that provides a general idea of the purpose of the presentati on or needs significant developm ent. (0.36 - 0.41) No attempt at presentin g an introducti on. (0) PESTLE Analysis 2.8 points Includes all 6 elements of the PESTLE, explains each element, and provides insightful and correct analysis that emphasizes how each element affects the business and its success, and identifies various stakeholders and how they impact the business or are impacted by 2.38 points Includes all 6 elements of the PESTLE, explains each element, and provides an analysis about how each element affects the business and its success, and identifies various stakeholders and how they impact the business or are impacted by the business but minor developme nt and/or correction is needed. Uses course material, facts from case scenario and some research but analysis 2.1 points Includes all 6 elements of the PESTLE, explains each element, and pro vides an analysis about how each element affects the business and its success, and identifies various stakeholders and how they impact the business or are impacted by the business but analysis needs some development or several errors 1.82 points Attempts most elements of the PESTLE but does not demonstrate a clear understanding of how each element affects the business and its success. May discuss several of the elements of the PESTLE in detail but not all of them. Analysis needs significant deve lopment or many errors noted. Little use 0 points Does not discuss the PESTLE or does not discuss several of the elements. (0 - 1.67) the business. All elements correctly presented and reasoning and conclusions made are well supported with the course material, case scenario facts and significant research. (2.52 - 2.8) needs more support of reasoning/conclusions made. (2.24 - 2.51) noted. Limited use of course material, case scenario facts, and research that does not well support reasoning and conclusions – may rely on facts only. (1.96 - 2.23) of course material, case scenario facts and research or course material/facts from case scenario and some research presented but does not support reasoning and conclusions. (1.68 - 1.95) Creation of SWOT Table 0.8 points Correctly creates a SWOT table demonstrating thorough research, correct identification and placement of elements with appropriate in - text citations. (0.72 - 0.8) 0.68 points Creates a SWOT table demonstrating research but needs some development of research, correct identification, placement of elements or appropriate in - text citations. (0.64 - 0.71) 0.6 points Creates a SWOT table demonstr ating research but needs significant development of research, correct identification, placement of elements or appropriate in -text citations or evidence of incorrect elements. (0.56 - 0.63) 0.52 points Attempts to create a SWOT table demonstrating minimal research but needs major development in placement of elements, incorrect elements, missing elements or lack of citations. (0.48 - 0.55) 0 points Little to no attempt at presenting a SWOT table. (0 - 0.47) Developmen t of SWOT Analysis 2.8 points Analysis is provided that demonstrates thorough understandin g of all 2.38 points Analysis is provided that demonstrates understanding of components of a SWOT analysis 2.1 points Analysis is provided that demonstrates understanding of components of a SWOT analysis 1.82 points Analysis is provided that demonstrates understanding of components of a SWOT analysis 0 points Little to no attempt at presentin g a components of a SWOT analysis (explanation of elements, why and how) and includes insightful and complete analysis of all four quadrants of the chosen company’s SWOT. A discussion of how the company can turn a weakness into strength and takes advantage of an opportunity is clearly detailed and supported using the course material. Al l elements correctly presented and reasoning and conclusions made are well supported with the course ma terial, (explanation of elements, why and how) and includes analysis of all four quadrants of the chosen company’s SWOT. A discussion of how the company can turn a weakness into strength and takes advantage of an opportunity is provided and supported using the course material. Most elements presente d and most supported with the cou rse material, case scenario facts and correct research. Minor development needed. (2.24 - 2.51) (explanation of elements, why and how) and includes analysi s of all four quadrants of the chosen company’s SWOT. A discussion of how the company can turn a weakness into strength and takes advantage of an opportunity is provided and supported using the course material. Most elements presente d and most supporte d with the course material, case scenario facts and correct research. Several development needed or several errors noted of analysis is not thoroughly covered; limited use of course material, case scenario facts or research; Support is missing. (1.96 - 2.23) (explanation of elements, why and how) is weak due to lack of thoroughness, evidence, or support from course material, case scenario facts and research; Discussio n of how the company can turn a weakness into a strength and take advantage of an opportunity is not covered. (1.68 - 1.95) SWOT analysis. (0 - 1.67) case scenario facts and thorough and correct research. (2.52 - 2.8) Developme nt of Porters Five Forces 2.8 points Response demonstrates understanding of all components of a Five Forces analysis and includes insightful analysis of the competition of the business. Minim um of four items are listed per force. All elements correctly presented and reasoning and conclusions made are well supported