Case Study - Logoplaste

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Case Study - Logoplaste by Mind Map: Case Study - Logoplaste

1. Plastic pellet

1.1. supplied by Petrochemical

2. Rigid plastic container industry 21% of container

2.1. APA largest 30%

2.2. FCMGs such as P&G, Coca-Cola

3. Industry Trends

3.1. 1. Industry consolidation 2. production consolidation (demand increased) 3. sustainability (eco-friendly packages, such as bio-polymer bottles, efficient Supply chain Mgt) 4. globalization

4. Competition

4.1. 1. Alpla-Werke

4.2. 2. Amcor

4.3. 3. Graham

4.4. 4. Packaging and Plastipak

5. Challenges

5.1. 1. Structure and Financing – succed in financing in 2010, the entire Brazilian operation

5.2. 2. Client recruitment and retention – 100% customer retension, let client enjoy higher scale benefits (Lean)

6. Distribution

6.1. On-sit sets up inside or close to clients’

6.2. Off-site units serve customer from a central location,

6.3. scale benefits and diversifying client risk

7. Globalization

7.1. North America, Central and Eastern Europe, China and Asia- Pacific

7.2. Challenging markets – accepted P&G offer by first seting up plant in Malaysia

8. History

8.1. - in-house manufacturing in Europe with its “hole-in-the-wall” concept.

8.2. Dictated minimum production scale and just-in-time deliver.

9. Initial Expansion

9.1. Hole-in-the-wall concept expanded to Spain in 1992

9.2. In 1997, partnered with Coca-Cola and in 1998, partnered with 2 larger plants for P&G

10. Business Model

10.1. open-book policy

10.2. null transportation costs

10.3. reliable quality and competitive prices

10.4. Strategies

10.4.1. Cost competitive player,

10.4.2. ILab, innovation Lab, established partnership with various equipment manufactures.

11. Global Org

11.1. IMF

11.2. World Bank

11.2.1. The Multilateral Investment Guarantee Agency (MIGA)

11.3. WTO (GATT)

12. Strategies

12.1. Core Strategy Tools

12.1.1. Porter's Five Forces

12.1.1.1. Supplier

12.1.1.2. Buyer

12.1.1.3. Competitive rivalry

12.1.1.4. threat of substitution

12.1.1.5. Threat of new entrant

12.1.2. PEST

12.1.3. SWOT Analysis

12.2. Understanding Competitive Advantage

12.2.1. USP Analysis

12.2.2. Porter’s Diamond

12.2.3. Kay's Distinctive Capabilities Framework

12.2.4. The ADL Matrix

12.2.5. Ohmae's 3C Model

12.2.6. VRIO Analysis

12.2.7. Competitive Intelligence

12.2.8. Weisbord's Six-Box Model

12.2.9. Kotler and Keller's Five Product Levels

12.3. Strategic Options

12.3.1. Developing Your Strategy

12.3.2. Porter's Generic Strategies

12.3.3. Bowman’s Strategy Clock

12.3.4. Mintzberg's 5 Ps of Strategy

12.3.5. Blue Ocean Strategy

12.3.6. Scenario Analysis

12.3.7. Understanding Game Theory

12.3.8. The Value Disciplines Model

12.3.9. Value-Based Management

12.3.10. The Business Motivation Model

12.4. Organization Design

12.4.1. The McKinsey 7S Framework

12.4.2. Strategic Alliances

12.4.3. Diversification

12.4.4. Adizes' Corporate Lifecycle

12.5. Strategic Prioritization

12.5.1. The GE-McKinsey Matrix

12.5.2. The Boston Matrix

12.5.3. Porter's Value Chain

12.6. Executing Strategy

12.6.1. The Balanced Scorecard

12.6.2. Corporate Governance

12.7. Quality Strategy

12.7.1. Total Quality Management (TQM)

12.7.2. Six Sigma

12.7.3. Benchmarking

12.7.4. Manufacturing and Operations

12.7.4.1. JIT

12.7.4.2. Green Mgt