Essays on Internal Environment at Company Q Case Study

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The paper "Internal Environment at Company Q" is a great example of a business case study.   Using evidence from the case and theory from the module, analyze the internal environment at Company Q. Critically assess the extent to which they have achieved strategic fit throughout their growth. In your opinion, have Company Q adopted a market based or resource-based strategy? Internal Analysis Resource Analysis Company Q has affiliate businesses in over fifty countries around the world. More importantly, the Company has businesses in the leading global markets such the United Kingdom, Unites States of America, France, Spain and most countries of Eastern Europe.

Company Q is also listed on the New York Stock Exchange. In the opening remarks of the case study, it is revealed that on June 7, 2007, Mexico-based Company Q won a majority stake in Australia’ s Rinker Group in a $15.3 billion takeover in what turned out to be the elevation of Company Q to become the world’ s largest supplier of building materials. Prior to the Rinker deal, Company Q has significantly evolved from a small, privately-owned, cement-focused Mexican Company of 6500 employees and about $275 million in revenue to a publicly-traded, global leader of about 65,000 employees with a presence in 50 countries and $21.7 billion in annual revenue as ta 2007.

The above data seeks to justify the financial prowess of Company Q and hence its current control of the manufacturing materials industry. The Company has a vast exposure to readily available resources including sufficient human workforce and financial resources. Hence, the fact that the Company effectively manages over fifty businesses in different countries does not only depend on effective management but also on the number of resources at the disposal of the Company. Value Chain Analysis Value chain analysis is a strategy tool used to analyze internal firm activities.

Its goal is to recognize, which activities are the most valuable (i. e. are the source of cost or differentiation advantage) to the firm and which ones could be improved to provide a competitive advantage. According to the case study, Company Q is extremely concerned about its performance practices and hence the insistence on the standardization of all practices in all the countries where the Company has affiliate companies.

The Post-merger integration process, therefore, stands out as the most important component of the organizational structure. Whenever Company Q successfully completes an acquisition, the most immediate step, therefore, becomes the analysis of the existing practices with a view of aligning them with the Mexico-based market practices. Company Q subsequently attaches great importance to all the middle-level managers. The middle-level managers turn out to be the pract9cal implementers of the PMI process. For instance, the effectiveness and attached success of the PMI was first tested and subsequently established by the middle managers.

Hence, the responsibility of analyzing all other organizational structures in different countries to establish conformity is wholly left to the middle-level managers. As a result, the Company has successfully managed to maintain a standard organization operational culture that revolves around harmonization and coordination of all the production activities.

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