with the course material,case scenario facts and research. (2.52 - 2.8) 2.55 points Response demonstrates understanding of all components of a five forces analysis and includes insightful analysis of all forces of the company. Minimu m of three items are listed per force. Analysis needs minor development and/or correction. Uses course material, facts from case scenario and some research, but analysis needs more support of reasoning/conclusi ons made. (2.4 - 2.69) 2.25 points Response demonstrates understandin g of all components of a five forces analysis and includes analysis of the forces. Minimum of two items are listed per quadrant. Analysis needs some development or several errors noted. Limit ed use of course mater ial, case scenario facts and research that does not well support reasoning and conclusions – may rely 1.95 points Attempts to demonstrate an understanding of all components of a five forces analysis and attempts anal ysis of al l forces of the company; or presents minimum of two items are listed per force. Analysis needs significant development or many errors noted. Little use of course material, case scenario facts and research or course material/facts/fro m case scenario & research presented but does not support reasoning and conclusions. (1.8 - 2.09) 0 points Little to no attempt at presenting a five forces analys is. (0 - 1.79) on facts only. (2.1 - 2.39) Goals 0.8 points Identifies the 4 major goals the Business Strategy should look to attain providing thorough explanations as to the importance of each goal and why the goals are relevant. All elements correctly presented and reasoning and conclusions made are well supported with the course material and case scenario facts. (0.72 - 0.8) 0.68 points Identifies 4 major goals the Business Strategy should look to attain providing explanations as to the importance of each goal and why the goals are relevant. Analysis may need minor development and or corrections; uses course material and f acts from case scenario but analysis needs more support of reasoning/conclusions made or one major goals incorrectly presented; may present less than 4 goals . (0.64 - 0.71) 0.6 points Attempts to identify 4 major goals the Business Strategy should look t o attain providing explanations as to the importance of each goal and why the goals are relevant but analysis needs some development or several errors noted or limited use of course material AND case scenario facts that do not well support reasoning and conclusions – may rely on facts only or only three major goals presented correctly. (0.56 - 0.63) 0.52 points Attempts to identify major goals the Business Strategy should look to attain providing explanations as to the importance of each goal and why the goals are relevant but Goals are incorrect, less than requirements or analysis needs significant development or many errors noted; course material OR case scenario facts but not both; only one or two major goals presented correctly. (0.48 - 0.55) 0 points Little to no attempt identify the 4 major goals the Business Strategy should look to attain providing thorou gh explanations as to the importance of each goal and why the goals are relevant. What is presented is incorrect or based on opinion rather than presenting reasoning that is supported by either course material or case scenario facts. (0 - 0.47) Objectives 0.8 points 0.68 points 0.6 points 0.52 points 0 points Identifies at least 5 objectives (3 is required as the minimum) per identified goals to accomplish the goal with thorough and correct explanations of why the objectives fit the goal that are well supported with the course material AN D facts. (0.72 - 0.8) Identifies a minimum of 4 objectives per identified goals to accomplish the goal with thorough and correct explanations of why the objectives fit the goal that are well supported with the course material and facts OR pres ents 4 or more objectives that are not well supported with the course material AND facts. (0.64 - 0.71) Identifies a minimum of 3 objectives per identified goals to accomplish the goal with explanations of why the objectives fit the goal that a re supported with the course material and facts OR presents 4 objectives that shows an attempt to provide support. (0.56 - 0.63) Identifies a minimum of 2 objectives per identified goals to accomplish the goal with explanations of why the obje ctives fit the goal that are supported with the course material and facts OR presents 3 objectives that shows an attempt to provide support. (0.48 - 0.55) Does not identify objectives or only identifies one objective per identified goals to accom plish the goal or list objectives or list objectives failing to explain why the objectives fits the goal. (0 - 0.47) Competitors 0.8 points Correctly identifies 4 competitors of Biotech in the infant formula industry. (0.72 - 0.8) 0.68 points Correctly identifies 3 competitors of Biotech in the infant formula industry. (0.64 - 0.71) 0.6 points Correctly identifies 2 competitors of Biotech in the infant formula industry. (0.56 - 0.63) 0.52 points Correctly identifies 1 competitor of Biotech i n the infant formula industry. (0.48 - 0.55) 0 points Fails to identify competitors. (0 - 0.47) Competitive Analysis 2.8 points Correctly and thoroughly analyzes the competitions products and services 2.55 points Correctly analyzes the competitions products and services explaining 2.25 points Attempts to analyze the competitions products and services explaining features, value, targets, strengths, weaknesses and market outlook for 1.95 points Attempts to analyze the competitions products and services explaining 