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Strategic Management
11/1/2012 SZABIST Assignment # 03
After World War II, the company also began contracting with local farmers to raise its birds and supplying chickens for processing as well as opening a second hatchery in North Carolina during this period. Perdue entered the grain and oilseed business by building grain receiving and storage facilities and Maryland's first soybean processing plant. In 1968 the company began operating its first poultry processing plant in Salisbury. This move had two effects; it gave Perdue Farms full vertical integration and quality control over every step from egg and feed to market as well as increasing profits which were being squeezed by processors. This move enabled the company to differentiate its product, rather than selling a commodity. In 1991, Frank's son Jim Perdue was named Chairman, becoming the third generation of leaders from the Perdue family. Beginning its ninth decade of growth, Perdue is still family owned and operated. Privately held and family-run for three generations, the company employs more than 22,000 associates and partners w ith more than 2,400 independent farm families all who share in the commitment to quality that has guided the company since its founding in 1920.
At Perdue Farms incorporated success both domestically and internationally is a result of the right mix of tradition and innovation, with the right team of people. The mission of Perdue farm is to enhance the quality of life with great food and agricultural products. By staying true values of Quality, Integrity, Trust, and Teamwork, they are confident that their customers around the globe receive the highest quality products and services. Also, their mission is to create value of their products and services that will establish Perdue as the preferred global food supplier. Focusing on generating innovative, value-added products and providing services that exceed customers' expectations is the driving force behind their growth. In turn, Perdue's associates, customers, suppliers, and partners have become one team, supplying world markets with valueadded and commodity products.
Therefore, this case study provides us a lesson that Mr. Arthur Perdue started this small business, but due to his commitment and hard work, he was able make this business successful. Also this case tells us that when new blood entered into business, he tried to bring innovation in the business. This provided the business a new direction. Commitment of three generations has made a small business into a billion dollar industry. Therefo re, the owner of Perdue farms, believe that they want become so easy to do business with their customers, so that they wont have any reason to do business with anyone else.
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http://en.wikipedia.org/wiki/Perdue_Farms
2. What resources and capabilities should Perdue develop to pursue these strategies? In order to pursue the strategies, Perdue farms should have following resources and capabilities In order develop international management teams it should efficient and effective human resource so that culture would be developed in the company that would help lead towards production of high quality products and services. This would also ensure that sa me standards and procedures are followed all around the world.
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In order to have strategic alliance with its partners, the information technology must well equip. Therefore, Perdues information system must be harnessed to create a flawless distribution network in combination with a centralized distribution center that will ensure the timeliness of deliveries and enable the tracking of orders while building relationships with partners. Therefore these are strategies, resources and capabilities which would require by Perdue farms to grow further.