Introduction
BHP Billiton is the most successful company throughout the world by using unchanged strategies in their business. They have a strategy to operate large, low cost, expandable, and upstream commodities by using raw materials, geography, different assets and market, which give them a superior marginal costs throughout economic and commodity cycles for several years. They put the security of their workers first and supporting them by providing various facilities (see appendix 1). Their diversification makes the easy cash flow system by reducing the exposure to any one commodity and give for more identifiable and great financial performances. To become more successful BHP have heaps of human resources or workforce which reflect their values and communities. They have aim to recruit and attract other people who make their organization successful and thrive on working in teams and going to their extra miles to give their best. Moreover, they are committed to meet the changing needs of their customers. They have world class portfolio of growth option that will make them able to plan for a short term and long term goals and continuing them to create value for their shareholders which BHP more powerful (BHP Billiton, 2014). By using these all measures BHP Billiton kept its solid position in the nine month period till the end of March 2014 with the record of production attained for four items and at 10 operations. In aggregate, processing expanded by 10% for throughout the period what's more is required to develop by 16% over the two years to the end of the 2015 fiscal year. For further development BHP having a plan to start new projects where they pursuing a higher rate of returns on incremental investment and increasing inter...
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... issues, what should be our priorities etc.
Appendix 1: Occupational illness incidence of BHP
30 June at the end of year 2013 2012 2011
Noise ( hearing loss) 10.2 19.4 20.7
Musculoskeletal 24.8 20.7 17.4
Other illnesses 12.9 7.0 5.4
Total 47.9 47.1 43.5
Source: http://www.bhpbilliton.com/home/investors/reports/Documents/2013/BHPBillitonAnnualReport2013.pdf
Appendix 2 and 3: Financial performances of BHP and Rio Tinto
RIO 2006 2007 2008 2009 2010 2011 Average
Net Profit Margin 32% 25% 19% 15% 25% 26% 23.67%
Asset Turnover 66% 29% 60% 43% 50% 50% 50%
Financial Leverage 178% 385% 399% 211% 172% 202% 258%
BHP 2006 2007 2008 2009 2010 2011 Average
Net Profit 31% 34% 26% 22% 24% 30% 27.82%
Asset Turnover 67% 69% 78% 64% 59% 70% 68%
Financial Leverage 198% 194% 194% 193% 180% 178% 190%
Source: http://seekingalpha.com/article/465741-bhp-billiton-vs-rio-tinto
BlueScope Steel Australia and New Zealand (BANZ) is a manufacturing company that produces a range of flat steel products for the Australian and New Zealand domestic market. BANZ was formed in July of 2011 which saw the amalgamation of company sections; Australia and New Zealand Steel Making Business (ANZSMB), LYSAGHT and Distribution Business. This amalgamation was followed by a major organisational restructure which ultimately led to the closing down of Number 6 Blast Furnace and resulted in around 800 job losses at the Port Kembla works and 200 job losses at the Western Port works in Victoria. The aim of this project is to outline the rationale for the restructure and to provide a strategic analysis of the impact of the restructure on BANZ’s current market position. This will be achieved by first analysing the economic climate pre-restructure and evaluating the managerial decisions that led to the restructure. It will then explore the current economic climate in relation to BANZ to determine whether these strategic managerial decisions were sound. Finally the report will outline BANZ future developments and determine if the company will continue to be competitive in the future.
• Qantas had to make an increased profit and pay a dividend to its shareholders which increased over the years of management
Wolford General Partnership (WGP) operates plumbing supply business which is also an exclusive supplier for certain stable construction firms. Because of its excellent reputations and services, WGP is able to an extremely profitable entity for the business. WGP uses an accrual method of accounting and has been using June 30 fiscal year for the tax report purpose after its election of §444 since its formation.
Operations refers to the transformation of raw materials(inputs) into finished products(outputs). The operations process is one of the key business functions and is a crucial component to business success. Like every business, Qantas is affected by many internal and external influences requiring it to have effective strategies to respond to these influences. Businesses that are able to adopt and utilise effective operational strategies are able to quickly adapt and either reduce or take advantage of these influences that impact the business. The effectiveness of these strategies can measured by Qantas’ performance and whether or not it is able to hold it’s competitive advantage. How well these strategies respond to the influences on operations will determine the level of success that Qantas achieves.
As a natural resources company, BHP Billiton is vulnerable to changes in the environment and policies regarding the environment. With each environmental downfall, profit is jeopardized, which can push growth and innovation back. BHP Billiton has been heavily affected with blackouts in South Australia that has been interrupting production in Olympic Dam since September 28 during a two-week blackout. Without power supply security, BHP Billiton is having difficulty keeping power prices affordable in South Australia. The total estimated profit loss of the power outages was $450 million. These obstacles have disturbed BHP Billiton’s ability to compete globally with electricity price rises.