0 points Fails to analyze the competitions products and services explaining explaining features, value, targets, strengths, weaknesses and market outlook for competitors providing a thorough use of the course material AND case scenario facts to support reaso ning and conclusions. (2.52 - 2.8) features, value, targets, strengths, weaknesses and market outlook for competitors using both case scenario facts AND course material to support reasoning and conclusions but needs some additional development. (2.4 - 2.69) competitors providing some use of the course material AND case scenario facts to support reasoning and conclusio ns but needs significant development or one of the explanations is incorrectly presented. (2.1 - 2.39) features, value, targets, strengths, weaknesses and market outlook fo r competitors providing little use of the course material AND case scenario facts to support reasoning and conclusions OR uses either course material or case scenario facts but not both. (1.8 - 2.09) features, value, targets, strengths, weaknesses and market outlook for competitors or all explanations are incorrectly presented. (0 - 1.79) Attention to Instructions 2 points The paper contains completion of all major assignment tasks. The paper also includes completion of all minor aspects of the assignment such as use of page/paragraph number, third person writing, required use of course readings, outside sources if needed, and 1.7 points The paper contains completion of all major assignment tasks. The paper missed one minor aspect of the assignment such as use of page/paragraph number, third person writing, required use of course readings, out side sources if needed, and 1.5 points The paper missed one major assignment task or two minor aspects of the assignment. (1.61 – 1.83) 1.3 points The paper missed two major assignment, one major assignment task & one minor tasks, or three or more minor aspects of the assignments. (1.2 - 1.39) 0 points The paper missed three or more major assignment tasks. (0 - 1.19) assignment format. (1.8 – 2) assignment format. (1.6 – 1.79) Writing Mechanics 2 points Strictly adheres to standard usage rules of written English using paragraphs and sentence rather than bullets, including but not limited to capitalization, punctuation, run -on sentences, missing or extra words, stylistic errors, spelling and gramma tical errors. No contractions or jargon used. Zero to two errors noted. (1.8 - 2) 1.7 points Excellently adheres to standard usage of mechanics: conventions of written English, including capitalization, punctuation, and spelling. Three to six errors noted. (1.6 – 1.79 ) 1.5 points Satisfactorily adheres to standard usage rules of mechanics: conventions of English, including capitalization, punctuation, and spelling. Seven to 10 errors noted. (0.805 – 0.91) 1.3 points Minimally adheres to standard usage rules of mechanics: conventions of written English, including capitalization, punctuation, and spelling. More than 10 errors found. (1.2 - 1.39) 0 points Does not adhere to standard usage rules of mechanics: convention s of written English largely incomprehensible, or errors are too plentiful to count. (0 - 1.19) APA Style (6th ed.) 1 point 1 - 2 APA style or usage errors; Proper citation of source material is used throughout; Reference titles follow APA with 0.85 points Attempts in - text citations and reference list but 3 - 4 APA style errors noted, 0.75 points Attempts in - text citations and reference lists; APA style errors are noted 0.65 points Attempts in -text citations and reference lists; Fails to use APA citation when appropriate 5 - 0 points No attempt at APA style; or attempts either in - only the first word, the first word after a colon and proper nouns capitalized. Uses in - text citations throughout paper without missi ng any material taken from source material. (0.9 - 1.0) or fails to use APA citations when appropriate 1 - 2 times throughout paper. (0.8 – 0.89) throughout with 5 - 6 errors noted; Fails to use APA citations when appropriate 3 - 4 times. (0.7 - 0.79) 6 times; presents a total of 1 - 2 in - text citations and reference list when requires APA citations are needed throughout the presentation. (0.6 – 0.69) text citatio ns or reference list but omits the other. (0 – 0.59) Instructions: The Executive Director for the new Asia Division, has been asked by Max Barney to put together, and present in a report to him, a business strategy that will be a guide for the next ye Running head: PROJECT 1 ASIA DIVISION BUSINESS UNIT STRATEGY – PHASE 1 0 Project 1 Asia Division Business Unit Strategy – Phase 1 Lori A UMUC: BMGT 364 7983 Professor James Fisher Introduction Biotech is a family owned business that is committed to keeping the family history as the symbol of the company. The company’s vision is to help provide everyone with the healthiest life possible in the most natural of ways. Biotech does this by developing products that are safe, effective, affordable and natural with the customer’s health always their primary goal. Biotech intends to open a new cosmetics division in Japan which will be a strong entry into the international market. By using resources such as SWOT analysis, PESTLE analysis, and Porter’s Five Forces analysis, a review of Biotech’s future will be conducted. Goals and Objectives When setting goals for a business, S.M.A.R.T goals should be considered. [S] stands for specific: this is a goal that can be accomplished at a greater chance than a general goal. [M] stands for a measurable goal that keeps track of progress and gives incentives to keep going. [A] stands for an attainable goal that is