Bidvest Corporate strategy

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STRATEGY DYNAMICS & GLOBAL BUSINESS

Module code: EDPSDGN

Group Assignment due date: 15 August 2013

Lecturer: Prof Peet Venter

ASSIGNMENT QUESTION

Carry out a research on Bidvest Group and analyse its corporate strategy. Further analyse its approach to international/global business.

Maximum length: 15 A4 pages, Times Roman 1,5 spacing, 12 pt font

Table of Contents
1. Executive summary
2. Introduction
3. Bidvest’s Key Success Factors
a) Leadership of original creator
b) Decentralised corporate management approach
c) Business acquisition model
d) Flair for entrepreneurship
e) Healthy organizational culture; a diversified product/service offerings
f) Adding value by building a reputation for quality reliability and innovation
g) Quality of Bidvest brand
h) Bidvest’s philosophy is one of transparency, accountability, integrity, excellence and innovation
i) Product innovation
j) Strategic Innovation
4. Corporate and Business strategy
5. Porter’s Diamond of National Competitive advantage
i. Business strategies and structures and rivalry ii. Existence or lack of related and supporting industries iii. Factor conditions iv. Demand conditions
6. Conclusion
7. References
1. Executive Summary
Bidvest is a South Africa-based distribution services and trading business and the largest foodservice business outside North America. The group is active in freight management, outsourced services, industrial and commercial products and services, printing, packaging closures, stationery, office products, corporate travel and automotive retailing.
Bidvest is listed on the Johannesburg Stock Exchange, with over 105,000 employees on four continents. http://en.wikipedia.org/wiki/Bidvest_Group .The group is also highly debt-averse – a position it is able to maintain through its ability to generate cash.
This assignment firstly provides an introduction into who is Bidvest and provides a broad and critical evaluation of



References: http://www.smartstudentsok.com/porters-diamond-model 8th August 2013 According to Michael Porter on his work on firm-level factors (1986) and clusters of firms (1990) competitive advantage is created and not inherited

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