Unilever Parenting& Diversification Trough Forward Integration in the Car Industry

wide range of food service capabilities to a variety of clients. It was the world's leading supplier of

2. How have Deere’s business strategic choices strengthened or weakened its competitive position in the agricultural and construction equipment industry?

· The threat from buyers to integrate backward and produce the industry product themselves: Since barriers to entry for automotive industry is high, this threat seems to be difficult to happen, therefore lowering the buyer’s power.

In Forward integration involves company to develop strategy to control the firm product distribution either through distribution centers or retailers. It is a necessary action when companies have potential benefits from handling, shipping of their own products directly to customers, or the retail selling their own products in brand stores.

3. Generate at least three ideas for how the marketing mix strategy of an auto manufacturer might be different for each of these three segments based on your profiles. Provide three

Given the current economic climate, I think the automotive industry is going to be faced with a multitude of economic challenges in the next five years. As an oligopoly market, the auto industry is highly dependent on strategic decision-making, and the demand for dynamic innovation and supply at decreased-cost levels. Competition, possibilities of turning substitutes into compliments, and shifts toward higher demand in services are seemingly leading factors that face the current automotive industry in the immediate future. But first, we should not ignore the political forces at play within the market.

2. How have Deere’s business strategy choices strengthened or weakened its competitive position in the agricultural and construction equipment industries?

Operation of Unilever around the world starts fragmenting, but Unilever continues to expand globally and investment made in R&D is increased.

In the Opening Case, Foster’s Group sought to create _____between the beer and wine businesses. a. corporate relatednessb. operational relatednessc. transferring core competenciesd. financial economies

In other words the structure should develop more multifaceted and lateral forms of communication and coordination. By shifting some positions among departments, I also believe that Foodcorp would solve some structural problems. By doing the reorganization, Foodcorp could reduce time –consuming process and the problems could be approached right away.

For story 1, I have discussed two businesses which are Argos and Sainsbury’s who are undergoing an acquisition. Despite having a downturn in Sainsbury’s profits, they are still optimistic about this takeover. Reasoning behind such business deal, is to change their consumer habits, and help their purchasing process to be further accessible through help of technology. The economical approach suited for this case, is that Sainsbury has attempted to use external expansion, to grow their business further and monopolise their

2. How would leveraging capabilities with respect to the Indonesian market differ between an Australian/New Zealand producer of computer software and an Australian/New Zealand manufacturer of automotive parts?

the next steps systems integration and reporting across the true lifecycle of the production. Beyond that, I

Just like the other industries such as apparel, electronics, and consumer goods, the automobile industry has accelerated its foreign direct investment, cross border trade and global production. The automobile industry has increased outsourcing and bundled value chain activities in major supplier chains. As a result, more developed countries that serve as suppliers have increased their involvement in trade and FDI. With these increased supplier capabilities, large national suppliers have become global suppliers and are now controlling multinational operations. This is because of their increased capability of providing good and services to various lead firms all over the world. The automotive industry has a distinct firm structure. This

Automotive Builders, Inc. (ABI) is a company that consistently changed its production lines and strategic goals relative to the needs of the times, starting out producing diesel engine parts for tractors in the 1940’s, switching over to the production of parts for military vehicles during World War II, and then, after the war, settling into its current placement in both the automobile and tractor industry. Due to the downturn in the economy and stiff and superior competition in both quality and price rising up from the Japanese who had recently entered into the industry, ABI is trying to find productive and innovative ways to improve sales and guarantee placement as the number one company in its