realistic and not extreme. [R] stands for a relevant goal because when a goal is identified, there are ways to make them come true. [T] stands for a time-bound goal that establishes a sense of urgency and prevents goals from being overtaken by day-to-day crises. The five goals to support the business unit strategy consist of developing products that are safe and affordable; seeking innovative, green and sustainable ways to deliver the product; developing and delivering cosmetics globally; motivating employees; and delivering a good and clear marketing strategy. Three objectives for developing products that are safe and affordable are quality, price, and go-to-market (14 Types of Product Objectives, n.d.). Three objectives for seeking innovative, green and sustainable ways to deliver the product monitor market trends, utilization of natural resources, time and knowledge. Three objectives for developing and delivering cosmetics globally are reducing transportation costs, reduce shipping errors, and ensure compliance. Three objectives for motivating employees are defined as motivation, create an employee motivation strategy, and employee motivation strategies (Richards-Gustafson, 2011). Three objectives for delivering a good and clear marketing strategy are improving product awareness, establish Biotech in the cosmetic industry, and brand management (Kaho, 2011). Competitive Analysis In business, a SWOT analysis is a beneficial method used to evaluate the strengths, weaknesses, opportunities, and threats related to a project or business (SWOT Analysis, n.d.). SWOT represents strengths, weakness, opportunities, and threats. Internal characteristics of the business include strengths and weaknesses. Opportunities produce external chances to improve performance in the overall business environment. Threats are the external elements in the environment that could cause trouble for the business. Knowing the information that the SWOT Analysis shows helps the company take advantage of their strengths and minimize the influence of threats and weaknesses which they may have. With using knowing the information from the SWOT analysis will help Biotech to develop a strategic plan of action to capture opportunities using their internal strengths and help avoid threats while addressing weaknesses. Strengths for Biotech are resource availability, Research and development department, and market presence. Resource availability allows Biotech to obtain the resources needed to launch a new product line. Research and Development is a team of experienced and professionals that have developed several lines. Biotech already has a strong presence in the market and can introduce a new product without investing much company assets. Weaknesses for Biotech are ingredient availability, production cost, and failure rates. Ingredient availability: with developing an all-natural ingredients cosmetic and food line, the length of time and effort needed to obtain the materials and ingredients may cause issues with production (Melody M. Bomgardner, n.d.). Production cost: all new product line has a projected budget which the production cost can exceed (Lister, 2012). Failure rate: when a company tried to break into a new market there is about a 50\% failure rate in the first five years. Only 33\% make it past ten years (What Percentage of Businesses Fail - The Real Number, 2017). Opportunities for Biotech are new demographics and system upgrades. Currently, Biotech consumer demographics shows that the company is in a position to meet customer’s needs and expand into new demographics. When starting a new line, this allows Biotech to upgrade their systems in production, technology and get an edge on the competitors (How to Gain Competitive Advantage Using Information Technology, n.d.). Threats for Biotech are limited shelf life and established companies. Limited shelf life: Natural resources and products have a limited shelf life and are costly to obtain. By keeping the products all natural, there are shelf life and preservative issues with the products (Shelf Life Management Program Frequently Asked Questions, n.d.). Established companies: in the all-natural cosmetic field, there are already established companies. Biotech will be competing with these companies that have an advantage in the marketplace. In Business, PESTLE analysis is a concept in marketing principles. PESTLE is a tool to help the company track the environment they’re operating in or are planning to operate in. This is a more comprehensive analysis than SWOT. The [P] represents Political. Political factors may include tax policies, Fiscal policy, and trade tariffs. These factors determine if the government may influence the economy or certain industry. The [E] represents Economic. Economic factors may include inflation rates, interest rates, foreign exchange rates, foreign direct investment (FDI), and economic growth patterns. These factors determine the market’s performance that directly impacts a company and could cause long-term effects. The [S] represents Social. These factors include cultural trends, demographics and populations analytics. The [T] represents Technological. These factors pertain to innovations in technology that may affect the operations of the industry and the market favorably or unfavorably. The [L] represents Legal. Legal is factors that include consumer laws, safety standards, and labor laws. These factors are both internal and external. The [E] represents Environmental. Environmental factors include but are not limited to climate, weather, geographical locations, global changes in climate, and environmental