Profiling X-Quisite an International Firm Term Paper
- Length: 9 pages
- Sources: 5
- Subject: Business
- Type: Term Paper
- Paper: #31732818
Excerpt from Term Paper :
The inside feeling of the employees regarding the environment should be more "family like" and not that much "business like," being a company where employees would happily come to work. As called by Cameron and Quinn, this is a Clan Culture and it would be the ideal situation to be obtained, with high level of involvement of all employees in the life and future of the company (Cameron, Quinn, 1999; Denison, 1990)..
Locations of the Organization
For the initial phase, laboratories and production should start in the specific Latin American country to be decided (most probably Brazil), and the Headquarters in the U.S.A. should commence the commercial and tactical activity.
The commercial offices should be installed in consumer-high regions, in order to decrease the costs of transportation of products from the pre-established warehouses. The same strategy should be used also for the Latin American operations, where X-Quisite should have its commercial offices close to where potential high sales could be registered.
The target would be that in the first 3 to 5 years, at least 20 regional commercial offices to be starting operations in the U.S., and already 3 to 5 in Latin America (Brazil), controlling the activity of at least 2500 to 3000 sales consultants.
Nevertheless, the exact numbers should be decided upon studies related to costs and viability of such practices.
Company's approach to issues such as: environment, political, social, economic, legal and labor forces of the international economy
X-Quisite will import its products from the production units in Latin America, and distribute it afterwards to the regional warehouses and commercial offices.
The environmental issues are the most important ones for a company such as X-Quisite, which uses as raw-material natural products, and especially from an area (Amazon Forrest) that has been involved in so many sustainability talks.
Therefore, in terms of environment, X-Quisite should mitigate and - where possible - eliminate all harmful impacts its activity could bring to the environment, having as its outmost important goal the one of becoming a "carbon-neutral" company by 2010.
In such a way, X-Quisite can hope to avoid any political issues (environmentally related) that might appear from an incorrect use of the natural resources in a different country, matters that "green" NGOs or political parties would not hesitate to attack. Keeping in mind the usage at a large-scale of the diverse biologic resources, funds and energy should be put to use in a sustainable manner, together with the farming and extracting communities, with which close relations should be kept and supervised.
From a socially related point-of-view, the quality of relations and an efficient distribution of resources to all the stakeholders within the business chain should be of significant importance.
X-Quisite should construct an image (based on reality) of a company that offers well-being to its costumers, that takes care of its employees and motivates them, and therefore insures continuity in its vision and plans at an international level.
X-Quisite will enter on a growing but sensitive market, with high environmental and social pressures that should accommodate within its strategies.
The company has real chances of growth and development, if it will know how to use its strength and adapt to what the clients need, at the right place and the right moment. After the U.S. And Latin American expansion, new markets can be sought in Eastern Europe and Asia, given their strong economic growth.
As mentioned above, X-Quisite is a company that offers well-being to its costumers... It has to do the same with the environment that will provide it with the necessary raw materials and with the employees, which will represent the means by which the company will grow and reach its goals.
With the presented ideas, X-Quisite has real chances to become a socially responsible and continuously growing, loved company, both by its consumers and its employees.
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Cameron, Kim S.;. Quinn, Robert E. (1999), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Addison-Wesley Series on Organization Development), John Wiley and Sons, San Francisco, CA, Pages 123-143
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