国际商务组织报告.docx

国际商务组织报告.docx

《国际商务组织报告.docx》由会员分享，可在线阅读，更多相关《国际商务组织报告.docx（13页珍藏版）》请在冰点文库上搜索。

国际商务组织报告

Content

6Conclusion18

1Introduction

ThereportisforGlobalBusinessOrganization,anditistoanalyzetheoperationstructureoftheKraft,andthencangetsomeconclusiononthereasonofKraftsuccessbyusingtheoreticapproach.（KraftGroupisaninternationalhomeproductsretailer.Itsellsfurniture,accessories,andbathroomandkitchenitems.）Informationwasobtainedbyaccessingwebsites,becausethiswasthemosteffectivewayofobtainingtheup-dateinformationneeded.Ialsoextractedusefulinformationfromthebooks:

GlobalBusinessOrganization。

2Outcome1

2.1History

Kraftfoodcompanywasfoundedin1852,istheforefrontoftheglobalfoodcompany,whichproductsaresoldin150countriesaroundtheworld.Thecompany'sfourcoreproductlinesascoffee,candy,dairyproductsandbeverages.ThecompanyhasitsoriginasNationalDairyProductsCorporation（NationalDairy）,formedonDecember10,1923,byThomasH.McInnerney.ThefirmwasinitiallysetuptoexecuteonarollupstrategyinthethenfragmentedUnitedStatesicecreamindustry.Throughacquisitionsitexpandedintoafullrangeofdairyproducts.By1930itwasthelargestdairycompanyintheUnitedStatesandtheworld,exceedingBorden.Acquisition

AndnowKraftFoodshaschangeditsintoMondelezinternational.

Kraftproductsaredividedintofivetypes:

snacks,beverages,groceriesandconveniencemeals.Snacksincludeavarietyofready-to-drinkproducts,includingOreo,decimatingcookies,ChipsAhoyandTrakinas,etc.,Thesectorrevenuesaccountedfor30%ofglobalrevenue;Beveragescategoryaccountedfor19%ofglobalrevenues;cheesecategoryaccountedfor18%;grocerycategoryaccountedfor17%;conveniencemealcategoryaccountedfor16%.

Withthedevelopmentofscienceandtechnology,theemergenceofincreasinglynewraw-foodmaterial,processingtechnologyandequipment,somefoodcompanyfocusonnewproductresearchanddevelopment,sothecompetitionisfierce.

Differentregioncustomershavedifferenttheneedsoffood.Especiallyintaste.Kraftproducedifferentproductsaccordingtodifferenttaste.ItcancreateahugemarketforKraft.

2.2Entrymood

Jointventure:

Abusinessarrangementinwhichtwoormorepartiesagreetopooltheirresourcesforthepurposeofaccomplishingaspecifictask.Thistaskcanbeanewprojectoranyotherbusinessactivity.Inajointventure（JV）,eachoftheparticipantsisresponsibleforprofits,lossesandcostsassociatedwithit.However,theventureisitsownentity,separateandapartfromtheparticipants'otherbusinessinterests.

Kraftchoosethejointventurebecausefoodmarkethavetoomanyrisks,andthiswaycanreducetherisk,furthermore,Krafthaveenoughcapitalandreputationtochoosethejointventure.1982,KraftcometoChinabysetupacompanytodirectexportproductsuchassomecoffeeanddrunk.BeforeKraftcometoChina,italreadyhavemorethan200kindsofproducts,andsomeofthosehaveagreatpercentininternationalfoodmarket.

ButwhenitcomesChinaatfirst20years,theysaletheproductasthesameaspast,andmanypeopledidn’tknowitsbrand.Thisdirectlyexportdidn’tgivemoreprofitstoKraft,untiltheKraftchangetheirentrymoodforChina,theyusethejointventure,andchoosetwoTaiwancompanytoupdatenewproduct,thenin2003,theprofitinChinabecomeagreatpartsofthewholeinternationalmarkets.

2.3Organizations’businessstructure

（500organizationstructure,2009）

Atfirst,KraftbelongtothePhilipMorrisCompanies.PhilipMorrisCompaniesInc.changeditsnametoAltriaGroup,Inc.OnMarch30,2007,a spinout of KraftFoods subsidiary（publiclytradedsince2001）wasconcludedthroughdistributionoftheremainingstakeofshares（88.1%）toAltriashareholders.Asaresult,AltrianolongerholdsanyinterestinKraftFoods.

Meanwhile,Kraftchoosethejointventuretogointoanothermarket,andchangetheorganizationstructuretogeographicstructure.Itisbenefitforthecompanytotakecaredifferentmarket.Sincethecompanyhavechangedtogeographicstructure,Kraftcanplanthemostsuitablewaytodevelopmentaccordtothelocalcultureandcustomer’slikebesidesresponsetochallengequicklyandgetinformationorfeedbacktimely.

（500organizationstructure,2009）

InKraft’shistory,theytriedtosetaCEOwhichcontroltwodifferentcompany,KraftFoodNorthAmericaandKraftFoodInternational.Buttheyfailedbecausethedivergence,lackofcommunicate,theCEOdidn’tdothebestashispast.

FortheKraft,theyusethegeographicstructure,andtheirglobemarketcoversalmostthelandoftheearth.Inaddition,theychoosethejointventurewaytoopenthemarket,sotheymustempowertothedepartments.Theyhavealreadychosenthecentralizedway.