offsets. These factors influence the surrounding environments particularly tourism, farming and agriculture (What is PESTLE Analysis? A Tool for Business Analysis, n.d.). Using the PESTLE analysis here are the factors that affect the environment for Biotech. Political: the government support is beneficial to companies but have strict regulations on products and need outside approval before they are allowed on the market. There are restrictions on trade with certain countries. This may provide materials and ingredients issues and can impact the cost in the future. Economic: there are continuously fluctuating interest rates and market changes that can quickly damage a company. Social: an increase in population growth is a concern. Any product that has a positive health benefit influence the population (King, 2013). Technological: upgrading technology will allow Biotech to speed up production to meet supply and demand. Legal: the laws and regulations made by the FDA and government are always changing (Regulation of Biotech Plants | USDA, n.d.). Environmental: climate changes and global water crisis are affecting supplies throughout the world. In business, Porter’s Five Forces analysis is used to understand the competitiveness of the business environment and identifying the strategy’s potential profitability. The five forces are a competitive rivalry, supplier power, buyer power, threat of substitution, and a threat of new entry. Competitive rivalry takes a look at the number and strength of the competitors. Supplier power is determined by how easy the suppliers can increase their prices. Buyer power is how high or low pricing can be. If the company has few customers, the customer has more power, if the company has many customers, then the company has more power and can control the price. A threat of substitution is the customer finding a substitute product than the company is providing. If the substitute product is easier and cheaper to make, then this threatens the company’s profitability. A threat of new entry in an existing market that has little money and effort in the market, it will be easier for the rivals to enter the market and weaken others position (Porters Five Forces, n.d.). Competitive rivalry for Biotech is undifferentiated products, diverse competitors, and high fixed costs. Undifferentiated products are if a company sells identical products the customer’s choice may be based on price (Luenendonk, 2016). This may force Biotech to lower their prices. Diverse competitors have their own way of competing which may force Biotech to change the way they compete. When demand decreases, fixed costs will need to be lowered to keep customers interested in Biotech’s products (Porter, 1979). Supplier power for Biotech is production concentration, a degree of differentiation and uniqueness of products provided. Production concentration: currently there are countless nutraceutical industries that are competing with Biotech. Biotech cannot be distracted by this and remain focus on their products. A degree of differentiation: Biotech needs to come up with products that other companies currently do not produce and is hard to copy, then Biotech could lead with a great profit (Claessens, 2016). The uniqueness of products provided: for Biotech to stay in a powerful position in the markets, they need to keep their products unique and make sure there are no other alternatives available to customers. Buyer power for Biotech is price sensitivity, need for constant innovative products, and size of the order. Price sensitivity: customers are sensitive to any price change and may switch to a different company if the prices go up. Need for constant innovative products: a customer is willing to try new products and will buy from the company that is introducing new products. Size of the order: customers have a bargaining power depending on the size of their orders. The larger the order, the most likely Biotech will give them a discount (Wilkinson, 2018). A threat of substitution for Biotech is attractive price substitutes and quality of products. If the price is too high and the customer is more likely to find a substitute from a competitor at a lower price. Along with price, the customer will purchase the product that has a higher quality. Quality sometimes out weight price with customers. A threat of new entry for Biotech is customer loyalty, access to distribution channels, government regulations, and cost benefits. Customers are loyal to a competitor that has been in the market for a while, so Biotech will face challenges with getting these customers to try their products. With opening a plant in Japan, Biotech may have difficulty in access to distribution channels. Difficulties usually occur in quality and controlling requirements of ingredients throughout their supply chain (CBI Ministry of Foreign Affairs, 2016). Government regulations may require Biotech to apply for licenses and permits for product developments. Cost benefits: some competitors are willing to reduce their prices to keep their customers with them. Customers prefer to pay less for the same products. References 14 Types of Product Objectives. (n.d.). Retrieved from https://simplicable.com/new/product- objectives CBI Ministry of Foreign Affairs. (n.d.). Through what channels can you get natural ingredients for health products onto the market in Europe? | CBI - Centre for the Promotion of Imports from developing countries. Retrieved from https://www.cbi.eu/market-information/natural-ingredients-health-products/channels-segments/ Claessens, M. (2016, May 25). Factors influencing Intensity of Competition