Greg Stamboulidis公司案例分析報告（case study report）
07-18, 2015
介紹—Introduction
在這份報告中作者主要以Greg Stamboulidis公司為案例作分析，這個公司從一開始的小業務經營到現在穩定而又有盈利大型業務,這一過程的變化，在競爭激烈的行業中是非常不容易的。在此報告中,會對一些關鍵問題進行分析。首先介紹Greg Stamboulidis企業發展的主要特征：冒險型。第二步分析其冒險的將公司從傳統企業中分離出來的方式和原因。第三步解說公司面臨的主要困難及克服這些困難的措施。第四步列出并解釋公司成功發展的主要原因。最后,將企業的發展軌跡與有關理論相結合。總之,在此報告中綜合分析了公司的成功發展。
In this report the author will mainly analyze the case of Greg Stamboulidis` company. The company has survived from a little business to a stable and profitable business, which is not easy in the competitive industry. In this report, some key issues in the case will be analyzed. First of all, the main characters of the development of Greg Stamboulidis` corporate venturing will be described. And then the ways of and the reasons for he separated his corporate venturing from his traditional organization. Thirdly, the main difficulties in front of the company and the measures overcoming these difficulties would be explained. Fourthly, the main reasons for the company`s success will be listed and explained. And finally, the organization`s action will be linked to related theories. In a word, a comprehensive analysis about the success of the company will be made in this report.
The development of Greg Stamboulidis' corporate venturing started from a small business which was bought from an old people, who maintained a small business by selling food to nearby schools and shops. At the beginning, the main character is the company only had a low margin profit, for the fierce competition and increasing costs. The changes happened when Greg Stamboulidis decided to change the supplying chains of the company. The company began to find cheap and stable source of supplies. And another main characters is the company has expanded its business with a strategy of vertical integration. It added the processing of shark to its business. In addition, the company has also changed its core business from food products to shark, which had an increasing price in a long term. Although the company expand its business to some extent, most of its efforts is about the shark business.
In the development of the company, there are many obstacles. The most important one is the instability of supply chains. Greg believed that the supply of shark is the main shortcoming of the company. In fact, the fact was just like his diagnose. The betray of South Africa had given a serious blow to the company. For one period, the company had to purchase sharks from some small suppliers in various countries. Even this, it could not meet the demands of customers. However, Greg finally overcame such an obstacle, by finding out new suppliers in other countries before his competitors` action. Another important obstacle is the turbulent industry dynamics. The outer environment of the industry is changing all the time. The competition is more and more aggressive, and the policies try to reduce the shark fishing quotas, and the increasing cost of purchasing and labor. In order to overcome these difficulties caused by changes, Greg took a series of hybrid adaptive behaviors. He focused on the firm`s centre of gravity. Meanwhile, he tried to find out and seize some new opportunities to develop the company. When sticking to the core business, Greg find new opportunities like calamari rings, hotdogs, and other related fish products to expand income in the changing competition. However, in order to maintain the core business in the changing environment, he convinced the South American suppliers to fillet and batter their sharks. In addition, the company improve their equipment and technology, which allows them to process large sharks. And this is an obvious advantages over its competitors, for these competitors could only process middle size sharks. In this way, the source of shark of the company is wider than its competitors.#p#分頁標題#e#
The main success factors in the case mainly includes "exploiting before you exploring, diversifying your business portfolio, remembering your mistakes and being conservative about change". In this section, the author wants to mainly discuss the last three factors. Diversifying the business portfolio is very important for companies to keep a stable performance. In the case, the company tried to make its supply chains more diverse in case of some channels are blocked. In addition, the company was expanding its business around the core products, and such a diversification could maximize the profitability around the core business. In an changing environment, diversification is very useful to reduce the risks caused by severe changes. Remembering mistakes is another important factor of success. Remember mistakes means the former mistakes should be listed as an warning (Leonard, 2001). In the case, the company had once relied much on certain suppliers. And these suppliers become greedy gradually, directly influencing Greg`s business. And after that, the company decided to expand its supply chains even when the demands could be met stably. Always keeping an open eye on the vulnerable link and making an early protection is the lesson learnt from those greedy suppliers. The last factor is being conservative about change. Facing the severe changing environments, adaption is a better choice than change. Changing the original model always means certain potential risks and the high switching costs. There are many factors influencing the results of changes, and it is hard to make all factors under control (Song, 2003). Therefore, changes means high risks. In addition, the high switching costs are also risky. Therefore, the gradual adaption is the better choice compared with making changes.
