Internal And External Competencies Of Danone Company

important to have collaboration with third parties and promote the business to next level in

Having involvement from all of the stakeholders - in this case executive leaders - and leading their unique projects with IT created a tremendous advantage within the company.

This initial setback with dairy products drove Danone to copy in China the alliance strategy used with great success to expand into Italy and Spain in the 1980s. Danone decided to capitalize successful local businesses rather than build its own businesses from scratch, resulting in a strong focus on joint ventures and acquisitions. Unlike most multinationals, Danone gave these acquired local businesses a great deal of autonomy. The joint ventures and acquired firms continued to sell their products under their own brands. Until late 2002, 80 per cent of Danone’s sales in China were under local brands. Furthermore, Danone let the former executives run the businesses and didn’t get involved much in daily operations. In fact, Danone functioned more like a capital investor, linking its joint ventures through capital investment rather than joint products. This expansion strategy in China worked very well. In 2001, Danone had become one of the largest food concerns in China, with $1.2 billion in sales, more than 50 plants and around 25,000 employees.14 Accounting for 9 per cent of Danone’s international sales in 2003, China became Danone’s third largest

Selecting a business strategy that details valuable resources and distinctive competencies, strategizing all resources and capabilities and ensuring they are all employed and exploited, and building and regenerating valuable resources and distinctive competencies is key. The analysis of resources, capabilities and core competencies describes the external environment which is subject to change quickly. Based off this information a firm has to be prepared and know its internal resources and capabilities and offer a more secure strategy. Furthermore, resources and capabilities are the primary source of profitability. Resources entail intangible, tangible, and human resources.

According to The History of Danone (2009), Isaac Carasso was inspired by the research of Elie Metchnikof, and in 1919 he began using ferments from the Pasteur Institute to manufacture yogurts to sell on prescription to pharmacies in Barcelona, Spain. Carasso began this work, because he saw an opportunity to help the number of children suffering from intestinal disorders, due the lack of healthy nutrition following the First World War. By 1929, Daniel Carasso, Isaac’s son, continued to grow the company by launching the company Danone in Paris. Business for Danone continued to prosper in Paris until 1941, when Daniel

Danone felt that the U.S. was an emerging market for yogurt and hence, Dannon focused its marketing strategy on increasing the yogurt consumption and expanding the category. Dannon had to follow Danone and maintain a strong commitment to CSR. At Danone, local decision making and was trusted and encouraged. Also, Dannon had a responsibility to its parent company and was accountable for a set of deliverables and data for reporting purposes. It believed in collaborative decision making and therefore major strategy

The Dannon Company is a subsidiary of Danone whose heritage dates back to 1919 and founded by Isaac Carasso in Spain. When Carasso immigrated into the United States in 1942, he established Dannon Milk Products, Inc. in New York, changing Danone into “Dannon” to make the name sound more American. Like most startup companies, Dannon faced challenges as a company until several decades after, in 1988, when Dannon capitalized on the advantages of having an FDA approval that they had one of their first most successful product launches. Since

Danone is made for everyone, they sell different products, some are meant for kids but anyone can really grab and go. For example, the kids might get a Danimal, this is the same concept as the Danone, but it's more known as a yogurt cup for kids. Those who miss breakfast can find this drink at any grocery store, it’s not such a hassle to look for this drink. According to the Dannon website, I was able to put in my zip code so it would locate stores nearby where I can just go by their Dannon products. The stores you will be able to find these at are: Walmart Neighborhood Market, Vons, Albertsons, etc. All you have to look for is a blue plastic container with “Danone” on the bottle. Continuing with the website, you are able to see many things. I was able to see all the flavors they have in all their different yogurts. Not only that but I was able to learn about where everything started for Dannon, from the benefits I have from enjoying a delicious Dannon

Darden takes its suppliers very seriously, prior to doing business, the supplier must be qualified and a Total Quality Management Team assigned to that vendor. Product tracking occurs with inspection teams that identify the lot ID, atmospheric packaging, and the ability to track the order from origin to receipt of goods. For their many restaurants, Darden structures its supplies from 5 continents and thousands of suppliers, but insists on independent and accurate assessments in order to maintain relationships. Everything must be JIT inventory except smallware.

Kohler Co. is a 129-year-old company strong in its tradition and focusing on quality and improving the level of gracious living for its customers. A SWOT analysis is described in this paper to discuss the Strengths - quality and employee loyalty; Weaknesses - slow traditions and limited customers; Opportunities - increase hospitality division and sell to a broader range of customers; and Threats - Porter's 5 forces. Due to the analysis provided, the core competencies of Kohler emerge as high quality, great design, history and tradition, and a commitment to gracious living for their customers.

Global Business: Mitigation, Strategy, Acquisitions, Transformation, Staffing, Partnering, Training & Mentoring, IT: Operations, Processes, Network, Infrastructure, Cloud & Optimization, Architecture: Innovation, Emerging Technologies, EA Frameworks, Governance, Blue Prints & Road Maps, Global PM & Delivery: Agile, DevOps, Six Sigma, Global & Large Complex Teams, Java: J2EE, Frameworks & Middleware, Microsoft: Azure, Machine Learning, ●NET, WebAPI, & BizTalk, Data: Relational, Big Data, AI & ML, Web: JavaScript, PHP, Ruby, Rails & Web Services, Enterprise: WebSphere, Fusion, and WSO2, and Other: CDN, Analytics, Modeling, Simulation, Animation and VR

Lean is a systematic method to root out of Muda (waste), and thus increase efficiencies within a manufacturing system. During the production, values are added to the process. For example, when assembling a component, the final product is the value a customer is willing to pay for it. Lean is an important manufacturing philosophy that leads to improvement of processes. In class, there were several lean knowledge and tools introduced, such as lean manufacturing process stages, Ishikawa Diagrams, Kaizen, as well as some others. They will be studied in this report and applied to a semiconductor interconnects production process. The

Group Danone SA, a Paris-based multinational corporation (MNC), is a giant in the global dairy product and bottled water markets. The MNC employs roughly 90,000 staff across

During Danone’s partnership with Wahaha, they had also had joint ventures with other partners in their pursuit of growth in the dairy industry, including Bright Dairy and afterward with Mengniu, two of Wahaha’s competitors. This was a concern of Zong’s and he was suspicious about Danone’ collaboration with industry competitors.

Established in 1988, Huawei Technologies is a high-tech enterprise which specializes in research and development (R&D), production and marketing of communications equipment, providing customized network solutions for telecom carriers in optical, fixed, mobile and data communications networks (Chinese Embassy, 2017). As of 2016, Huawei boasts of 180,000 employees, which includes upward of 50,000 foreign employees. Huawei currently stands at number 83 on the Fortune 500 Forbes list as it continues its meteoritic rise as a global company.