in an Industry. Retrieved from https://marketing-insider.eu/factors-influencing-intensity-of-competition/ How to Gain Competitive Advantage Using Information Technology. (n.d.). Retrieved from https://www.profitableventure.com/competitive-advantage-information-technology/ Kaho, M. (2011, August 25). Examples of Marketing Objectives. Retrieved from https://smallbusiness.chron.com/examples-marketing-objectives-20231.html King, T. (2013, January 31). New Marketing Ideas for Existing Products. Retrieved from https://smallbusiness.chron.com/new-marketing-ideas-existing-products-61272.html Leonard, K. (2010, July 19). Environmental Issues That Affect Business. Retrieved from http://smallbusiness.chron.com/environmental-issues-affect-business-4175.html Lister, J. (2012, January 4). Product Costing vs. Cost Accounting. Retrieved from https://smallbusiness.chron.com/product-costing-vs-cost-accounting-37642.html Luenendonk, M. (2016, March 11). Competitive Rivalry | Porters Five Forces Model. Retrieved from https://www.cleverism.com/competitive-rivalry-porters-five-forces-model/ Melody M. Bomgardner. (n.d.). The long road to all-natural preservatives | July 31, 2017 Issue – Vol. 95 Issue 31 | Chemical & Engineering News. Retrieved from https://cen.acs.org/articles/95/i31/The-long-road-to-all-natural-preservatives.html Porter, M. (1979, March 1). How Competitive Forces Shape Strategy. Retrieved from https://hbr.org/1979/03/how-competitive-forces-shape-strategy Porters Five Forces. (n.d.). Retrieved from https://www.mindtools.com/pages/article/newTMC_08.htm Regulation of Biotech Plants | USDA. (n.d.). Retrieved from https://www.usda.gov/topics/biotechnology/how-federal-government-regulates-biotech-plants Richards-Gustafson, F. (2011, July 27). Lesson Objectives for Motivating Employees. Retrieved from https://smallbusiness.chron.com/lesson-objectives-motivating-employees-15506.html S.M.A.R.T goals. (n.d.). Retrieved from https://courses.lumenlearning.com/boundless- management/chapter/planning-tools/ Shelf Life Management Program Frequently Asked Questions. (n.d.). Retrieved from https://www.gsa.gov/buying-selling/purchasing-programs/requisition-programs/gsa-global-supply/supply-standards/shelf-life-management-program-frequently-asked-questions SWOT Analysis. (n.d.). Retrieved from https://courses.lumenlearning.com/boundless- management/chapter/internal-analysis-inputs-to-strategy/ What is PESTLE Analysis? A Tool for Business Analysis. (n.d.). Retrieved from https://pestleanalysis.com/what-is-pestle-analysis/ What Percentage of Businesses Fail - The Real Number. (2017, October 11). Retrieved from https://www.successharbor.com/percentage-businesses-fail-09092015/ Wilkinson, J. (2018, September 18). Buyer Bargaining Power Definition | Buyer Power | Porters Five Forces. Retrieved from https://strategiccfo.com/buyer-bargaining-power-one-of-porters-five-forces/ Feedback: Development of SWOT Analysis: The design of the SWOT is to identify potential impacts to the company in which to capitalize.  Focus should be on Biotech’s current business and how they will move into the cosmetic industry.  Rational should be provided to explain why the selections were made and should be supported with sources and information from the company’s profile.Development of Porters Five Forces: Utilized proper analysis, additional research, and critical thinking when discussing the five forces to examine competition in the cosmetic industry.  Good explanation and evaluation in discussion of the competition Biotech will face as they move into the cosmetic industry.   Goals: The most commonly used process to establish organizational goals is to use the SMART method.  Specific; Measureable; Attainable; Relevant; and Time Bound.  Set specific goals by presenting clear and well defined goals that are not vague or generalized. Set measurable goals that focus on dates, amounts and so on. For example, if a goal is to have low expenses, how is that measured?  There must be a way to measure the success of the goal. Set attainable goals does not mean to set easy goals; but rather set hard goals that can be attained.  Each goal should have a map on how the goal can be attained to achieve success. Setting relevant goals should be relevant to the mission of being successful in the cosmetic industry while still providing a product line that is green and sustainable. Set time-bound goals by providing a timeline for the achievement of these goals.  This would provide a sense of urgency to complete the goals and become successful in the new industry.Objectives: Objectives blended in with goals. Objectives were not very clear or organized.  Requires further refining to ensure objectives are well defined and that they are not vague or generalized.    Attention to Instructions: Missing quadrant graph for SWOT and PESTL Instructions: The Executive Director for the new Asia Division, has been asked by Max Barney to put together, and present in a report to him, a business strategy that will be a guide for the next ye Biotech Health and Life Products Company Profile Welcome to Biotech! The assessment projects for this class will examine different facets of the leadership of Biotech Health and Life Products, Inc. You will be exploring leadership within Biotech with the driving question of “what skills does a Biotech leader need to lead the company now and in the future? ” History Wilford Barney was a young apprentice working for Peter Ulan, owner of a small apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a general energy elixir that was based on a home remedy of his mother’s back in Ireland. The elixir was produced