Identification plays a major role in the establishment and maintenance of unified organizations. Aware of this fact, Kangaroo Express, a chain of convenience stores primarily located in southern and southeastern states in the United States, explicitly utilizes different terms, distributes personalized products, and identifies with one consistent logo, with the intent of unifying their employees and workplace relations. On the front page of their website, in just three sentences, the company asserts their values, for all visitors, including current and future employees, to read; the company also mentions their famous personalized “ROO Cup” and boldly includes their specialized logo for all to view. Employing George Cheney’s identification
Expanding (your offer of offers out of all deals): Tesco holds a 13% offer of the UK retail advertise. Its multi-position capacity implies that it will keep on growwing experience nourishment, while expanding space (thing that is given/work that is carried out) from hypermarkets will permit it to drive a higher experience non-sustenance.
However, devaluation of the Australian dollar has risen the cost of it’s raw material bringing the sales down by 7% in the three months to September from last year also the pharmacy deal being put down by the Australian medical association and pharmaceutical society of Australia has posed a major setback to the company. Though the company is directed more towards the Australian operations, a small part of overseas diversification is still continuing in business. Significant investments being made in Asia has resulted in strong revenue growth with quarter 3 recorded quarter up by 25% and YTD by 19% in September quarter. Sound Growth strategy and adjusted quantified risk have even lead to interest covered and funding secured to July 2015 and July 2016. Furthermore acquiring BioCeuticals the leading developer of natural supplement has proved to be profitable for the company with sales of $41m and forecasting another 8% in the next year. Blackmores has been performing well with it’s operation on a international scale. Asia has resulted strong growth especially in Bangkok and Malaysia. It can further improve its operational efficiency by reducing the cost of raw material and catering to the needs of local and overseas
Since its establishment in 1925, Caterpillar Inc. has built a name in the construction and mining industry as an excellent manufacturer of equipment for a wide range of applications. Today, the company is the market leader in the industry and now it targets to expand its operations globally. In the various emerging economies such as India, China, and Brazil, Caterpillar Inc. has sported potentially profitable opportunities which it needs to exploit before its competitors establish their presence in those markets (Rome & Levine, 2006). In this regard, Caterpillar Inc. has to have an effective business strategy and contingency plans as well as an effective implementation plan. This paper shall discuss the components of the implementation plan which Caterpillar Inc. needs to adopt in addition to the organizational management change strategies that would enhance successful implementation. The paper shall also outline a risk management plan including contingency plans necessary for defusing any identified risks. The discussion shall also include an outline of the success factors, budget, and forecasted financials which Caterpillar needs to base its expansion plan on.
The Political, Social, and Legal Environment of Business. Case Study Analysis: Union Carbide Corporation and Bhopal. A single slip in action may cause lasting sorrow. A slight mistake in operation at a Union Carbide pesticide plant in Bhopal, India, caused a lot of deaths and injuries. What a tragedy it is.
... organizational structure that needs to be maintained for its operations in Australia. As the suggestion has been of total ownership thus span of control is needed and these factors have been discussed in this report to illustrate how effective the organization can be in Australia.
Some of the things our team did to lead to our success analysis of the data we received both about our company and our competitors. Adjustments were made based on the feedback we received about competitive strengths and weakness and competitor actions. For example, we adjusted advertising budgets, increasing SQ, number of models produced, adding capacity, and of course pricing, corporate responsibility while meeting our benchmarks for investor expectations EPS, ROE, stock price, credit rating, and image rating (until the last three weeks where we did not meet ROE, but still ended with a weighted average of 15.2). We were careful about adding capacity, however we did not start adding capacity soon enough at the Asian plant. Resulting in having to add capacity to the North American plant which was not cost friendly considering it was a more expensive plant to run and affected our ROE. In retrospect, we should have increased capacity in Asia sooner and considered constructing a plant in Latin
The success of any organization just as the Tesla Motor largely depends on the planning of the activities by the management team in the company. A good performance is always attributed to the planning strategy that a certain company has. The following are therefore four factors that affect the planning and performance of the company.
...lopment industry as well as the strengths and weaknesses within the company. The Business Strategy should reflect the main issues that determine the long-term
P&G’s purpose is to provide branded products and services of superior quality and value that improve the lives of the world’s consumers. P&G values their employees through leadership, ownership, integrity, passion for winning, and trust. P&G entices and recruits best people in the world, builds their organization by promoting and rewarding from within, and believes that their employees will always be the most important asset. P&G has many principles such as (1) showing respect to all individuals, (2) valuing differences, (3) inspiring and enabling employees to achieve high expectations, standards, and challenging goals, (4) valuing personal mastery, (5) believing that all individuals can and want to contribute to their fullest potential, (6)