case for the Austrian company Agrana. With only five factories in Austria in 1988‚ the company successfully grew under a well working strategy to spread operations to 55 factories throughout Europe in 2007. While they opened strong with the production of sugar and starch‚ Agrana’s largest success came from fruit preparation‚ a section of the company that grew very rapidly when they diversified into this segment in 2003. This case study reviews the careful steps that Agrana took to become the successful
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AGRANA case From an industry-based view‚ how would you characterize competition in this industry? At the beginning of 1990’s the competition in Europe depended on two major factors – regional integration in Europe and globalization. In 1990 the process of European integration speeded up and that’s why small firms were trying to develop their economies of scale to beat the larger competitors. Also‚ Central and Eastern European countries began to open markets for other Western European firms.
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Question 1: From an Institution-based view‚ what opportunities and challenges have been brought by the Integration of EU markets in both Western Europe and CEE? The home market from the European Union is one market which everyone has free movement with goods‚ services‚ capital and people. This was not always the way if we look back before the time of the EU we had a Europe which was overfilled with conflicts and wars. Because of the foundation of the EU we got a lot of opportunities in the Western
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Agrana Case Study AGRANA CASE STUDY: FROM LOCAL SUPPLIER TO A GLOBAL PLAYER Introduction: The story of the Vienna-based company‚ AGRANA is pretty fascinating when one considers the journey of 19 years and how far the company has come thus far. Also the fact that AGRANA is major participant in the food and beverages industry while supplying the major players is quite impressive. AGRANA realized total gross revenue of US$4bn by end of 2013 (Annual Report‚ 2013). The continual growth of AGRANA with
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AGRANA CASE STUDY: FROM LOCAL SUPPLIER TO A GLOBAL PLAYER Introduction: Agrana is a Vienna based company with a 26 year old history starting‚ back in 1988‚ as a holding company for three sugar factories and two starch factories and becoming a global player with 55 production plants in 26 countries‚ participating in the food and beverages industry while supplying the major players of the market. This case study is trying to explain how this company achieved this fascinating journey from a local
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Case Study: Strategic Analysis of Agrana Agrana was founded in 1988 as Investment Company for 2 and 3 starch and sugar factories respectively. It has continually grown to a worldwide organization in at least 26 countries and with approximately 55 manufacturing plants. It deals with three kinds of commodities which are interrelated: fruit‚ sugar and starch. It main work is to disburse fruit concentrates and preparations to companies producing soft drinks‚ dairy and baked products. This means even
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The Austria-based company‚ Agrana was founded in 1988 with operations consisting of the production of sugar and starch. While relatively small‚ the company only operated two starch factories and three sugar factories. As the years passed‚ the company has also focused on the production of fruit preparation‚ fruit juice concentrate‚ and ethanol. The new business strategy has enabled the company to not only grow‚ but expand across multinational borders while increasing the number of buyers to whom
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the emergence of a growing body of work collectively labelled the resource and capability-based view of the firm (RBV). In reality‚ Resource Competence View (RCV) first adopted an “economic” orientation. Pioneer studies (Wernerfelt‚ 1984) ‚ Barney‚ 1986‚ 1991‚ Dierickx and Cool‚ 1989‚ Peteraf‚ 1993) focused on the type of resources and competencies that could offer to its owner a sustainable competitive advantage. Therefore‚ resources and competencies approach first appeared as a theory of competitive
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Assignment The purpose of this abstract is to summarize and evaluate the paper „Is the resource-based “view” a useful perspective for strategic management research “ written by RICHARD L. PRIEM and JOHN E. BUTLER. I. Summarization The authors try to clarify the fundamental theoretical statements of the resource based view (RBV) and specify its fundamental contributions to knowledge. PRIEM and BUTLER try to answer two basic questions: 1. Is the foundational and unembellished RBV actually a
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Master: Business Administration Specialization: Human Resource Management Resource Based View: A short review of its main strengths and weaknesses Short introduction‚ definition and characteristics The Resource Based View (RBV) is a useful business management tool that‚ in recent years‚ has been attracting the attention of a growing number of researchers. The popularity of this influential contemporary theory comes primarily from the fact that it combines both strategic and organizational
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