specifically for many of Ulan’s special customers. Made of all natural ingredients the elixir provided B12 and other vitamins to promote a healthy immune system. The energy boost was noticeable after only a week’s use. The reputation of the elixir grew. In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to everyone rather than selected customers. Barney also gave bottles of the elixir to local peddlers who sold the product along with their wares receiving a commission on each bottle they sold. By 1929, the product was well known in Yonkers. Encouraged by the success in Yonkers Barney decided to branch out to New York City. In 1932, Barney built a small manufacturing plant near the store where he mixed and bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter of the apothecary shops in New York City. Sales were booming and customers inquired about other products that Barney ’s had . In 1936, Barney started a new product called Night Relief, another of his mother’s recipes. This product offered relief from night sweats and anxiety caused by menopausal symptoms or nerves. When this product proved a “secret success” with the ladies , Barney decided to bring his mother, Irene, from Ireland, and put her to work making new natural products. With his mother’s help, Barney grew the business into a small but successful manufacturer of natural “life products” . Barney coined “life products ” because the products tracked natural life events in the human body and attempted to improve the customer’s discomfort in dealing with them. The name of the company was changed to Barney’s Elixir and Life Products . The business continued to grow and with his mother’s death in 19 38 the company had a gross revenue of $178,000 a year. The depression took a toll on company profits but people still needed the boosts to their health and were able to afford Barney ’s products as opposed to the medicine offered by doctors and hospitals. During World War II the company supplied the troops with a natural caffeine (Stay Clear) product that would keep soldiers awake for long periods of time and heighten their mental alertness. Government contracts derived from Stay Clear boosted the revenue of the company considerably and ushered in a new wave of interest of natural products. By 1950 Barney turned over the reins of the daily operations of the business to his children but remained on the Board of his family owned company. By this time, the company had expanded its manufacturing plants and sales nationally to include Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia. The revenue of the company was now close to 2.5 million dollars. In the 1960’s the social climate in America had changed and pharmaceutical companies took on greater importance in the treatment of people’s health. The discovery of new drugs and better health care shifted the confidence in the American perspective away from natural products to traditional western medicine. Although the counter culture of America still supported natural supplements, popularity for Barney’s products waned. In 1965, Wilford’s granddaughter, Geraldine, took over the Research and Development Department (R&D) after receiving a degree in chemistry from Harvard. She had been trained as a child by her grandmother , Wilford’s mother, and knew how the recipes should look. However, she had new ideas and with the approach of the 1970’s, was ready to join the “Anjolie perfume commercial” lifestyle depiction of a 70’s women that “they could bring home the bacon and fry it up too.” Due to the downturn in sales by 1970, the company turned to other countries for its sales base. Starting in Germany and other European countries where natural products are highly credible, Barney began to license the sale of the company’s products to local manufacturers. The name recognition grew and by the 1980’s the company was grossing over 4 million dollars in gross sales. The company moved to overseas operations and manufactured in Germany. Wilford Barney died in 1981 shortly after seeing his first grandchild, Maximillian Barney, take over the President’s positon of the company. Studying the trends in the 1990’s about the resurgence of natural health products “Max” as he liked to be called, decided it was time for Barney’s to focus on the new interest in homeopathic and natural products especially at home in America where sales were static. In 1996, Max, wanting to get a sleeker and more modern feel to the company’s products changed the company name and logo. No longer was Barney’s a mom and pop operation but is an international business . Barney’s Elixir and Life Products was now Biotech Health and Life Products. While the products would continue to show the old Barney logo, for name recognition the new logo would take prominence on the packaging. By 2000 the company was grossing about 1.1 billion in sales with an increase in market share. By 2012, Biotech had a 20\% market share of the supplement business with Approximately $25 billion in sales. The company is interested in expanding into infant formula. . Currently sales for the company are at $45 billion. Maximillian Barney is still President and CEO. The stock is still held by the family and all senior management positions are held by family members. Current Company Vision: To help provide everyone with the healthiest life possible in the most natural of ways. Current Mission: To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal. Current Fact Sheet Headquarters Yonkers, New York Worldwide web address www.biotechlife.com President Maximillian Barney 2016 Gross Sales US$ 45 billion Employees 38,000 in 6 