The two companies Bramble and Blackmores have a significant Australian presence. Bramble is a supply-chain logistics company operating in more than 60 countries, primarily through the CHEP and IFCO brands. Blackmores on the other hand is Australia’s manufacturer and distributor of vitamins, minerals, and nutritional supplements. They operate in different sectors and have different scale of operations (Helfat and Mitchell 2015). The report will compare the vision or mission statement for both these corporates. A comparison of the Values and Corporate Social Responsibility/Sustainability will also be made. Then the report will try to understand the comparison of stakeholders in the company.
Bramble has a committed workforce of 14000 people and have owned more than 400 million pallets and crates. That enhance their container outlays and increase their business. They also have a large number of service centers and more than 800 call centers thus ensuring better quality. Their vision is to expand to more territories and look after the business expansion in a holistic manner (Schilling 2014).
Blackmores on the other hand is relatively smaller in operations and is looking to expand in other countries. Their vision is derived from naturopath and founder Maurice Blackmore (1906-1977), was very passionate about the aspect of nature oriented health and care. They also inspire people to take control of their own health and to make investment in their health and wellbeing. Now this company is trying to move to many other countries. The issue with moving overseas is based on the fact that the laws with every country is different. There are varying laws of real estate and there are several emerging challenges and opening restrictions for the company.
Bramble has a shared value operating model which enlists a Code of Conduct and a core Group cultural dynamic system. They are customer centric and success oriented. The team also believes in a framework of safety, diversity, people and teamwork with the organization. The team is also culturally innovative and driven towards new strategies. They act according to the integrity and respect for the communities and cultures that they work around and cater to this environment (Ackermann 2013).
Blackmores has been selling vitamins and minerals for a wide range of customers. They deal with quality and safety as their main advantage. They came up with quality parameters in the sector marred by poor quality. The company also provides their customers with better pharma nourishments along with the vitamins that they sell as well. The company generates major sales revenue from North Australia. This revenue arises from products that include their three flagship products and comprise 95% of the sales figures. Now this company is trying to move to many other countries. The issue with moving overseas is based on the fact that the laws with every country is different. There are varying laws of real estate and there are several emerging challenges and opening restrictions for the company (Mellahi and Frynas 2015.).
Blackmores Company is thus involved with pharma business and works in tandem with the Pharmacy Guild of Australia and hence they have huge credibility of their own. If they want to establish outlets across the world they must understand the laws governing cross border movement as well as the shopping and cultural habits in the country. Although this seems to be a noble business pharma has been marred by several allegations (Mullins and Schoar 2013).
The sustainability report of both companies is very elaborate and let us look at these factors one at a time. Brambles has a three way framework for sustainability and activities are included in that manner (Eisner 2014). The group is highly customer focussed and they plan for Better Business, Better Planet and Better Communities (Norton 2016). These three are their major strategies to look forward to. They also look at the aspects of an organized channel for integration with their 2020 sustainability goals and strategies. These realignments have been driven by preservation and creation of value oriented framework. We can also see that the Brambles sustainability framework is mapped with United Nations Sustainable Development goals and they have aligned themselves with it. We can also see that their business is around input from customers and suppliers. They also look at the peak industry bodies and the framework supports them for that. They also align with sustainability practitioners for better input from their business sense.
Now let us look at the sustainability framework for Blackmores, they have a guided framework under the Environmental Social and Governance (ESG). The company is thus compliant in terms of a much guided approach to sustainability. They also look into the aspects suggested by Australian Council of Superannuation Investors (ASCI) and the Financial Services Council (FSC).
Let us look at the aspects of GRI G4 Sustainability Reporting Guidelines which come up as a parameter for the Global policy framework for sustainability. The major factors are continued drive for sustainable growth in terms of revenue and environment friendliness and better social and community outcomes. They also look at the aspect of long-term financial performance as one of the key sustainability parameters.
Both companies are trying to move to other markets. Bambles has already moved in other markets and Blackmores is coming up to terms with the same. Let us take an example of movement in China,
The Chinese population is more than 1.5 billion and land area is greater than the United States. There are several ways in which other multinationals prefer the location in China, the issue also lies around Tier 1 cities and these include Shanghai, Beijing and Guangzhou. These areas of dense population are extremely above average annual income based (Hesterly 2015).
If they want to establish outlets across the world they must understand the laws governing cross border movement as well as the shopping and cultural habits in the country. Although this seems to be a noble business pharma has been marred by several allegations.
The company also provides their customers with better pharma nourishments along with the vitamins that they sell as well. The company generates major sales revenue from North Australia. This revenue arises from products that include their three flagship products and comprise 95% of the sales figures (Shuen 2010).
Choosing a city among the list of all these cities will help to reduce risk for both companies but at the same time the company faced increase in competition and operational cost. Staff hiring is another challenge in Chinese market and it is major factor which can lead to success of any company within the market. Often the quality of the organization is judged by the human resource employees working there thus we did not compromise while hiring experts in this sector. Thus the stakeholders must ensure better strategy when they aspire to enter overseas.
Both companies are smart framework driven in many ways as far as their sustainability factors are concerned (Subramanian 2010).
They are specific in terms of their goals and strategies for future. Both have a path towards achieving these goals. They are also measurable since they have set targets for all outcomes. Blackmores has come up with a 2020 strategy for sustainability. The goals are realistic and possible to implement in the span of time provided. The goals are also time oriented.
Brambles have reached heights in the fields of technology including majorly in computer science and supply chain. Further a dense network Trans Pacific Australia was create to build Australian relation with other parts of Asia. The country supports technology to a huge extent thus it can be assumed that Brambles and Blackmores can take this opportunity in order to develop its products. It is a well-known fact this company manufactures Pharma and a robust supply chain network and other items hence if technology introduced while producing then it can benefit the company to innovate them to a large extent.
Thus we can see how these two companies are different yet understandably extremely efficient is delivering results. Let us look at the aspects of GRI G4 Sustainability Reporting Guidelines which come up as a parameter for the Global policy framework for sustainability for all Australian companies. The major factors are continued drive for sustainable growth in terms of revenue and environment friendliness and better social and community outcomes. They also look at the aspect of long-term financial performance as one of the key sustainability parameters. Thus both companies need to be driven by intellect and determination to come up with these challenges.
Subramanian, R., 2010. Strategic management: Formulation, implementation, and control. Chicago, Illinois: Irwin.
Shuen, A., 2010. Dynamic capabilities and strategic management. Strategic management journal, pp.509-533.
Mullins, W. and Schoar, A., 2013. How do CEOs see their Role? Management Philosophy and Styles in Family and non-Family firms (No. w19395). National Bureau of Economic Research.
Norton, D.P., 2016. Using the balanced scorecard as a strategic management system.
Schilling, M.A., 2014. Strategic management: theory: an integrated approach. Cengage Learning.
Peppard, J., 2016. The Strategic Management of Information Systems: Building a Digital Strategy. John Wiley & Sons.
Ackermann, F., 2013. Making strategy: The journey of strategic management. Sage.
Slack, N., 2015. Operations strategy. John Wiley & Sons, Ltd.
Mellahi, K. and Frynas, G., 2015. Global strategic management. Oxford University Press.
Helfat, C. and Mitchell, W., 2015. Qualitative empirical research in strategic management. Strategic Management Journal, 36(5), pp.637-639.
Hesterly, W., 2015. Strategic management and competitive advantage concepts and cases. Pearson.
Eisner, A.B., 2014. Strategic Management: Text and Cases.
Stead, W.E., 2013. Sustainable strategic management. ME Sharpe
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