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Kiwi Ultra Fruit Juice Strategy Analysis

Prabhjot Singh Cheema


(a): Strategic planning: It deals with the big image of the organisation. It is regarded as an organisational activity which is utilized to create predominance along with concentrate on energy and resources and strengthening operations. In addition, it ensures that whether the employees and stakeholders are working together for a typical goal with the establishment of agreements which plan to show final results/results. The most important thing for this plan could it be is not really a monument, but at end it is way for a firm to accomplish its purpose. The main purpose of this course of action is setting overall or long-term goals for business and achieves those goals. Such a long-term plan checks 4 or 5 years into the future. It also involves stepping back again out of every day procedures and review where business is headed and what its next priorities should. It includes business, its perspective, firm's id and the path in which firm is proceeding.

(b): Operational planning: the functional planning refers to the steps which should be considered and followed to carry out the organisations goals. Moreover, it is the planning in which proper goals are shattered into small activities and goals which are organized to attain out to vision and goals. This course of action is to represents high fine detail information to direct people in carrying out everyday tasks. This course of action provides who, when, what and how much must complete the task. That mean, the strategies which should be considered with the folks who'll be responsible for specific tasks and timelines when the tasks should be completed with the money available for those strategies. The main purpose of this course of action is to provide firm with a definite image of their tasks and duties with discussing common goals and goals contained in strategic plan.


(a): considering myself as the CEO of kiwi ultra juice I would make a total strategic plan by placing goals & visions.

Three proper goals in my proper plan will be:

  1. Making a vision to expand the business enterprise into other areas of NZ so that company can earn much more in slow overall economy as well.
  2. Another mission is to favourably price the merchandise by reviewing start of other challengers.
  3. The last goal of the business will be to move the brand into various other overseas lands with a complete proper plan.

(b): In order to broaden the business the business need to take actions including the very first action will be to clearly define the market. This appears to be a simple step. Kiwi super juice need to consider the demographics and locations and interest or needs of customers of that specific location. In this manner the company can bring out products which are more preferred by specific located people. Moreover, company can perform market analysis. It'll involve more general market trends focusing on customers.

Secondly, to be able to develop the business internationally, the business should increase their sales in the prevailing marketplaces as well as they should develop more products than only orange drink. This will bring their company to next level. They ought to kick off products which completely identify them using their competitors and create a new image.


(A): control process: It really is a continuous process. The four steps involved in control process are: 1. Establishing of control requirements: every company plan their activities beforehand. On the basis of these plans, goals and objectives are fixed for each and every office and branch.

2. Measurement of performance (Actual): this is actually the second part of controlling process. Its actual performance is measured against the standard sets. This task will let the management know if they are working based on the programs or not.

3. Compare assessed performance against established specifications: this part of the control process is to make comparisons of actual performance with the expectations sets. The main purpose of this task is to (a) find out the deviations in the case if (b) and know the reasons for such deviations.

4. Take corrective actions: last & most important part of this technique is taking corrective actions. Efforts are needed to be made if performance has gone out or significantly less than the standards

(B) Types of control:

  • Feed Forth: in this type of control, deviations are predicted and measured and activities are taken before the incident of such problems. If such mistakes are not assessed then the systems won't get outcome as the company has desired.
  • Concurrent: this type of control occurs whilst activity is in progress. This process will involve regulation of activities that are being completed ensuring that they comply with the requirements of the organisation. It is designed to ensure that staff working activities are providing the right outputs and results.
  • Feedback control: this types of control focuses mainly on the end result of the company after the completion of whole change. Additionally it is called as productivity control or post action. It is also important to note that this step is mostly preferred when other two seems to be more costly or not possible.

(c) Two examples of feed ahead control that kiwi super juice might use to ensure that its products are of highest quality:

1. In case there is kiwi ultra juice organisation must have checked the prices before charging high grade charges and also produce more types of juice in the market.

2. The company should also have inspected the image of its competitors and then they took such actions through which they can present their company and products in a better way ensuring the grade of the brand.

(d) Using concurrent control to achieve its objective: concurrent control is an ongoing process step in which actions can be studied when the process is working. In case of kiwi ultra drink, company must have changed its prime prices when they appreciate the charges are high as comparative to other brands. And this will help them to increase their sales and achieve companies' goals.

While, in case there is feedback control, the company may use the advices of marketing experts experts and can plan to extend the brand in other international lands and can earn good revenue. However in this case company need to make good plans and kick off product in a far more profitable way.


