凑字数用文2 - 钢铁独裁官 - E.L.
()
Introduction:
Sepp’sGourmetFoodswasfoundin1981bySeppAmslerm.ItisaproducerandmarketerofspecialtypreparedfoodsfortheretailgroceryandfoodservicesectorsinNorthandSouthAmerica,andAsia,Seppmanufacturesproductsunderoneofitsbrandsanditsproductscanbeclassifiedintotwobroadcategories:savouryandbakery.AllSepp’sproductsaremanufacturedatoneofthreemanufacturingfacilitieslocatedinBritishColumbia,AlbertaandOntario.InSeptember2006,theCompanyenteredintoajointventuretomanufacturewafflesandpancakesinaplantlocatedinOklahoma.Afterdecadesofdevelopmentandexpanding,Inthemiddleof90s,Sepp’sfoodhasbecomeoneofthebiggestfoodmanufacturersinNorthAmerica.However,during2003－2006,Seppsoldfourdivisionsandshutdownoneinordertofocusonitsbatteranddoughbusiness,thecompanyalsoincurredalossof$854,000attheendofyear,2006.
Duringthepast20years,Sepp’sstrategyofgrowthbyacquisitionhastobeprovedsuccessful.Sepp’sexperienceisveryusefultoallbusiness.TherestpartsofthispaperwillbrieflyanalysishowdidSepp’sfoodsurviveandgettingbiggerinthefoodmarket.
Sepp’sorganizationstructureandmanagement
Sepp’sfoodsisusingamultidivisionalstructure;itconsistsofseveraloperatingdivisionssucklikesales,marketingandproduction.Sepp’sorganizationalstructureiscomposedofacorporateunitthatprovidesproductstoitsthreelinesofbusiness:production,distribution,development,andcustomerservices.Productionmanagesandoperatesthefoodplants,distributionisresponsibleforproductsthroughdemand－sideandsupplebuyingoprions,anddeliveringittowholesalers.Developmentistheresearchfacility,itprovidesthetechnologicalexpertiseforthecompanyinstrategicareasincludingnewfoodrecipedesign,produceandenvironmentsupport.Customerservicesisresponsibleforcustomerresponseandmaintenanceservices
Seppiscurrentlydoingwellonitshumanresourcemanagement.However,HRMisalongestablishedtask.Thecompanymustandwillcontinuetogiveoftheirbestinthesetimesofchangingemployeeneedsandexpectations.ThechallengeaheadinHumanResourceManagementisnottoeffectculturalchangeovernight,butrathertotakeinitiativeswhichwillleadtocontinuousimprovementandshowamoreplannedapproachtomanagingpeople.
SWOTAnalysis
Strengths:
TheSeppisnowoneofthelargestfoodmanufacturersinNorthAmerica.FortheyearendingMay1996,theSeppconsolidatedrevenuewas$7.2million).Itsorganizationstructureprovidestheindustrywiththestrengthtofacethemanydisadvantagesinitsenvironment.Thenationalidentityachievedthroughasinglesellerattheinternationallevelprovidestheindustrywiththeleveragetopenetratepoliticallydominatedmarkets.Furthermore,theSEPPissellinginapproximately10markets.Theoffshorenetworkofcompaniesisprovidingmarketsecurityfortheindustryinthesemarkets.Havingapresenceintherespectivemarketsenablestheindustrytorespondmuchmorequicklytochangingfoodrecipesandneedsofconsumers.Theextensivemarketingnetworkthereforeplacestheindustryinamorepro－activeposition.Anothersourceoftheindustry’sstrengthliesinthefactthattheSEPPissellingtheindustry’sownbrandsofconsumerproductsinmanydifferentcountries.Someoftheseproductsarenotonlybrandedbutarealsovalueadded,cateringtoindividualnichemarkets.Alongwiththecompetitivemarketfeaturesthatprovidestrengthtotheindustry,advantagesenjoyedbytheindustrythroughtheenhancementofnaturalendowmentsalsoexist.Canadahasfavorablegrowingconditionsandanefficientfarmingsectorthathasconstantlyupgradedproductionefficiency.