Thecentralizedwayhavebenefitonincreasethereputation,forexample,thereheresomanyproductswhichproducedbyKraft,butmostofcustomermayknowtheOreobutdon’tknowtheKraft,becausetheypaymoreattentiontotheirownproductsbutforgettopromotetheKraft.Atthistime,centralizationshowsitsadvantagethatadecisionscanbemadetobenefittheorganizationsasawhole.

Notonlyincreasethemotivationbutalsogetthefasterrespondwhendepartmentmeettheproblem.Bytheway,itisgoodforcompanytocollectinformationfromthelocalmarket,andfindthemoreexperiencedmanagerwhoknowthelocalcultureandcustomer’sfavortakechargeofthedepartmentandmaximize.

Centralizedordecentralizedwasabalanceforacompany.Itlikespendulumswing.DuringadevelopmenttimeofKraft,theyusedbedecentralized,andinordertoexpandthemarket,theymustchoosethecentralizedway,thisisthemostsuitablewayfortheirgeographicstructure.Andnow,howtotakecontrolandsetupacoincidenttargetforthesubsidiaryistheCEOconsidering.

3Outcome2

3.1Strategiesofproduct

Forensuringthequalityofproductsasbasic,thenKraftfoodmustbeproducedmeettheChinaconsumerdemandforproductsinordertoexpandChinesemarket.Krafthavemanykindsofproduct,butwhentheycometoChina,theycarefulchoosethenewproduct.

ImprovementanddevelopmentconformstotheChinaconsumerpreferenceproductsconstantlyaccordingtotheChineseconsumerdemand,isthekeytoopentheChinesemarket.Kraftdoaresearchonthecustomerfeedback.

Foodindustryhavealargelocaldifferencesintheindustry,sothereisanoldsayingthat"Tastesdifferalltastes."Referstothedifferentregionsofthecountryorpeople'seatinghabits,tastesarequitedifferent,andinsomecountriesandregionspopularproducts,fromoneplacetoanothermaybecoldshouldered.

Updatetheoldproduct

AsoneoftheKraftBiscuitseriesofOreocookies,asearlyas1912inUSAwassaletocustomers,butitwasnotuntil1996thatitwasbroughttotheChineseKraftFoods,consumersinthefieldofvision.manyconsumersfeelthatOreocookiestastetoosweetgreasy,accordingtothisreflection,KraftCorporationR&DpersonnelontheOreocookierecipemadeatimelyimprovement,KraftFoodshavebeendevelopedtoreducethe20kindsofsugarcontentofthesample,andrequeststheChineseconsumertesttaste,afterdeterminedexactlyinlinewiththetastesofChineseconsumersformula.

Thelastlaunchisclampedinthemiddleofchocolate,outsidewrappedinwaferlayerlowsweetnessChocolateCrisproll.Inaddition,inordertoensurethatthischocolateproductcanwithstandlivinginthevastlandofChinalongdistancetransportationtest,Kraftfoodshasalsodevelopedapatentedprocesstechnology,makeitaftertheseverecoldofthenorthorsouthofthehotandhumidcanentrancethatis.

Createanewproduct

TheturningpointinKraft'sbusinessinChinaaccordingtothespecialneedsofconsumersisChineselaunchedTangseries,evenproductswillberefinedtothecityaccordingtodifferentconsumerpreferencesproducedifferentkindsoftang.

3.2ProductionUnitandglobalposition

AccordingtoKraft’sWebsite,thefirmseekstobecomeahugesnackspowerhouseandunrivalledportfolioofbrandspeoplelove,eatandbuy.AccordingtoanarticleofNewsBitesUSMarkets,2010:

”ThebrandsoftheCompanyspanfiveconsumersectors:

snacks,beverages,cheese,groceryandconvenientmeals.”AsadvisedbyF.David,Kraftfocusesitsstrategyonthecomplementarynaturethecompany’sportfoliowhichissupposedtoleadthebrand’sgrowth:

Delightglobalsnacksconsumers.

KraftFood,Ltd.istheworld'ssecondlargestfoodcompany,operatingin145countriesaroundtheworld,intheworldemployingapproximatelymorethan90000employees.TheKraftCorporation'sthreecoreproductsforCoffee,candy,dairyproductsandbeverages.In1984KraftFoodsintoChinesemarket,isoneofthefirstbatchofinvestmentChinamultinationalenterprises,inChinese,establishedtwojointventureproductionofinstantsolidbeverageandCoffee.Now,Oreo,Prince,Taiping,Maxwell,TangfoodsuchasChineseconsumershavebecometheclassiclove.AnimportantpartofthedevelopmentofthemarketisChinaKraftCorporation'sglobalstrategy.AccordingtotheNelsonsurvey,Septemberto2009,the2009yearChinamarketcookiesaleswere$1,600,000,000,KraftFoodswhichaccountfor22.4%ofthemarketshare.（Harvey,1999）

3.3Pricing,distributionpoliciesandlogistics

Pricing

Kraftalsopaysattentiontodetailsoftheconsumerdemand.Forexample,aresearchshowsthatChineseconsumersgenerallythinkcookiesperpackagepricingin5yuanhigherthananothercookies,Kraftalsomadeaquickadjustmentofproductswillberepackaging,shrinkpackagingvolume,priceadjustment.Forinstance,intheShanghaiconsumerslikelargepackaging