Mr. Harnett, chief executive of Tucker Company described plank of directors regarding his reorganisation of company. The company is split into three divisions as: commercial, military services jet machines & energy turbines (laboratory operating) with a VP for each and every division and individual manager. Each division has their own departments.

Ques 5: Mr. Hodge, Head of the laboratory operation and Mr. Franklin, departmental administrator of Engineering department, Utility Turbine division had issues over the work of tests which were to be carried out for anatomist dept. of energy divisions. The primary issue was the involvement of Mr. Hodge in the tests and its own design and collection of materials and evaluation process of the experiments. He sensed that lab should be involved in all office tests and divisions as well. On the other side, Mr. Franklin didn't liked the thought of Mr. Hodge and did not want laboratory to get involved in all such situations. Hence there is a clear conflict between both team professionals and over their jobs. Moreover, there is also interpersonal kind of conflict.

Some of the discord between both the managers is also due to the organisational framework in previous and also due to the personalities of both mind of the department. Looking on to the organisation, the explanation for the rising of the conflicts is extension of facilities of departments to all or any other departments and divisions. Illustrating this, the laboratory was under Armed service jet engine division and they have to provide facilities to all or any departments. The lab has more work at military so that it should not willing more towards other experiments and tests from other divisions. Hence, the task fill gets high and then conflicts start between interdepartmental and interdivisions. Because laboratory manager has to report to armed forces jet engines vice president, it was not separate on its own.

Ques6 : New organisational structure for TUCKER'S COMPANY:

Such a design means that department which gives help to other departments of most divisions wouldn't normally only limit to solitary division. So, the normal department will be able to provide and lengthen their services to all other divisions and departments. The lab will be directly under the control of president and can be called as shared services division division. This is termed as matrix structure of company.

The benefit of such a chart would be that new shared department would be accessible to all or any departments for all their tasks and can be performed with no bias.

The downside of such a section will be that new division created will be autonomous and even if it had manager like Mr. Hodge who always think of its rather than company will action in irresponsible manner.

Ques7: Centralization versus Decentralization:

  • Centralisation refers to the procedure where activities of an organisation are typically controlled by the top professionals. Here, top managers make key decisions with little or no input. They make planning on the basis of decision making and becoming more concentrated within a specific group or location. The surroundings is more secure as well decisions are significant.

Whereas, Decentralisation refers to the process where decisions are typically created by or delegated to the low degrees of the firm. Professionals are mostly near the action so more of the duty is sent towards to them. Companies generally decentralise for managers to obtain additional of the work done. It helps to stimulate them more as well as really helps to develop lower level personnel.

  • Mechanistic vs. Organic and natural :

Mechanistic identifies clear string of control an is more formal. This structure runs such as a machine and people and functions respond more in a predictable way. This structure mostly works well when the surroundings is certain and even there is little change. People are more willing to follow and corporate and business and the task is repeating. Production is more.

On the other hands Organic structure refers to flat structure. On this the organization uses cross-hierarchical and cross-functional teams. The business has low formalisation and has a thorough information network. The business works such as a creature. Communication is more horizontal.



Ans: The tuckers company should become more centralised and mechanistic. The authority of decision making should be handed to the president of the company because the majority of the managers working in the firm are inclined towards their personal position rather than the company's status. So organisation top level make the decisions and work is carried by lower employees in a more orderly manner.

Another reason behind the business to become more centralised is the environment is more certain and steady. Mangers like Mr. Hodge and Mr. Franklin got created more issues because the decision is at their hands. Such an environment influenced the output of the laboratory results. Inside a centralised and mechanistic framework, organisation runs such as a machine. Decisions will be more significant. All professionals have their clear jobs and functions and divisions which will not make dilemma or increase a conflict.


Ans: The type of span that might be well suited for the tucker company is extensive span of control. The reason behind the wide period of control will there be will be fewer professionals in the company. More the managers, more is the turmoil as it can be clearly seen in the tuckers company.

Another reason behind this is with a couple of professionals, the employees will be on same level plus they can work with one another. All of the employees will be delegated clear responsibilities and tasks.

Such kind of supervision and control can create more positive friendly environment among all customers. So in such a case conflicts would be less among managers and output could be more.


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5-Step Primer to Getting into New Marketplaces. (2017). Inc. com. Retrieved 18 January 2017, from http://www. inc. com/karl-and-bill/5-step-primer-to-entering-new-markets. html

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