Harvard Case - Americhem: The Gaylord Division (A-1)
"Americhem: The Gaylord Division (A-1)" Harvard business case study is written by David A. Garvin. It deals with the challenges in the field of General Management. The case study is 24 page(s) long and it was first published on : Oct 9, 2013
At Fern Fort University, we recommend that Americhem's Gaylord Division pursue a growth strategy focused on innovation and product development in the emerging markets of Asia and Latin America. This strategy will leverage Gaylord's existing strengths in manufacturing processes and supply chain management while capitalizing on the growing demand for high-quality, sustainable plastic products in these regions.
2. Background
The case study focuses on Americhem's Gaylord Division, a manufacturer of high-quality plastic products. The division faces challenges including declining sales, increasing competition, and a need to diversify its customer base. The case study highlights the division's strengths in manufacturing processes and supply chain management, but also its weaknesses in innovation and marketing. The main protagonists are Tom Gaylord, the division's manager, and John Americhem, the company's CEO.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths: Strong manufacturing processes, established supply chain, experienced workforce, brand recognition in certain markets.
- Weaknesses: Limited innovation, outdated marketing strategies, lack of international presence, dependence on a few key customers.
- Opportunities: Growing demand for plastic products in emerging markets, potential for product diversification, technological advancements in manufacturing.
- Threats: Increasing competition, fluctuating raw material prices, environmental regulations, economic instability in emerging markets.
Porter's Five Forces:
- Threat of New Entrants: High, due to low barriers to entry in the plastic manufacturing industry.
- Bargaining Power of Buyers: Moderate, as customers have many alternative suppliers.
- Bargaining Power of Suppliers: Moderate, as raw material prices can fluctuate.
- Threat of Substitute Products: High, as alternative materials like metal and glass are available.
- Rivalry Among Existing Competitors: High, due to the presence of many established players.
Financial Analysis:
- Declining sales: The division's sales have been declining for the past few years, indicating a need for a strategic shift.
- Profitability: The division's profitability is under pressure due to increasing competition and rising costs.
- Cash flow: The division's cash flow is stable, but further investment is required for growth.
Marketing Analysis:
- Outdated marketing strategies: The division's marketing efforts are primarily focused on traditional channels, which are becoming less effective.
- Lack of brand awareness: The division's brand is not well-known in emerging markets.
- Limited customer segmentation: The division's marketing efforts are not targeted to specific customer segments.
Operations Analysis:
- Efficient manufacturing processes: The division has a strong track record in manufacturing efficiency.
- Established supply chain: The division has a well-established supply chain, which is crucial for cost-effectiveness.
- Potential for automation: The division can leverage technology to further optimize its manufacturing processes.
4. Recommendations
- Focus on Emerging Markets: The Gaylord Division should prioritize business expansion into emerging markets like Asia and Latin America. These regions offer significant growth potential for plastic products due to increasing urbanization and rising disposable incomes.
- Product Development and Innovation: The division should invest in product development and innovation to create new products that meet the specific needs of emerging markets. This could include developing sustainable and eco-friendly plastic products, as well as exploring new applications for plastics in various industries.
- Strategic Alliances and Partnerships: The division should form strategic alliances and partnerships with local companies in emerging markets to gain access to distribution networks, understand local regulations, and build trust with customers.
- Marketing and Brand Management: The division should develop a marketing strategy specifically targeted at emerging markets. This should involve building a strong brand presence through digital channels, social media, and targeted advertising.
- Talent Management and Hiring: The division should invest in talent management and hiring to recruit skilled professionals with experience in international business and emerging markets. This will be crucial for navigating cultural differences and adapting to local business practices.
- Technology and Analytics: The division should leverage technology and analytics to optimize its operations, improve decision-making, and enhance customer experience. This could include implementing AI and machine learning for process automation, predictive analytics for demand forecasting, and data-driven marketing campaigns.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations leverage Gaylord's existing strengths in manufacturing processes and supply chain management while aligning with the company's mission of providing high-quality plastic products.
- External customers and internal clients: The recommendations focus on meeting the needs of customers in emerging markets while also empowering internal clients to drive innovation and growth.
- Competitors: The recommendations aim to differentiate Gaylord from competitors by focusing on innovation, sustainability, and customer-centricity.
- Attractiveness: The recommendations are expected to generate positive returns on investment through increased sales, market share, and profitability.
6. Conclusion
By pursuing a growth strategy focused on emerging markets, innovation, and strategic partnerships, the Gaylord Division can overcome its current challenges and achieve sustainable growth. This strategy will require a commitment to change management, organizational learning, and continuous improvement.
7. Discussion
Other alternatives include:
- Maintaining the status quo: This option is not recommended as it would likely lead to further decline in sales and profitability.
- Focusing on cost reduction: While cost reduction measures can be beneficial, they are not a sustainable long-term solution for growth.
- Acquiring a competitor: This option could be considered, but it would require significant investment and careful due diligence.
Key assumptions:
- The emerging markets of Asia and Latin America will continue to grow at a healthy pace.
- Gaylord can successfully develop and launch innovative products that meet the needs of these markets.
- The division can secure the necessary resources and talent to execute its growth strategy.
8. Next Steps
- Develop a detailed business plan: This plan should outline the specific strategies, investments, and timelines for entering emerging markets.
- Conduct market research: This research should identify key market segments, competitor analysis, and customer needs.
- Form strategic alliances: The division should identify and partner with local companies in emerging markets.
- Develop new products: The division should prioritize product development and innovation to meet the specific needs of emerging markets.
- Invest in talent and technology: The division should recruit skilled professionals and leverage technology to support its growth strategy.
By taking these steps, the Gaylord Division can position itself for success in the global marketplace.
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Case Description
The Gaylord Division of Americhem, a large chemical company, is in the midst of the first use of a new zero-base budgeting system. The general manager of the division leading the process is experiencing disagreement and conflict among the members of the senior management team. This case describes a difficult meeting. A rewritten version of an earlier case.
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