A study on the structure and strategy of Fonterra-留学生essay代写范文

留学生essay代写范文:“A study on the structure and strategy of Fonterra”，这篇文章主要讲述了恒天然，其全称是Fonterra Co-operative集团有限公司，是一家跨国乳业公司总部设在新西兰。从新西兰的合作乳业公司和猕猴桃合作农场合并而成，以及前新西兰乳品局2001，公司现在已经成为新西兰最大的公司，也是世界第六大乳品生产商和新西兰的155亿美元的资产，19.8billion新西兰元的收入（恒天然2010。21页），和超过17，000名员工分散的子公司和合资企业在全球各地的市场操作。恒天然集团经营的业务范围广泛，从生产，加工和零售业的出口，其主要产品包括奶粉，奶酪和黄油。它还涉足食品和饮料服务领域，也同样取得了显著的效果。
Introduction
Fonterra, whose full name is Fonterra Co-operative Group Limited, is a multinational dairy company headquartered in Auckland, New Zealand. Formed from the merger of New Zealand Co-operative Dairy Company and Kiwi Co-operative Dairies, as well as the former New Zealand Dairy Board in 2001, the corporation now has become New Zealand largest company and also the world’s sixth largest dairy producer with NZ$15.5 billion in assets, NZ$19.8billion in revenue (Fonterra 2010. P. 21), and more than 17, 000 employees scatter in subsidiaries and joint-ventures operating in markets around the globe. Fonterra runs a wide range of businesses from producing, processing and retailing to exporting, and its major products include milk powders, cheese and butter. It also sets foot in the field of food and beverage service, which has equally achieved remarkable results. 
This paper concentrates on this company, aiming to make some proposals for its future development on the basis of the analysis of Fonterra’s structure and strategies. It will start with the definition of organizational structure, and then the specific structure model possessed by Fonterra is elaborated. In the subsequent parts, the external environments and internal competencies are presented respectively and corresponding suggestions are thereby put forward to improve Fonterra’s situation. Finally, the author concludes that, Fonterra is expected to make consistent reformations to adapt to the changing world with a learning mind.
Organizational Structure
Organizational structure, as the name suggests, refers to the framework of an organization in which task allocation, power distribution, coordination and supervision system are formulated explicitly with the purpose of the achievement of organizational aims (Jacobides 2007, p. 460). A wrong or unreasonable organizational structure increases the likelihood of blocking cooperation and intensifying contradictions, thus preventing the goal from completing within due time.
In New Zealand, co-operatives have traditionally been the main organizational structure in the dairy industry (Dana & Schoeman 2010, P. 77), and Fonterra, owning by 10,600 New Zealand farmers, is no exception. However, in a modern meaning, Fonterra’s structure can be categorized into a hybrid mechanism. More specifically, it enjoys a bureaucratic structure with geographic division aspects in terms of task, authority and cooperation.
a. Task specialization 
In the light of functional measurement, Fonterra has four key operating units, that is, Fonterra Global Trade, Fonterra Ingredients, Fonterra Milk Supply andFonterra Food Services. Each of them is responsible for a different line of the business. 
When it comes to an individual level, positions, roles and standard operating procedures are clearly defined, and whether a team member has the right to take part in decision-making process and how much say does he have in organizational actions are all determined. High specialized task allocation ensures that the vast amount of Fonterra people can efficiently fulfill their respective duties
b. Authority and control 
Authority in Fonterra at a whole is organized in a hierarchy manner. The Chief Executive Officer sits atop the pyramid of power, who masters the overall trend of where Fonterra is heading, and leads the management team including chief financial officer, managing director of New Zealand Milk and other three senior executives. Besides, there are a lot of operation managers and their authorities vary due to different layers they are positioned. Besides to human resources management, the penetration of Fonterra’s culture is also an important way to manage its staff (Fonterra - Fonterra's Group Director of Strategy to lead Recovery Management Team). 
It’s notable that the administration in Fonterra is not always centralized. When opening up new foreign markets, the company often develop negotiated relationships with local firms by signing contracts. 
In onder to strength the supervision and restriction of the administrative power, Fonterra has introduced the governance structure of the council, the committee of shareholders and board of directors according to the article of the enterprise. This is quite instrumental in improving Fonterra’s transparence and the balance of power.
c. Cooperation 
Although Fonterra is a transnational company, there is a valuable atmosphere of cooperation inhabited in the organization where multiple managers and employees sharing the same values are marching towards the same ultimate goals, regardless of departments, divisions and races. Moreover, great attention is paid to the fighting against redundancy and overlap, which powerfully guarantees quick responses to the changing markets.
External Environments
Key macro drivers 
It’s indeed the case that when a company intends to formulate a certain strategy, it is advised to make a comprehensive examination on the external environment which the organization locates for the reason that the surroundings have a profound effect on it. Here, pestle analysis on Fonterra is therefore introduced.
Pestle analysis systematically describes different macro-environmental factors that the company has to take into account (Anthony 2011. P. 61). In this model, the company can well understand its business potential, direction and something strategic. 
Political factors
The political stability of New Zealand serves as the fundamental interests of its people as well as the advancement of its economy. In order to further stimulate the economic growth, the government has carried out a range of policies such as the cuts in business taxes and the remove of trade restrictions. 
Economic factors
New Zealand is a country heavily relying on international trade. As Fonterra controls almost one third of the world’s dairy exporting (Draper, et al. 2009. P. 108), it should attach much importance to exchange rates and the inflation rate. 
Socio-cultural factors
With the improvement of the living standards, many people pay more and more attention to nutrition. It’s fortunate that dairy products are deemed as indispensable food for healthy and high quality life. This implies that Fonterra will benefit a lot from the mainstream view.
Technological factors
The dairy industry requires complex techniques in relation to production, process, package, transportation and storage. This inevitably adds barriers to entry. Additionally, great financial and human cost should be invested into R&D sector with the purpose of developing new products. 
Legal factors
Within the context of globalization, Fonterra is facing increasing complicated legal environment. Apart from the observance of laws and regulations from the home country, the company should also focus on policies in invest countries and international acts and norms.     
Environmental factors
In regards to environmental issues, what trouble Fonterra most are water pollutions and soil contaminations (Ministry for the Environment 2009. P. 24). Moreover, climate change has become a global concern, and the company can hardly absolve itself from the blame as well for the carbon footprint. 
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