Weakness:
ThepaymentstotheCanadianfarmersarepartlybasedontheaverageprocessingcostofthefoodmanufacturingcompanies.Therefore,thehigherthecostsacompanyincurs,theloweritsreturnswillbe.Thesideeffectofthispaymentsystemhasbeentheintenseefforttoprocessatlowercosts,obscuringtheneedforresearchanddevelopmentwithinthefoodcompanies.Thepaymentsystemcouldalsohavestifledinnovationwithinthecooperativefoodcompaniesbecauseitdoesnotadequatelyreflectreturnsonresearchanddevelopmentefforts.Someindustryanalystsarguethatthesystemofpoolingreturnsprovidesdistortedproductionandpricesignalstofarmers,whichmayresultinmisallocationofresources.
Opportunity:
SomefoodindustryresearchersoptimisticthatNorthandSoutheastAsiawillprovidetheindustrywithexcellentopportunitiestoexpandthemarketforNorthAmericafoodmanufacturers.Thisregionembracessomeofthefastestgrowingeconomiesintheworld.Reinforcingthepotentialofthisgrowingmarketistheproximityadvantage.Furtheropportunitiesinmarketgrowtharepresentedthroughjointventures,whollyownedsubsidiaries,andotherregionaldevelopmentcenters.
Threat:
InthepastfewyearshaveseenasignificantappreciationinthevalueoftheCanadiandollaragainsttheUSdollar.Approximately46%oftheCompany’ssalesareinUSdollars(upfrom38%infiscalyear2006).TheCompanycontinuestomonitorthemovementsoftheCanadiandollar.TheCompanyhasintroducedanumberofinitiativestomitigatefurtherlossesincludingpurchasinggreaterinputsinUSdollarsandderivativefinancialinstruments
TheCompanyhasrecentlymovedintoanew,largermanufacturingfacility.Totheextentthatthisexcesscapacityisnottakenupwithaddedproduction,theCompanymayexperienceloweroperatingresults.
Recommendation:
TheSeppCompanyconcentrateonaddressingthetwomajorissuesresponsibleforpooroperatingperformance:thefirstthingistheweakeningU.S.dollarversustheCanadiandollar,andthesecondissuesisincreasinginputcosts,especiallyenergyandflourcosts.Severalstepsshouldbetakeninordertoimprovemargins:
–Priceincreasesinthebreakfastcategoryhavebeenintroduced.
–Significantinvestmentshavebeenmadeinnewequipmentandmanufacturingfacilitiestohelpimproveproductionefficiencies.
–Anemphasishasbeenplacedonhighermarginorganic,naturalandnicheproducts.
–AjointventurewasenteredintoinOklahomatoreducefreightcoststocustomersthroughoutthesouthernU.S.andreducetheCompany’sexposuretocurrencyrisk.
Inadditiontotheseinitiatives,Sepp’scontinuestomakeprogressinsecuringnewcustomersforexistingproductsandintroducingnewproductstobothexistingandnewcustomers.
Introduction:
Sepp’sGourmetFoodswasfoundin1981bySeppAmslerm.ItisaproducerandmarketerofspecialtypreparedfoodsfortheretailgroceryandfoodservicesectorsinNorthandSouthAmerica,andAsia,Seppmanufacturesproductsunderoneofitsbrandsanditsproductscanbeclassifiedintotwobroadcategories:savouryandbakery.AllSepp’sproductsaremanufacturedatoneofthreemanufacturingfacilitieslocatedinBritishColumbia,AlbertaandOntario.InSeptember2006,theCompanyenteredintoajointventuretomanufacturewafflesandpancakesinaplantlocatedinOklahoma.Afterdecadesofdevelopmentandexpanding,Inthemiddleof90s,Sepp’sfoodhasbecomeoneofthebiggestfoodmanufacturersinNorthAmerica.However,during2003－2006,Seppsoldfourdivisionsandshutdownoneinordertofocusonitsbatteranddoughbusiness,thecompanyalsoincurredalossof$854,000attheendofyear,2006.
Duringthepast20years,Sepp’sstrategyofgrowthbyacquisitionhastobeprovedsuccessful.Sepp’sexperienceisveryusefultoallbusiness.TherestpartsofthispaperwillbrieflyanalysishowdidSepp’sfoodsurviveandgettingbiggerinthefoodmarket.
