Case Study Of Alpha Industrial Limited

Business sustainability has been concerned with the ensuring that organizations can implement various strategies that would contribute to the long term success of the business. Organizations that could act in a sustainable manner do not only create businesses that will live and survive for a long period of time, it will also maintain the well-being of the people and the planet as well. Leading companies are pretty much aware that their successful performance regarding sustainability is one of the key factors in their success. Investors are also interested to companies that promote sustainability with a focus on long term profitability as well as competitive advantage.

Many firms are learning that being environmentally friendly and sustainable has numerous benefits. (O.C Ferrell, Fraedrich, Ferrell, 2015). This could enable them to increase goodwill from various stakeholders and also save money in the long term. This will mean that they are being more efficient and less wasteful of resources, which will enable them to be more competitive by satisfying stakeholders. The CEO of

MTC initially needed to obtain substantial investment capital due to two main factors: a research-heavy industry, and the need to create most of the markets for its products. Although the founders' goal was to become a major manufacturing company, they did estimate that the company would need $50 million in capital before it would become self-sufficient. Their initial financing model was to first recruit a superior technical team, use that to attract additional equity investment and development funding from interested corporations, and then develop manufacturing capabilities. Commercial sales began 2.5 years after inception, and MTC is nearing the break-even point in 1990.

Bertrand Piccard quotes, “In the 21st century, the heroes will be the people who will improve the quality of life, fight poverty and introduce more sustainability. This is a powerful message, it sums up the concepts discussed throughout the course. Additionally, the case studies such as the New Belgium Brewery, SC Johnson and The Kimberly Clarke organization have been proven to practice this philosophy. As society progresses in its efforts to provide a more sustainable future, there is a fundamental foundation of principles that must be followed to ensure success. Sustainable business development takes into account the application of business operations as it relates to the three pillars of sustainability, which is a dynamic yet integrative place to begin this journey. DesJardins, (2006) calls for a re-imagination of the future to create a vibrant sustainable model; which forms similar beliefs to Piccard. In addition, organizations are more inclined to create sustainable practices based on consumer demand and the willingness of leadership to participate in sustainability programs.

Every company has a responsibility to support the society it serves. This indicates that a company that wishes to truly thrive in a market should not just follow the business and consumer laws of the country but take an active interest in the community that it serves in each country. Today’s global market is led by companies that concern themselves with the sustainability of the company and its products, as well as the continual improvement of the

To a regular person, the global concern about ‘going green’ might appear as a result of speculation from nervous politicians and alarmed citizens. But the reality is totally different. In recent years, businesses have gained much knowledge about the impact of their activities on environment and in turns their customers. Businesses are successively venturing to earn greater revenues. In this process, they are trying out every best possibility to entice their contributors- from customers to investors. Regardless to say, stakeholders these days are more socially responsible than ever. So to keep up to their expectations, businesses are also trying to expand or limit their activities to save the environment- from doing relentless research on lowering waste to lean management and even trying out various eco-friendly activities. Despite of all these, the ultimate question remains unanswered if it is financially beneficial to adapt those initiatives that is going to serve the

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MillerCoors has invested in an amazing professional development system, which is both an online and classroom training facility so that their employees are trained to be the best employee they can be. This system is developed to focus the employee on job development, business and ethicial leadership. MillerCoors has a culture that this focuses on impacting the environment and becoming a company where they put their employees and the communities before the shareholders. When decision making process is started, MillerCoors believes that they should adapt and reflect on the environment and to continue to differentiate themselves in the marketplace. Once the internal assessment is complete, MillerCoors must establish goals and objectives.

1. The main criteria FEL uses to assign managers to their projects include time constraints and expertise. Clearly, managers with heavy workloads will not do as well as those without significant current time constraints. Hence, the likelihood that the work will progress smoothly under such managers is greater than otherwise. Expertise is also an important requirement to ensure that a project runs smoothly. Hence, the combination of low time constraints with the highest level of expertise appears to be a good basis for successful projects. However, one potential danger of assigning an apparently random number of managers to teams who need to work closely together could create communication problems, especially if these managers have not worked together before, or indeed if severe personality clashes occur. Hence, it might be a good idea to conduct regular assessments of the progress of the work as well as how well managers function together, particularly in a remote location such as Abu Dhabi.

In today's business world, the concept of sustainability has become paramount for sound practice. Indeed, any company that publicly makes itself liable to unsustainable practice tends to be maligned by its customers and rivals alike. Human-created environmental disasters such as the one involving BP recently proves the point that companies can no longer take a cavalier attitude towards environmental concerns. For this reason, an increasing amount of business leaders are focused upon increasing the sustainability of their business. Indeed, in the long term environmental sustainability also means business sustainability. This is a philosophy that Gary Hirshberg, leader of Sonyfield Yogurt, has accepted since the inception of his business. By means of sustainable and charismatic leadership practices, Mr Hirshberg has managed to create a business that is both environmentally sustainable and stable in terms of longevity, customer, and stakeholder relationships.

In this book, the author, Jim Collins (and his team of twenty-one researchers, editors etc.), using specific and rigorous benchmarks, chose 11 companies that were clearly outperforming, with sustainability, their industry average. Collins wanted to know why and how. Many may initially assume that CEO compensation, technology, mergers and acquisitions, and change management initiatives were important factors in the greatness of these companies. However, Collins discovered that disciplined people, disciplined thought, and disciplined action, played a much more significant role in determining the ability for these companies to achieve and sustain greatness.

International Journal of Trends in Commerce and Economics Volume 1, issue 6, 2014 © Goel A Study of Sustainability in Competitive Era- Issues & Challenge Shuchi Goel, Assistant Professor, Hi ndu Institute of Management, Sonepat Abstract Presidents far and wide are beginning to see the state of anothe r time of supportability coming into perspective. Even with climbing worldwide rivalry, mechanical change and the most genuine budgetary downturn in almost a century, corporate duty to the standards of manageability stays solid all th rough the world. 93 percent of Ceos see manageability as essential to their organization's future achie vement.

Continually monitor and improve our environmental performance and support customers’, employees’, partners’, and other stakeholders’ environmental and sustainability progress.

1. Outline the order of repayment of the company's debts and the effects (if any) of the charges outlined above.

Take actions on climate change mitigation and adaptation, improving our environmental performance by engaging everyone in the company, our partners and our consumers, in the benefits of sustainable production and consumption.