countries worldwide Manufacturer Operations United States Battle Creek, Michigan, Albuquerque , New Mexico, Elkton, Maryland, Peoria , Illinois and Atlanta, Georgia Europe England , France , Netherlands Asia Sapporo, Japan South and Central America and Caribbean Salvador , Brazil Canada Product Lines Major Competitors Calgary , Canada Protein and Fitness; Personal Care, Vitamins and Food Supplements, Infant Formula (Pending) Protein and Fitness -GNC, Personal Care - Nestle Skin Care - Galderma, SA; Glaxo, Merke, General Mills. Vitamins and Food Supplements - GNC, Natures Plus, Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial Group, Inc, Schiff Nutrition International, Nestle Current Business Philosophy Biotech has determined its long -term goal planning pattern should be no longer than three years. Three years seems more flexible than the seven year planning pattern previously used as change in the business climate is making it imperative to be more flexible. The need for innovation and competitive advantage ideas are the main focus for the next two years along with the company’s commitment to becoming a triple bottom line company. Sustainability both for profit and planet is foremost in the minds of the leadership. The development of a triple bottom line company is in the best interest of the company because of the need to keep a strong natural product image link to the community and the desire for the company to be socially responsible. Protection of the suppliers and control over product quality is critical to the development of a sound “life product.” Current Growth Plans Business and Sales Biotech is looking to expand and is exploring the opening of a new manufacturing, sales, and distribution facility in the next year. Currently , products a r e sold through t h e U S and i t s European division but there is a great demand for its current product in Malaysia and China as well as in the United States. It was decided by senior leadership to explore a potential manufacturing and sales presence in these three areas, which would potentially increase sales and would fa ll under the control of a new Executive Director . As in keeping with the all -natural products, t he company wants to bring a gr eener footprint to its new facility going beyond what many competitors have in place. This as an opportunity to gain market share; and introduce a new product line . This effort would provide a good test case for new products that would position Biotech a s a leaders in innovative technology. Product Development Biotech is looking to develop an infant food line . The company has recently expanded and is now interested in pursuing infant formula. Current Eco Sustainability Commitments Currently, Biotech has c u r r e n t commitments to build housing for several communities in Brazil and India where natural pharmaceutical ingredients are produced. The program reflects the company’s strong commitment to making the company a triple bottom line company by the year 2021. Innovation and Adaptability Development of organizational structure and culture changes are being made to introduce more collaborative decision making as well as bringing the divisions closer together in the area of shared resources and communication. The emphasis is to encourage the exchange of ideas, create an environment that fosters new ideas and makes change easier in implementation of initiatives . Biotech is concerned that the stateside organization is driving the other overseas divisions and that new ideas are being encouraged because of the cultural differences in staff. Customer innovation workshops run by the various divisions have highlighted that R&D in Europe and Australia see differences in consumer preferences from US consumer preferences , and Biotech would like to incorporate this knowledge in its future facility . It is believed that US controlled resources are ignoring these product preferences and are thus impeding overseas sales . Corporate leaders are trying to examine how to answer this cultural gap. Current Corporate Culture Being a family owned business, Barney’s new image has made the family a little less cohesive since it seeks to be a sleeker less clan like organization. Still the family leaders are committed to keeping the family history as a symbol for the company. It is believed that the family cultural connection gives support to collaborative decision making something the Company has been successful in promoting throughout the organization. It is also seen by the owners that their family and employees makes up the company’s customers. The family wants to encourage a customer centric culture, one that allows employees to see everything through the perspective of the customer and to make decisions with the customer’s view always paramount. Further more , there would be a companywide accountability to the customer in all departments. The owner want s a workforce that gives an extraordinary customer experience in every product it makes. Current Organizational Structure This company has a geographical division structure. However, within each division is a functional structure with production and sales at the hub. R&D, HR, IT and Finance have small staff in each division whose primary job is to liaison with headquarters to implement the decisions made by them. Above all the Divisions is the President and CEO Maximillian Barney Housed in headquarters is the R&D, HR, IT, and Finance Divisions Executive Director North American Division Executive Director European Division Executive Director N e w D i v i s i o n (Infant Formula) Executive Director South America Division