Sepp’sorganizationstructureandmanagement
Sepp’sfoodsisusingamultidivisionalstructure;itconsistsofseveraloperatingdivisionssucklikesales,marketingandproduction.Sepp’sorganizationalstructureiscomposedofacorporateunitthatprovidesproductstoitsthreelinesofbusiness:production,distribution,development,andcustomerservices.Productionmanagesandoperatesthefoodplants,distributionisresponsibleforproductsthroughdemand－sideandsupplebuyingoprions,anddeliveringittowholesalers.Developmentistheresearchfacility,itprovidesthetechnologicalexpertiseforthecompanyinstrategicareasincludingnewfoodrecipedesign,produceandenvironmentsupport.Customerservicesisresponsibleforcustomerresponseandmaintenanceservices
Seppiscurrentlydoingwellonitshumanresourcemanagement.However,HRMisalongestablishedtask.Thecompanymustandwillcontinuetogiveoftheirbestinthesetimesofchangingemployeeneedsandexpectations.ThechallengeaheadinHumanResourceManagementisnottoeffectculturalchangeovernight,butrathertotakeinitiativeswhichwillleadtocontinuousimprovementandshowamoreplannedapproachtomanagingpeople.
SWOTAnalysis
Strengths:
TheSeppisnowoneofthelargestfoodmanufacturersinNorthAmerica.FortheyearendingMay1996,theSeppconsolidatedrevenuewas$7.2million).Itsorganizationstructureprovidestheindustrywiththestrengthtofacethemanydisadvantagesinitsenvironment.Thenationalidentityachievedthroughasinglesellerattheinternationallevelprovidestheindustrywiththeleveragetopenetratepoliticallydominatedmarkets.Furthermore,theSEPPissellinginapproximately10markets.Theoffshorenetworkofcompaniesisprovidingmarketsecurityfortheindustryinthesemarkets.Havingapresenceintherespectivemarketsenablestheindustrytorespondmuchmorequicklytochangingfoodrecipesandneedsofconsumers.Theextensivemarketingnetworkthereforeplacestheindustryinamorepro－activeposition.Anothersourceoftheindustry’sstrengthliesinthefactthattheSEPPissellingtheindustry’sownbrandsofconsumerproductsinmanydifferentcountries.Someoftheseproductsarenotonlybrandedbutarealsovalueadded,cateringtoindividualnichemarkets.Alongwiththecompetitivemarketfeaturesthatprovidestrengthtotheindustry,advantagesenjoyedbytheindustrythroughtheenhancementofnaturalendowmentsalsoexist.Canadahasfavorablegrowingconditionsandanefficientfarmingsectorthathasconstantlyupgradedproductionefficiency.
Weakness:
ThepaymentstotheCanadianfarmersarepartlybasedontheaverageprocessingcostofthefoodmanufacturingcompanies.Therefore,thehigherthecostsacompanyincurs,theloweritsreturnswillbe.Thesideeffectofthispaymentsystemhasbeentheintenseefforttoprocessatlowercosts,obscuringtheneedforresearchanddevelopmentwithinthefoodcompanies.Thepaymentsystemcouldalsohavestifledinnovationwithinthecooperativefoodcompaniesbecauseitdoesnotadequatelyreflectreturnsonresearchanddevelopmentefforts.Someindustryanalystsarguethatthesystemofpoolingreturnsprovidesdistortedproductionandpricesignalstofarmers,whichmayresultinmisallocationofresources.
Opportunity:
SomefoodindustryresearchersoptimisticthatNorthandSoutheastAsiawillprovidetheindustrywithexcellentopportunitiestoexpandthemarketforNorthAmericafoodmanufacturers.Thisregionembracessomeofthefastestgrowingeconomiesintheworld.Reinforcingthepotentialofthisgrowingmarketistheproximityadvantage.Furtheropportunitiesinmarketgrowtharepresentedthroughjointventures,whollyownedsubsidiaries,andotherregionaldevelopmentcenters.
