Competitive advantages of Foodmaster through entering the markets of member countries of the customs union

“COMPETITIVE ADVANTAGES  
OF FOODMASTER THROUGH 
ENTERING THE MARKETS OF MEMBER COUNTRIES OF THE CUSTOMS UNION” 

 

Group #4

Aidos Zhanpeissov 20123241

Aigerim Kainazarova, 20090766

Aliya  Kairzhanova 20081852

Darkhan Seilgazin, 20084092

Veronika Igrunova, 20090970

 

Outline

 

• Introduction: company overview
• External analysis:
• Internal/Organization analysis:
• Strategic issues (refer to SWOT):
• What the issue is?
• Why you see it as an issue?
• Strategic alternatives
• Recommendations: Corporate Strategy, Business Strategy, Functional Strategy
• Implementation Phases

Company overview

 

• Established (rented a dairy factory shop) – 1995
• 2001 – first company that implemented ISO and obtained the certificate in 2004
• Since 2004 – FoodMaster has been the member of the Laktalis International Group (France)
• Since 2010 – implemented HACCP
• Today has – 4 factories, 16 retail branches, 2 dairy farms
• Produce – more than 100 kinds of dairy products
• Favorite Consumer Products:
• yogurt, the sour cream, the home curd, Dolce yogurts, Bio-C Immune+ curdled milk, and many others.

Mission & Values

 

• FoodMaster’s mission – is sustainable development of dairy products manufacturing in Kazakhstan to ensure continuous supply of people with products made from natural ingredients complying with the international quality standards.
• Values: 1. Clarity & Consistency

2. Competency & Professionalism

3. Employee Integrity & Commitment

4. Pragmatism

PESTEL Analysis  
PESTEL analysis describes a framework of macro-environmental factors used in the environment scanning component of strategic management. 

Political Factors

 

• Presidential republics
• Bicameral parliaments
• Presidents are head of the states
• Executive power exercised by the governments
• Strong Bureaucracy

Economic Factors

 

A customs union (CU) between Kazakhstan, Russia and Belarus was established in January 1, 2010 and marked a major change in the path of regional integration with important implications for Kazakhstan.

Positive effects:

• Greater Market Size for Exporting
• Lower Cost and Easier Transportation
• Attraction of Foreign Direct Investments – FDI and Joint Ventures in non-raw material sectors
• More incentives for local investors to start production

 

 

Economic Factors

 

Belorussia  Russia  Kazakhstan

 

 

 

 

 

 

 

 

 

 

• http://www.heritage.org/index/country

 

Population:

142.4 million

GDP (PPP):

$2.4 trillion

4.3% growth

$16,736 per capita

Unemployment:

6.6%

Inflation (CPI):

8.4%

FDI Inflow:

$52.9 billion

 

Population: 

9.4 million

GDP (PPP):

$141.8 billion

5.3% growth

$15,028 per capita

Unemployment:

0.6%

Inflation (CPI):

53.2%

FDI Inflow:

$4.0 billion

 

Population:

16.7 million

GDP (PPP):

$216.8 billion

7.5% growth

$13,001 per capita

Unemployment:

5.4%

Inflation (CPI):

8.3%

FDI Inflow:

$12.9 billion

Social Factors

Technological Factors

Environmental Factors

Legal Factors

 

• Belorussia
• Legal system: civil law system; note - nearly all major codes (civil, civil procedure, criminal, criminal procedure, family and labor) have been revised and came into force in 1999 or 2000
• elections: Palata Predstaviteley – every 4 years
• Russia
• Legal system: civil law system; judicial review of legislative acts
• elections: State Duma – every 4years
• Kazakhstan
• Legal system: civil law system influenced by Roman-Germanic law and by the theory and practice of the Russian Federation
• elections: Senate – every 3 years, Mazhilis – every 5 years

References

 

• http://www.heritage.org/index/
• http://www.indexmundi.com
• Belarussia - http://belarus-project.eu/2013/04/civic-participation-and-political-change-belarus/