netrashetty
MP Guru
Organisational Structure of Kraft Foods : Kraft Foods Inc. (NYSE: KFT) is the largest confectionery, food, and beverage corporation headquartered in the United States.[4] It markets many brands in more than 155 countries. 11 of its brands annually earn more than $1 billion worldwide: Kraft, Cadbury, Oscar Mayer, Maxwell House, Nabisco, Oreo, Philadelphia Cream Cheese, Jacobs, Milka, LU, and Trident. 40 of its brands are at least 100 years old.[5]
The company is headquartered in Northfield, Illinois, a Chicago suburb.[6] Its European headquarters is in Glattpark, Opfikon, Switzerland, near Zürich;[7] the European division is run by Roger Federer's father, Robert Federer.
Kraft is an independent public company, it is listed on the New York Stock Exchange and became a component of the Dow Jones Industrial Average on September 22, 2008, replacing the American International Group
CEO
Irene Rosenfeld
Director
Lois Juliber
Director
Frank Zarb
Director
Myra Hart
Director
Fredric Reynolds
Director
Mark Ketchum
Director
Ajay Banga
Director
Jean-Francois Van Boxmeer
Director
John Pope
Director
Deborah Wright
Director
Richard Lerner
Director
Mackey McDonald
CFO
Timothy McLevish
Europe
Michael Clarke
North America
Anthony Vernon
Marketing
Mary West
Legal
MF
Human Resources
Karen May
Operations & Business Servic...
DB
Kraft International
Sanjay Khosla
Research, Development & Qual...
JS
Strategy
MO
The power of the buyers or the consumers within the industry is high especially when there is presence of competitors that brings the same products. It can only be different in price and loyalty of the consumers. Another thing that the buyers may value is the present economic stability within the country. In this case, the buyer uses his power of choice in what will be the suitable product for him and his family. Emphasizing the consumers’ satisfaction by providing excellent services can be the most applicable way to attract more or maintain the customers of the supermarket. Fortunately, within the retail markets have a disciplined approach to price setting which means that the strategy is the basis for the success of one business on the others.
Supplier Power
Suppliers are in the middle of the war of the retailers. The suppliers establish relationships in different companies with the same products. The problem arises when the supermarkets do not sell their products, consumers will shift loyalties and this entitles the suppliers to become powerful. In present, Tesco have an overwhelming advantage over the small shopkeeper—they dictate the price they pay the supplier. If the supplier does not reduce the price, they will be left with no retailers to sell to. Tesco and the other large supermarkets will have all the customers.
Organizational goals clearly influence the way an organization is designed. The high value placed on productivity and quality as well as shareholder value had a major influence on the redesign of Westinghouse as a more diversified and decentralized firm. Indeed, goals are the prime determinants of structure. If one is in the business of producing hamburgers, the goal of delivering a gourmet product at a moderate price leads to different structuring arrangements than does the goal of delivering a reliable product quickly at a low price.
Social customs at the time of an organization's birth also determine how it is structured. This has been very important in the history of business. For example, the organizational forms adopted by the first companies in the automobile industry are not the same as the structures being adopted now. Historically production was structured around the assembly line. Some workers always built chassis, which were then sent down the assembly line to other workers, who did such jobs as putting axles and engines onto those chassis. Currently, many automakers are adopting the work-group or team concept in which a group of workers is responsible for more than just one portion of the car. At the time the auto industry began, no one thought about using a group approach to building cars, given that it was not consistent with the existing values about manufacturing.
The company is headquartered in Northfield, Illinois, a Chicago suburb.[6] Its European headquarters is in Glattpark, Opfikon, Switzerland, near Zürich;[7] the European division is run by Roger Federer's father, Robert Federer.
Kraft is an independent public company, it is listed on the New York Stock Exchange and became a component of the Dow Jones Industrial Average on September 22, 2008, replacing the American International Group
CEO
Irene Rosenfeld
Director
Lois Juliber
Director
Frank Zarb
Director
Myra Hart
Director
Fredric Reynolds
Director
Mark Ketchum
Director
Ajay Banga
Director
Jean-Francois Van Boxmeer
Director
John Pope
Director
Deborah Wright
Director
Richard Lerner
Director
Mackey McDonald
CFO
Timothy McLevish
Europe
Michael Clarke
North America
Anthony Vernon
Marketing
Mary West
Legal
MF
Human Resources
Karen May
Operations & Business Servic...
DB
Kraft International
Sanjay Khosla
Research, Development & Qual...
JS
Strategy
MO
The power of the buyers or the consumers within the industry is high especially when there is presence of competitors that brings the same products. It can only be different in price and loyalty of the consumers. Another thing that the buyers may value is the present economic stability within the country. In this case, the buyer uses his power of choice in what will be the suitable product for him and his family. Emphasizing the consumers’ satisfaction by providing excellent services can be the most applicable way to attract more or maintain the customers of the supermarket. Fortunately, within the retail markets have a disciplined approach to price setting which means that the strategy is the basis for the success of one business on the others.
Supplier Power
Suppliers are in the middle of the war of the retailers. The suppliers establish relationships in different companies with the same products. The problem arises when the supermarkets do not sell their products, consumers will shift loyalties and this entitles the suppliers to become powerful. In present, Tesco have an overwhelming advantage over the small shopkeeper—they dictate the price they pay the supplier. If the supplier does not reduce the price, they will be left with no retailers to sell to. Tesco and the other large supermarkets will have all the customers.
Organizational goals clearly influence the way an organization is designed. The high value placed on productivity and quality as well as shareholder value had a major influence on the redesign of Westinghouse as a more diversified and decentralized firm. Indeed, goals are the prime determinants of structure. If one is in the business of producing hamburgers, the goal of delivering a gourmet product at a moderate price leads to different structuring arrangements than does the goal of delivering a reliable product quickly at a low price.
Social customs at the time of an organization's birth also determine how it is structured. This has been very important in the history of business. For example, the organizational forms adopted by the first companies in the automobile industry are not the same as the structures being adopted now. Historically production was structured around the assembly line. Some workers always built chassis, which were then sent down the assembly line to other workers, who did such jobs as putting axles and engines onto those chassis. Currently, many automakers are adopting the work-group or team concept in which a group of workers is responsible for more than just one portion of the car. At the time the auto industry began, no one thought about using a group approach to building cars, given that it was not consistent with the existing values about manufacturing.
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