The Real Chocolate Company Case Study

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Register to read the introduction… The real chocolate company operates in a macro- environment that is shaped by influences coming from the economy, population demographics, societal values and lifestyle, government legislation, technology and the industry and competitive factors. The factors and forces in a company’s macro-environment have the biggest strategy shaping influence on the company’s immediate industry and competitive environment. To fully analyze the strengths and weaknesses of the real chocolate factory an S.W.O.T analysis is one the best analytical tool to achieve this.
Strengths: the resource strengths and competitive capabilities of the company are strong, the operations of the company is based on a strong strategy and the proper execution of this strategy. An example of this is the strategy of franchising to enable the company to expand its market share, franchising also minimized the cost of expansion and cost controlling in the area of
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In the generic model each activity can be subdivided into discrete activities. These can also be subdivided into further individual activities providing that they are discrete. Good judgment and expertise is required to determine which activity goes in which category. All of the firm’s activity should be noted and identified and placed into a category. Some other resources needed to implement value chain system are by purchasing high quality raw materials, by having a high quality production process and a full inspection and testing of finished products. Other methods are having a good schedule for receiving raw materials on time, and having the delivery vehicles not making unnecessary trips, and the management of …show more content…
The responsibility of overseeing these changes falls on the portfolio of the manager. The manager plans the type of change that is best for the firm from the value chain analysis. Using the three phases of organizational change model ( Lewins model) the first phase is “unfreezing”, it is his task to sell the concept of change and why it is needed to the rest of the managerial staff and the employees. Then the second phase is “moving” the implementation of the desired changes is by choosing the appropriate changes. The third phase is “refreezing” where the changes are stabilized and positive reinforcement is

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