2. Strategic Issues
2.1. External Threats – International Players
The construction industry is one of the most competitive environments, where only the morphing players have the ability to compete, adapt and readapt to constant international scenario changes. In 2016, the construction market had an international revenue of around 468.1 billion U.S. dollars (Statista, 2017), therefore constituting an immense challenge to assert the adequate managerial strategies approach for business to thrive.
One of the players that have been able to navigate amid this hostile construction industry environment and successfully succeeding was the Spanish Group ACS. Today, the world’s leading construction company in the world, was founded in 1997 through the
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This move opened the way for ACS´s plans to acquire and secure its international position towards world leader with Hochtief (Appendix A), subsequently and predictively, several board members of the “German” Hochtief resigned or were redirected to other departments (Appendix B).
3. Strategical Realignment
The acquisition process and fundamental internal restructuration, occurred persistently over 3 years. Now with the new Spanish leadership in charge, ACS could reflect in Hochtief their own critical success factors necessary to attain their mission and adjust its internal value chain.
In 2011, it streamlined its corporate operations by dividing the group into four divisions: Hochtief Americas, Hochtief Asia-Pacific, Hochtief Europe and Hochtief Concessions. At the same time, Hochtief began a profound restructuring of its loss-making European activities by divesting the previously bundled construction business into four largely autonomous companies and dismantled up to 1000 jobs, primarily in Germany. (Wikipedia,
The current economic downfall has forced many organizations to strategically restructure and downsize. Broadway Brokers is not immune to these economic challenges and has been faced with competition from discount brokers and Internet brokerage services. Broadway Brokers position of holding the largest market share has been jeopardized by their slow reaction to the shifting changes within the industry. Broadway Brokers staff possessed strong selling and interpersonal skills however lacked in their knowledge of the high tech skills that had been inundating the market. The organizations lack of adapting to new technology and their absorbent overhead was threatening their profitability. The organization was faced with the need to restructure, consolidate, and implement employee layoffs in order to remain competitive with the current financial climate. Rumors of impending office consolidations and staff layoffs had existed for some time. However, the CEO commentary in a Financial Times article confirmed such gossip. In fact, decisions had already been made by top management to enact a structural plan that would severely curtail offices, close offices, and reduce the level of employees across the organization. Top management was firmly fixed upon downsizing and consolidation and was now relying on its management staff to come up with a plan to implement a transition. A dozen of the company’s most respected managers – everyone from assistant vice presidents to managing directors were join together to devise a plan for change (Jick & Peiperl 2003).
Such a reputable Canadian company can only encourage entrepreneurs to reach for the stars in their business endeavour’s. Learning about how a Canadian company achieved such a position in many of the industries can only encourage readers to work harder for their goals. After reading this report, you will gain an in depth understanding of the operations that go on every day at an inspiring world leading engineering and construction company.
Deutsche Brauerei has been a family owned and operated corporation for 12 generations, which has created a high level of focus and control. Each generation has kept the management and operations processes relatively simple, centered on brewing practices and quality. Deutsche Brauerei’s rapid growth in recent years can be attributed to several factors. First and foremost, the company’s success is centered on the product itself, which has won numerous quality awards and is quite popular in Germany. Another contributing factor to the recent growth may have been a bit inadvertent. The purchase of new equipment in 1994, which was necessary as a result of a fire that destroyed the old equipment, allowed the company to increase brewing capacity and efficiency. Finally, Deutsche Brauerei’s decision to enter the Ukranian market in 1998 contributed significantly to the rapid growth. The collapse of the U.S.S.R. brought market reforms, and Deutsche Brauerei jumped on the opportunity to enter the fragmented beer industry, capture the large population and capitalize on the prime location in Europe. Lukas Schweitzer was savvy enough to hire local expert Oleg Pinchuk away from a competitor as the marketing manager, and Oleg was instrumental in building the business in Ukraine by securing accounts and implementing the field warehousing to support distributors. Deutsche’s beer was hugely popular in the Ukraine almost immediately, and volume sales more than offset the depreciation of the Ukrainian currency. Sales in Ukraine accounted for 28% of Deutsche’s total sales, and skyrocketed from 4,262 euros in 1998 to 25,847 euros in 2001.
One important strategic decision that Besier, the CEO (who believed that his products should be sold heavily on American market that that of Europe), took was to move away from the German model in several aspects. One of the aggressive decision he took was to put the entire sales force team under commission sales plan as a result of which, Chevron, the first multimillion dollar sale of R/3, evidenced to be a turning point for SAP. As an outcome, SAP outperformed all of its competitors by 300-800%, the success opened up other large accounts to company.
The management’s focus on implementing these strategies has led it to write a new chapter in the history of
It was established in May 1981 as a trading business with an initial focus on cement and overtime the business diversified into a conglomerate trading of cement, sugar, flour, salt and fish. As at early 1990s, the business had grown into one of the largest trading conglomerates operating in the country.
On July 29, 2011, Martinrea acquired Honsel AG, a leading German supplier for aluminum auto components that was facing significant liquidity issues. Martinrea purchased 55% of the assets of the company, while Anchorage LLC, a private investment firm, acquired the remaining 45%. This transaction helps Martinrea with their aluminum market share, broadens segmented earnings,...
The company began as a “Workshop for Precision Mechanics and Electrical Engineering” which the founder Robert Bosch opened in Stuttgart in 1886.
The company’s outcomes are reconsidered because of its great leadership quality and improved performance. (“Leadership”,
Vrijhoef, R. and Koskela, L. (2004) ‘The four roles of supply chain management in construction’, European Journal of Purchasing & Supply Management, 6(3-4), pp. 169-178 ScienceDirect [Online]. Available at: http://www.sciencedirect.com/ (Accessed: 6 February 2010).
The attempt of this task is to fundamentally assess the Aztech Pty Ltd present Aztech and methodology; issues for the disappointment of the development of the organization. By assessing the inward and outside variables this task prescribed to Aztech Company to acquaint the Aztech approach with amplify the benefit and in addition achievement in the business.
Scott Jardine, 2007, “Managing risk in construction projects – how to achieve a successful outcome – an article”, PricewaterhouseCoopers.
I have used tools and techniques that I studied in last previous semester to apply it in projects, which I done before to practice and improve for myself. On the other hand, I got management and leadership knowledge and helpful information by reading useful resource such as: Harvard Business Review, Forbes magazine and so on. In addition, I also obtain my awareness about management and leadership in constructions projects by talking and debating with my father, who has worked like a contractor in construction field in 20 years. His comment always helps me to achieve a deep understanding about usual problems in construction projects in reality and how to motivate and empower to staff, especially, how to build a relationship between employee and employer, and between manager and
The company experienced an immense development over the last year which is due to great sales and ...
Corruption is one of the major issues nowadays and is a clear example and consequence of the actual society and culture. A manifestation of this global phenomenon is the construction industry where corruption is really widespread and interconnected with other industries.