Greg wanted to get the vulnerable link of the business and then to pay special attention to it to avoid potential risks. He also wanted to change these vulnerabilities to the competitive advantages of the company. And such an idea is correct, because the vulnerabilities of the company could probably be the vulnerabilities of the industry (Culpan,1993). If the company could change the vulnerabilities into strength, the company would have an obvious competitive advantage over other rivals (Yuan, 2006). In addition, Greg wanted to achieve the only objective: providing qualified products at a lower price without interruption. All the measures, such as expanding sources of supply, processing methods and processing capacity, are taken to achieve the final objective. Greg wanted to form the corporate culture of success based on the high performance of the company. It is believed that a success culture will bring about high performance, because all the members are encouraged by an inner force from the organizational culture to work hard and pursue high performance (Gordon & DiTomaso, 1992; Rudawska, 2010). Organizations with long-term high performance usually were armed with a strong success culture (Amoako-Gympah,2005). Some writers concluded two important traits of organizational culture. Firstly, the organizational culture should be valuable and effective (Hofstede,2001). The valuable and effective culture should be able to promote these the financial performance and customer satisfaction at least. Secondly, the culture should be unique and rare. The attribute and trait of the organizational culture should be unique and hard to be copied by other organizations (Rose et al, 2010). The organizational culture with these traits could be the sources of a long-term high performance.#p#分頁標題#e#
The case of Greg could be linked to the theory of competitive advantage. The theory of competitive advantage has three ways of getting competitive advantage. They are differentiation strategy, the cost priority strategy and focus strategy (Heaver,2000). Greg was doing well in these three strategies. The company introduced new technologies and equipment to process the large sharks which other companies cannot do. In addition, the company try to find cheap suppliers to reduce the costs. What`s more, although the company expanded its business to some other products, all these products are around the shark. In this way, they could make full use of their advantages and experiences in the core business (Stanley& Eric, 2001).
總結—conclusion
In this report, the author tries to make a comprehensive analysis of the case of Greg`s company. The development of Greg' corporate venturing has some important characters. The most important one is the instability of supply chains. Another important obstacle is the turbulent industry dynamics. The main success factors in the case mainly includes exploiting before you exploring, diversifying your business portfolio, remembering your mistakes and being conservative about change. Greg wanted to get the vulnerable link of the business and then to pay special attention to it to avoid potential risks and he also wanted to change these vulnerabilities to the competitive advantages of the company. Greg also wanted to form the corporate culture of success based on the high performance of the company. The case of Greg could be linked to the theory of competitive advantage. The company had made full use of the three strategies of the theory of competitive advantage, including differentiation strategy, the cost priority strategy and focus strategy. In a word, Greg has run a successful business by conducting a good value chain management and response to turbulent industry dynamics.
在這份報告中作者主要以Greg Stamboulidis公司為案例作分析，這個公司從一開始的小業務經營到現在穩定而又有盈利大型業務,這一過程的變化，在競爭激烈的行業中是非常不容易的。在此報告中,會對一些關鍵問題進行分析。首先介紹Greg Stamboulidis企業發展的主要特征：冒險型。第二步分析其冒險的將公司從傳統企業中分離出來的方式和原因。第三步解說公司面臨的主要困難及克服這些困難的措施。第四步列出并解釋公司成功發展的主要原因。最后,將企業的發展軌跡與有關理論相結合。總之,在此報告中綜合分析了公司的成功發展。
In this report the author will mainly analyze the case of Greg Stamboulidis` company. The company has survived from a little business to a stable and profitable business, which is not easy in the competitive industry. In this report, some key issues in the case will be analyzed. First of all, the main characters of the development of Greg Stamboulidis` corporate venturing will be described. And then the ways of and the reasons for he separated his corporate venturing from his traditional organization. Thirdly, the main difficulties in front of the company and the measures overcoming these difficulties would be explained. Fourthly, the main reasons for the company`s success will be listed and explained. And finally, the organization`s action will be linked to related theories. In a word, a comprehensive analysis about the success of the company will be made in this report.
The development of Greg Stamboulidis' corporate venturing started from a small business which was bought from an old people, who maintained a small business by selling food to nearby schools and shops. At the beginning, the main character is the company only had a low margin profit, for the fierce competition and increasing costs. The changes happened when Greg Stamboulidis decided to change the supplying chains of the company. The company began to find cheap and stable source of supplies. And another main characters is the company has expanded its business with a strategy of vertical integration. It added the processing of shark to its business. In addition, the company has also changed its core business from food products to shark, which had an increasing price in a long term. Although the company expand its business to some extent, most of its efforts is about the shark business.