Threat:
InthepastfewyearshaveseenasignificantappreciationinthevalueoftheCanadiandollaragainsttheUSdollar.Approximately46%oftheCompany’ssalesareinUSdollars(upfrom38%infiscalyear2006).TheCompanycontinuestomonitorthemovementsoftheCanadiandollar.TheCompanyhasintroducedanumberofinitiativestomitigatefurtherlossesincludingpurchasinggreaterinputsinUSdollarsandderivativefinancialinstruments
TheCompanyhasrecentlymovedintoanew,largermanufacturingfacility.Totheextentthatthisexcesscapacityisnottakenupwithaddedproduction,theCompanymayexperienceloweroperatingresults.
Recommendation:
TheSeppCompanyconcentrateonaddressingthetwomajorissuesresponsibleforpooroperatingperformance:thefirstthingistheweakeningU.S.dollarversustheCanadiandollar,andthesecondissuesisincreasinginputcosts,especiallyenergyandflourcosts.Severalstepsshouldbetakeninordertoimprovemargins:
–Priceincreasesinthebreakfastcategoryhavebeenintroduced.
–Significantinvestmentshavebeenmadeinnewequipmentandmanufacturingfacilitiestohelpimproveproductionefficiencies.
–Anemphasishasbeenplacedonhighermarginorganic,naturalandnicheproducts.
–AjointventurewasenteredintoinOklahomatoreducefreightcoststocustomersthroughoutthesouthernU.S.andreducetheCompany’sexposuretocurrencyrisk.
Inadditiontotheseinitiatives,Sepp’scontinuestomakeprogressinsecuringnewcustomersforexistingproductsandintroducingnewproductstobothexistingandnewcustomers.
Introduction:
Sepp’sGourmetFoodswasfoundin1981bySeppAmslerm.ItisaproducerandmarketerofspecialtypreparedfoodsfortheretailgroceryandfoodservicesectorsinNorthandSouthAmerica,andAsia,Seppmanufacturesproductsunderoneofitsbrandsanditsproductscanbeclassifiedintotwobroadcategories:savouryandbakery.AllSepp’sproductsaremanufacturedatoneofthreemanufacturingfacilitieslocatedinBritishColumbia,AlbertaandOntario.InSeptember2006,theCompanyenteredintoajointventuretomanufacturewafflesandpancakesinaplantlocatedinOklahoma.Afterdecadesofdevelopmentandexpanding,Inthemiddleof90s,Sepp’sfoodhasbecomeoneofthebiggestfoodmanufacturersinNorthAmerica.However,during2003－2006,Seppsoldfourdivisionsandshutdownoneinordertofocusonitsbatteranddoughbusiness,thecompanyalsoincurredalossof$854,000attheendofyear,2006.
Duringthepast20years,Sepp’sstrategyofgrowthbyacquisitionhastobeprovedsuccessful.Sepp’sexperienceisveryusefultoallbusiness.TherestpartsofthispaperwillbrieflyanalysishowdidSepp’sfoodsurviveandgettingbiggerinthefoodmarket.
Sepp’sorganizationstructureandmanagement
Sepp’sfoodsisusingamultidivisionalstructure;itconsistsofseveraloperatingdivisionssucklikesales,marketingandproduction.Sepp’sorganizationalstructureiscomposedofacorporateunitthatprovidesproductstoitsthreelinesofbusiness:production,distribution,development,andcustomerservices.Productionmanagesandoperatesthefoodplants,distributionisresponsibleforproductsthroughdemand－sideandsupplebuyingoprions,anddeliveringittowholesalers.Developmentistheresearchfacility,itprovidesthetechnologicalexpertiseforthecompanyinstrategicareasincludingnewfoodrecipedesign,produceandenvironmentsupport.Customerservicesisresponsibleforcustomerresponseandmaintenanceservices
Seppiscurrentlydoingwellonitshumanresourcemanagement.However,HRMisalongestablishedtask.Thecompanymustandwillcontinuetogiveoftheirbestinthesetimesofchangingemployeeneedsandexpectations.ThechallengeaheadinHumanResourceManagementisnottoeffectculturalchangeovernight,butrathertotakeinitiativeswhichwillleadtocontinuousimprovementandshowamoreplannedapproachtomanagingpeople.
SWOTAnalysis
Strengths: