Management Organization, DMK

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Descriptionn of the company`s management, history, SWOT, goal setting and implementation of DMK (Deutsches Milchkontor)

Transcript of Management Organization, DMK

Management Organization

April 7, 2012

Management OrganizationDeutsches Milchkontor4/7/2012 Student Marco Engler

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Management Organization

April 7, 2012

Executive SummaryThe report gives an overview about Deutsches Milchkontor; the company`s short cut history, the possibilities, the organizational circumstances, the organizational structure, the environment; in general and in Germany; and the possible options. To be more precise, in some cases there is a closer view on Sanobub, one of DMKs brands. DMK is a company which is well- known in its current operating markets, financial health and has a good image. DMK is established in the European market and has the potential to expand in a broader way. The Deutsches Milchkantor is very financially healthy and profitably operating in more than 100 countries. Furthermore, DMK is market leader within the dairy sector in Germany. The aims are to get a stable milk prices, increase the market share and expand the product ranges The market in Germany is the major source of the company`s profit and DMK get an important leading player in the European diary market. Wherefore it seems important to keep the research volume running on the same level. However, introducing a new strategy and accessing a new market are recommendable. The recommendation is to expand in the Asian markets by building up a joint venture with a company which gained already experiences in this market.

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Management Organization

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DMK Deutsches MilchkontorPrefaceThe assignment is, based on internet research and descripts published by the firm itself, about the business environment of DMK, Deutsches Milchkontor. The group received the task to write a report about an own chosen company from the food- and agriculture sector. Furthermore, a grade sheet was handed out to write an assignment which includes several aspects which have to mention within this document. To meet the guidelines and accomplish the aim of the report; the research was based to find out information about the story of DMK, its management situation, partnerships and organizational structuring of DMK, issues and the market in general respectively. In this report, the Deutsches Milchkontor is also named as DMK. The foundlings are listed in the Executive Summary on Page three. The report is structured by the guidelines of this grading form which is also included at the end of the report.

Marco Engler, Leeuwarden, 23.10.2011

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Management Organization

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Table of ContentsExecutive Summary ............................................................................................................................................................ 2 Preface............................................................................................................................................................................... 3 Table of Contents ............................................................................................................................................................... 4 1 2 Introduction .............................................................................................................................................................. 5 Analysis of current situation ...................................................................................................................................... 8 2.1 Mission... .8 2.2 Vision .......................................................................................................................................................... 8 2.3 Goals. ..................................................................................................................................................... 8 2.4 Strategic .............................................................................................................................................................. 8 3 Internal environment .............................................................................................................................................. 10 3.1 Core competence .............................................................................................................................................. 10 3.2 Synergy ............................................................................................................................................................. 10 3.3 Value creation ................................................................................................................................................... 10 3.4 Functional analysis............................................................................................................................................. 10 3.5 Corporate culture .............................................................................................................................................. 11 3.6 Organizing ......................................................................................................................................................... 11 3.7 Total Quality Management ................................................................................................................................ 11 4 External environment .............................................................................................................................................. 12 4.1 Porters five forces.............................................................................................................................................. 12 4.2 PESTEL Analysis ................................................................................................................................................. 13 4.3 SWOT Analysis................................................................................................................................................... 14 4.4 Confrontation matrix ......................................................................................................................................... 14 4.5 Conclusion SWOT .............................................................................................................................................. 15 5 Strategic gap ........................................................................................................................................................... 16 5.1 Current situation ............................................................................................................................................... 16 5.2 Desired situation ............................................................................................................................................... 16 5.3 Gap ................................................................................................................................................................... 17 5.4 Limiting conditions ............................................................................................................................................ 17 5.5 New goals of the desired situation: .................................................................................................................... 17 6 7 8 9 10 Strategic choice....................................................................................................................................................... 18 Implementation ...................................................................................................................................................... 20 Conclusion and Recommendation............................................................................................................................ 21 References .............................................................................................................................................................. 22 Exhibits .................................................................................................................................................................. 23

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1 IntroductionThe introduction gives a clear overview about the company, the size, the image and the most important facts like the current situations evaluate thoroughly the external and internal environment. Afterwards, the Strategic gap shows the difference between the current and the desired situation; measured by the founding of part two. The results of the strategic gap lead to the strategic choice to show the possibilities and ways to reach the desired situation. The implementation gives an overview about the important steps how to implement and achieve the desired situation. At the end, there can be find a conclusion and recommendation of the report. DMK is a German diary which was founded in April 2011; the both cooperative organized companies from the northern of Germany, Humania Milchindustrie GmbH and Nordmilch GmbH merged to DMK, to become the market leader in the German diary industry. The DMK employs 5,500 employees in 25 sites with the head office in Everswinkel, Germany. (DMK, 2011) Nowadays, through the merger; the DMK constitutes of three cooperatives and a lot of subcontractors. In 2010, the net profit exceeded I 4 billion what leads DMK a market leader in Germany and a leading player in Europe either. (DMK, 2011), DMKs legal form is a GmbH and registered in Bremen, Germany. The concern is centralized but there are several sites and cooperatives. The organizational structure of Deutsches Milchkontor can be seen in the picture below.

Exhibit 1.1 Organizational structure, Deutsches Milchontor

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Management Organization

April 7, 2012