In the development of the company, there are many obstacles. The most important one is the instability of supply chains. Greg believed that the supply of shark is the main shortcoming of the company. In fact, the fact was just like his diagnose. The betray of South Africa had given a serious blow to the company. For one period, the company had to purchase sharks from some small suppliers in various countries. Even this, it could not meet the demands of customers. However, Greg finally overcame such an obstacle, by finding out new suppliers in other countries before his competitors` action. Another important obstacle is the turbulent industry dynamics. The outer environment of the industry is changing all the time. The competition is more and more aggressive, and the policies try to reduce the shark fishing quotas, and the increasing cost of purchasing and labor. In order to overcome these difficulties caused by changes, Greg took a series of hybrid adaptive behaviors. He focused on the firm`s centre of gravity. Meanwhile, he tried to find out and seize some new opportunities to develop the company. When sticking to the core business, Greg find new opportunities like calamari rings, hotdogs, and other related fish products to expand income in the changing competition. However, in order to maintain the core business in the changing environment, he convinced the South American suppliers to fillet and batter their sharks. In addition, the company improve their equipment and technology, which allows them to process large sharks. And this is an obvious advantages over its competitors, for these competitors could only process middle size sharks. In this way, the source of shark of the company is wider than its competitors.#p#分頁標題#e#
The main success factors in the case mainly includes "exploiting before you exploring, diversifying your business portfolio, remembering your mistakes and being conservative about change". In this section, the author wants to mainly discuss the last three factors. Diversifying the business portfolio is very important for companies to keep a stable performance. In the case, the company tried to make its supply chains more diverse in case of some channels are blocked. In addition, the company was expanding its business around the core products, and such a diversification could maximize the profitability around the core business. In an changing environment, diversification is very useful to reduce the risks caused by severe changes. Remembering mistakes is another important factor of success. Remember mistakes means the former mistakes should be listed as an warning (Leonard, 2001). In the case, the company had once relied much on certain suppliers. And these suppliers become greedy gradually, directly influencing Greg`s business. And after that, the company decided to expand its supply chains even when the demands could be met stably. Always keeping an open eye on the vulnerable link and making an early protection is the lesson learnt from those greedy suppliers. The last factor is being conservative about change. Facing the severe changing environments, adaption is a better choice than change. Changing the original model always means certain potential risks and the high switching costs. There are many factors influencing the results of changes, and it is hard to make all factors under control (Song, 2003). Therefore, changes means high risks. In addition, the high switching costs are also risky. Therefore, the gradual adaption is the better choice compared with making changes.
Greg wanted to get the vulnerable link of the business and then to pay special attention to it to avoid potential risks. He also wanted to change these vulnerabilities to the competitive advantages of the company. And such an idea is correct, because the vulnerabilities of the company could probably be the vulnerabilities of the industry (Culpan,1993). If the company could change the vulnerabilities into strength, the company would have an obvious competitive advantage over other rivals (Yuan, 2006). In addition, Greg wanted to achieve the only objective: providing qualified products at a lower price without interruption. All the measures, such as expanding sources of supply, processing methods and processing capacity, are taken to achieve the final objective. Greg wanted to form the corporate culture of success based on the high performance of the company. It is believed that a success culture will bring about high performance, because all the members are encouraged by an inner force from the organizational culture to work hard and pursue high performance (Gordon & DiTomaso, 1992; Rudawska, 2010). Organizations with long-term high performance usually were armed with a strong success culture (Amoako-Gympah,2005). Some writers concluded two important traits of organizational culture. Firstly, the organizational culture should be valuable and effective (Hofstede,2001). The valuable and effective culture should be able to promote these the financial performance and customer satisfaction at least. Secondly, the culture should be unique and rare. The attribute and trait of the organizational culture should be unique and hard to be copied by other organizations (Rose et al, 2010). The organizational culture with these traits could be the sources of a long-term high performance.#p#分頁標題#e#
The case of Greg could be linked to the theory of competitive advantage. The theory of competitive advantage has three ways of getting competitive advantage. They are differentiation strategy, the cost priority strategy and focus strategy (Heaver,2000). Greg was doing well in these three strategies. The company introduced new technologies and equipment to process the large sharks which other companies cannot do. In addition, the company try to find cheap suppliers to reduce the costs. What`s more, although the company expanded its business to some other products, all these products are around the shark. In this way, they could make full use of their advantages and experiences in the core business (Stanley& Eric, 2001).
總結—conclusion
In this report, the author tries to make a comprehensive analysis of the case of Greg`s company. The development of Greg' corporate venturing has some important characters. The most important one is the instability of supply chains. Another important obstacle is the turbulent industry dynamics. The main success factors in the case mainly includes exploiting before you exploring, diversifying your business portfolio, remembering your mistakes and being conservative about change. Greg wanted to get the vulnerable link of the business and then to pay special attention to it to avoid potential risks and he also wanted to change these vulnerabilities to the competitive advantages of the company. Greg also wanted to form the corporate culture of success based on the high performance of the company. The case of Greg could be linked to the theory of competitive advantage. The company had made full use of the three strategies of the theory of competitive advantage, including differentiation strategy, the cost priority strategy and focus strategy. In a word, Greg has run a successful business by conducting a good value chain management and response to turbulent industry dynamics.
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