The innovative capabilities of MHS (Millennium Health Sciences) has helped the organization in bringing forth developments in the line of dermatologically tested skin care products since 1968
The assessment will be evaluating the dynamic capability of the business units through the utilization of BCG, GE-McKinsey and Synergy matrix in order to facilitate the smooth functioning of the units
The presentation will also present different recommended activities that might be undertaken in order to implement the smooth functioning of the systems as per the objectives
The revenue of the organization is $ 350 million, which has been static since the last two years.
The medium attractiveness of the product lines and the lower competitive strength has affected the organizational capabilities of keeping up to the intense competition that is encountered by the same
The competitive strength and innovative mentality of the unit will be helping the same in maintaining the efficacy of the operations
The concerned business unit will be supporting the growth of MHS in the international markets through higher competitive strength and the attractive nature of the cosmetic products offered by the business units
The new range of products Poseidon will be helping the organization in maintaining the efficacy of the operations as per the objectives of sustainable growth (Wilden et al. 2013)
Neutrino invested $12.02million in their new product range Poseidon that will be helping the organization in facilitating a high return
The lower growth dynamics of the organization might affect the overall functioning of the systems
The lower growth rates contradicted to the matured Australian markets for vitamins, which will be helping the organization in enhancing the sales
Lack of support from the Asian distributors while representing Neutrino has affected the capability of the same
The concerned business unit is being classified as Dog for MHS as shutting down the venture will not be affecting the organizational revenues
Facilitating suitable resource allocation
Facilitating suitable resource allocation will be helping the business unit in upholding the efficacy of the operations. On the other hand, the development of the unit will be dependent on the better management of inventories
Developing the R&D initiatives
The R&D initiatives will be helping the organization in identifying the requirements of the customers and thereby bring forth modifications in the line of products related to Poseidon.
The development in the R&D operations in the unit will be helping the organization in facilitating the in- line operations (Woldesenbet, Ram and Jones 2012)
Organizing marketing campaigns in the international markets
The business unit must take steps to facilitate smooth functioning of the marketing campaigns beyond the borders of Australia. Focusing on the export activities will be helping the organization in maximizing the sales volume. (Teece, Peteraf and Leih 2016)
Developing the line of products
Bringing forth developments in the line of products will be helping the organization in enhancing the profitability as per the needs of the business.
Undertaking market research in Australia
Market research in Australia will be helping the concerned organization in maintaining the efficacy of the product and process design for achieving a competitive advantage
Undertaking promotional campaigns
Promotional campaigns will be helping the organization in undertaking wide expansion in the different market sections
Diversifying the range of products
The business unit might take steps to diversify the range of products in order to attract the attention of majority of the customers. Diverse range of energy drinks might appeal to the tastes and preferences of the customers which will help the business unit in maximizing the sales (Teece 2014)
Undertaking aggressive promotion
Undertaking aggressive omni channeled promotions will be helping the organization in making the customers aware of the benefits and the competitive edge of the products over the other beverages in the market. It will helps the organization in increasing the customer base (Blome, Schoenherr and Rexhausen 2013)
1.Identify and assess opportunities
The dynamic capabilities of the organization, MHS, is dependent on maintaining a diverse range of products as per the needs of the customers (Teece 2012).
The organization face diverse opportunities for undertaking expansion in the international markets
Health oriented product has helped the organization in adhering to the needs of the customers
Better R&D operations 0f the business provides the same with an opportunity of maximizing the expansion
2. Mobilise resources
The coordination between the different units has helped the organization in mobilizing resources and technologies within the organizational boundaries
3. Transform and reconfigure strategic assets
The strategic assets of the organization are dependent on the smooth functioning of the systems as per the objectives of growth and expansion.
Transformations in the process design helped the organization in maintaining the efficacy of the operation as per the objectives of the business (Vanpoucke, Vereecke and Wetzels 2014).
The organization might take steps to undertake market research for understanding the needs of the customers (Chae and Olson 2013)
The organization might implement international promotional strategies in order to undertake expansion in the different economies
The organization might undertake resource evaluation and allocation for facilitating the smooth operations of the business (Denford 2013)
Conclusion
Therefore, from the above analysis it might be stated that the organization MHS face different contingencies which might be avoided through the recommended activities.
The presentation clearly exhibited the position of the organization and the business units through utilization of different matrices.
References
Beske, P., 2012. Dynamic capabilities and sustainable supply chain management. International Journal of Physical Distribution & Logistics Management, 42(4), pp.372-387.
Blome, C., Schoenherr, T. and Rexhausen, D., 2013. Antecedents and enablers of supply chain agility and its effect on performance: a dynamic capabilities perspective. International Journal of Production Research, 51(4), pp.1295-1318.
Chae, B. and Olson, D.L., 2013. Business analytics for supply chain: A dynamic-capabilities framework. International Journal of Information Technology & Decision Making, 12(01), pp.9-26.
Denford, J.S., 2013. Building knowledge: developing a knowledge-based dynamic capabilities typology. Journal of Knowledge Management, 17(2), pp.175-194.
Helfat, C.E. and Peteraf, M.A., 2015. Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), pp.831-850.
Lin, Y. and Wu, L.Y., 2014. Exploring the role of dynamic capabilities in firm performance under the resource-based view framework. Journal of business research, 67(3), pp.407-413.
Schilke, O., 2014. On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic management journal, 35(2), pp.179-203.
Teece, D., Peteraf, M. and Leih, S., 2016. Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), pp.13-35.
Teece, D.J., 2012. Dynamic capabilities: Routines versus entrepreneurial action. Journal of management studies, 49(8), pp.1395-1401.
Teece, D.J., 2014. A dynamic capabilities-based entrepreneurial theory of the multinational enterprise. Journal of International Business Studies, 45(1), pp.8-37.
Vanpoucke, E., Vereecke, A. and Wetzels, M., 2014. Developing supplier integration capabilities for sustainable competitive advantage: A dynamic capabilities approach. Journal of Operations Management, 32(7-8), pp.446-461.
Wilden, R. and Gudergan, S.P., 2015. The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence. Journal of the Academy of Marketing Science, 43(2), pp.181-199.
Wilden, R., Gudergan, S.P., Nielsen, B.B. and Lings, I., 2013. Dynamic capabilities and performance: strategy, structure and environment. Long Range Planning, 46(1-2), pp.72-96.
Woldesenbet, K., Ram, M. and Jones, T., 2012. Supplying large firms: The role of entrepreneurial and dynamic capabilities in small businesses. International Small Business Journal, 30(5), pp.493-512.
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