The Case Of Australis Aquaculture

Aquaculture can be defined as farming of aquatic organisms such as fish, crustaceans, molluscs and aquatic plants both in freshwater and saltwater. It has a wide range of ownerships from small family business to multimillionaire global industries.1It provides many job opportunities throughout the world. As an example Canadian aquaculture industry valued $ 5 billion Canadian dollars provides more than 130 000 jobs only in Canada.2Accelerated growth of aquaculture causes series of problems to both human health and environment.3Most bacterial species resides both in animals and well as in human will pathogenic to both. transfer of pathogens between the two host species is a common situation for most organisms.4 Most of the developing country aquatic farms are non-hygienic and stressful. This will lead to an increase of bacterial infection among most aquatic species. As a preventative and curative method farmers mix a huge amount of antimicrobial products with the aquatic feed.5 Since aquaculture is a global industry, Implemented laws and regulations are different from country to country. It is very difficult to implement global regulations relating to antimicrobial use.1

The core competency of a company is viewed as a section or field where a company excels most as compared to the competition in the same area of specialization. These core competencies are seen to be extremely hard for the competitors to copy hence giving the company the possibility of separating or differentiating itself from the others. A unique observation about the core competency is that it cuts across most of the services, products as well as the market borders of the company (Investopedia, 2013).

Based on this week’s reading, core capabilities or competencies are defined as the main strength of organization based on their specific knowledge sets, skills, and technical capacities that render organizations competitive advantage in the industry (Bateman and Snell, 2014). When organizations are rooted in well-established core competencies, it would be difficult for competitors to imitate their competitive advantage.

This essay will focus on the bluefin tuna industry in Japan, a country which consumes the majority of the global catch. The industry is one driven by the sudden increase in demand for sushi, a Japanese haute food which is now consumed globally. It will also illustrate the uniqueness and important role which the bluefin tuna plays in aquatic ecosystems throughout the Pacific, Atlantic, and Indian Oceans. Lastly, the issues of globalization and lack of market regulation will be examined as a cause for the collapse in Atlantic bluefin fisheries. The tuna industry in Japan is having negative environmental impacts on the oceanic ecosystem.

Internal environment Combined with the knowledge of its external environment, a firm analysing its internal environment, in particular its resources, capabilities and core competencies, is able to create its vision, mission and implement its strategies for obtaining a sustainable competitive advantage (Hanson et al., 2008). It is argued by Berman, Down & Hill (2002) that only the sound combination of firm’s unique tangible and intangible resources provides a basis for competitive

The characteristics of aquaculture industry in Australia is moderate market share concentration, illustrates by the enormous number of firm also involve in this area. However, majority of those are family-owned firm or small scale. The figures show that 60% participant is owner-operator and more than 35% of business can earn less 50,000 annually (IBISWorld Australia, 2017). Among them, Huon Aquaculture Group and Pearl Corporation of Australia can be considered as major competitors for Tassal. Recently, Huon - the second-largest company in salmon industry – has deployed fish farming offshore which, according to them, will enhance the quality of salmon due to the combination of faster water current and greater level of oxygen (Huon Aquaculture Group, 2016).

“A resource is a competitive asset that is owned or controlled by a company; a capability is the capacity of a company to competently perform some internal activity. Capabilities are developed and enabled through the deployment of a company’s resources”

OE is not sufficient to explain and define strategy. Company and managers confuse OE for competition and run into trouble by only trying to focus and maximize OE. Firm’s loose their competitive advantage by focusing on growth and forget to focus on core competencies that gave them their competitive advantage in the first place. Companies should focus on strategy and the important contents of strategy. This starts at core

For an organization to perform well in a competitive environment there must be internal consistency among the four dimensions of

The resource available to any companies compromises of two component, the first being Tangible resources,

These resources generally show and direct the company of how and what to use, in order to create value and earn returns above average by methodically leveraging their resources, core competencies and capabilities to take advantages of the opportunities arising in the external environment. The role of the firm’s resources is to provide a foundation for

The diversification of customer needs results in the competition more and more intense. Thus, both competitive advantage and core competency are the effective weapons to come after competitors in a globalized market. A lot of well-known companies rely on a resource-based strategy to develop through technologic assets and intellectual properties like Google, IBM, and Apple. However, such strategy is not good enough to deal with challenges through remaining competitive strategy in changing business environment. There are two reasons that cause business environment changing fast that are the inner expansion of the organization and replication of competitors such as Xiao MI. Therefore, Strategic management gives play to an important function incorporating

Aquaculture has the potential, through harvesting and farming species, to support the growing demand for seafood (Daf, 2017). Aquaculture produces fish for food, sport, bait and ornamental, as well as crustaceans, molluscs, algae, sea vegetables and fish eggs (NOAA, 2017). Seafood demand has significantly increased over the last three decades, the demand exceeds the supply capable by domestic production and continues to grow everyday (Agriculture, 2017). Aquaculture occurs throughout Australia from the tropical north to the temperate south, the industry is largely based in regional Australia and makes a significant and positive contribution to the regional development (Agriculture, 2017).

The conception of core competencies evolved from the resource- primarily based view of the firm that emphasised the actual fact that competitive advantage rests on the firm’s possession of distinctive difficult to imitate skills, knowledge, resources and competencies (Wernerfelt, 1984; Rumelt, 1984). These causally ambiguous irreproducible core capabilities serve to provide sustainable competitive advantage to the firm. This view emerged as a counterpoint to market structure analysis of competitive strategy. A firm’s core competencies are so outlined as a set of downside shaping and problem-solving insights that foster the development of idiosyncratic strategic growth alternatives (Lei, Hitt and Bettis, 1996). according to Hamel and Prahalad (1990), core competencies have three basic characteristics: they provide access to a large type of markets, contribute considerably to the end product

According to them, the profit-maximizing and competition-based theory focuses on the notion that the central objective of business organization is to exploit long term profit and develop sustainable competitive advantage over rivals in the external business environment. Correspondingly, the industrial-organization posits that the state or position of an organization within the external business environment is very essential for attaining and sustaining competitive advantage, which relates to the theoretical stance of the traditional industrial-organizational theorist who perceived strategic management as a systematic model for assessing competition within an industry (Porter, 1981). On the other hand, the resource-based theory which materializes from the belief that the basis of organizations competitive advantage is inherent in the internal resources, as opposed to their positioning in the external environment. That is rather than simply evaluating environmental opportunities and threats in conducting business, competitive advantage depends on the unique resources and capabilities that a firm possesses (Barney,