巴西JBS公司擴展國際業(yè)務(wù)報告

ExecutiveSummaryJBSisoneofthemostessentialcompanyinBrazil.DeterminethebigchallenageforJBSandsomerelatedissuesintheinternationalbusinessenvironment.Findinginformationandtheoriesthroughacademicjournalarticles,newsandbooksforcomprehensiveresearchandanalysis.Afterdefiningbigchallengeandkeyissues,givethealternativeactionsandevaluatingtheseactions.Intheend,givetherecommodationsforJBScompanyininternationalbusinessoperating.TableofContentsExecutiveSummary 1TableofContents 2Introduction 3Contemporarychallengeandrelatedkeyissues 4Challenge 4Threerelatedissues 4Alternativeactions 7Evaluation 8Recommendation 11References 12

IntroductionJBSS.A.Companyfoundin1953whichisthebiggestmultinationalfoodprocessingcompanyinBrazil.JBS’soperationscoveredBrazil,UnitedStates,ArgentinaandAustralia,andserving110countriesinworldwide(MartinM&FrenchJJ,2011,pp19-35).ThisreportwillpresenttheJBScontemporarychallengeandrelatedissues,thebiggestchallengeforJBSisprovidingsafetyproductsforcustomers,andtherelatedissuesincludeexpandJBSbusinessesforcompetingwiththeotherinternationalpowerfulfoodandfoodprocessingcompanies,theinternationalmanagementofworkingcapital&productmanagementandtheissueswhenthetargetexportingcountrychangethefoodimportregulationsandstandards.Afterdefiningissuesandproblems,offeringmanydifferentalternativeoptionstoresovletheseproblems.Evaluatingtheseoptionsandanalysingtheseoptionsforeachissue.FinallyitwillpresenttherecommendationsforJBSCompany.ContemporarychallengeandrelatedkeyissuesChallengeMeatproductsareverysensitiveforpeople’sdailylife,TheWHO(WorldHealthOrganization)announcedthatunsafefoodmakes2billionpeopleill,aboutonethirdoftheworldpopulationeveryyear(GuptaI&GuinP,2010,pp199-205).InJanuary2013,theBritishgovernmentfindingoutsomebeefmixedwithhorsemeat.TheBritishgovernmentstartedinvestigatingthisscandal.Thoughthemeattesting,somehorsemeathasingredientofpainreceivers,expertspointedoutthatthehorsemeatmayhaveenteredintofoodchain.AlthoughthebeefproductswhichhavesafeproblemsmadebyJBSco-packerH.J.SchypkeCompany,JBSCompanystillinvolvedinthisscandal(Lucasetal,2013).Thisoutbreakisnotoveryet,howeverJBSshouldwillfacetothebiggestchallengefortheirproducts.AsthebiggestfoodprocessingcompanyinBrazil,JBSshouldpaymoreattentionontheirproducts.AsthebiggestfoodprocessingcompanyinBrazil,JBSshouldpaymoreattentionontheirproducts.Recently,thebiggestquestionforJBSisproductssafety.ThreerelatedissuesExpandingJBSbusinessesandstartingrelatednewbusinessisthefirstissue.Therearemoreandmoreinternationalcompaniestrytogetmoreprocessingfoodmarket,someofthemuseverticalintegrationstrategytoexpandtheirbusinessesformoreprofitlikeVionCompanyand.Verticalintegrationstrategyrefertotheenterpriseunitetheproduction,rawmaterialsupplyandproductsales.Thisstrategyiscostly,howeveritwillbringmoreprofitsandmoreflexibleoperationsystemforcompany(Guan&Rehme,2012,pp187-201).Ontheotherhand,theJBSmainbusinessarebeef,chickenandpork,from2000to2009,theexportsofchickenmeathasamoreandmoreslowlyincreasinginworldwide,thebeefandporkexportshavereachedsaturationpoint.IfJBSstilfocusonthesebusinesses,itmayleadstolossesinthefuture.Asasensitiveindustryinpolitics,whentwocountrieshaveconflictsbetweeneachother,thefruit&vergetableandmeatofteninfluencedbygovernmentapproachs.ThereforetheinternationalworkingcaptialmanagementandproductsmanagementareessentialissuesforJBS.Internationalworkingcapitalmanagementreferstotheenterprisethemanagementofworkingcapital,themanagementofworkingcapitalinvolvesdifferentcountriesanddifferentcurrency.Internationalbusinessandoperationalactivitiesdeterminestheinternationalenterpriseoperatingfundsindifferentwaysfromthedomesticenterprises(Leavell,2006,pp233-239).JBSisaninternationalcompany,ittrytoexpanditsmeatfactorytosomeothercountries,howeverdifferentcountrieshavedifferentrequirementsandregulationsforfood,futhermoretheserequirementsandregulationsmaychangingatanytime,thesechangeswillbringnegativeimpactsforJBSexports.Forexample,theRussiagovernmentannouncedimportbarrierstoU.S.meatbecauseoftheUSmeathasexceedingRussianlimitsractopamine,theJBSamericanfactorysalesandexportingencumberedbyRussiagovernment’srequirementsofractopamine(2011).AlternativeactionsForthebigchallenge,avoidingprovideunsafeproductsfortheircustomers.Firstly,carryingoutmorestricttestsonthefoodisaveryessentialcomponent.Secondary,JBSmayputmoremoneyonincreasingtheproductsqualityandtechnologysupport.Productmanagementsystemshouldupdatefollowingtheinternationalbusinesschanging.TherearethreerelatedissuesexistinginJBSCompany,forthemoreandmorecompetitivemeatproductmarket,JBSshouldincreasebrandinfluenceandpopularity.Futhermore,expandingtheirbusinesseslikeaquaticandseafoodproducts.Itcouldleadtoincreasingofcustomers’loyaltyanddiversity.Providingproductstomorecountriesandregionsreachingregionalexpansion.Forthesecondissue,asasensitiveindustryininternationalbusiness,politicalproblemswillbringnegativeinfluencesonJBS,makingbetterrelationshipwithdifferentgovernmentsisnecessary,attractlocalgovernmentattemptinJBSbusinesseswillhelpJBSgetamoreconvienentwaytooperatingatlocalmarkets.Forthethirdissue,withunpredictablechangingofdifferentgovernments’regulationsandrequirementsforthemeatproducts,JBSshouldprovidingthehigherrequiredqualities’productsthanworldmiddlelevelqualtiyproducts.Makingbetterrelationshipwiththelocalgovernmentandotherstakeholderswillbeuseful.Evaluation1,CarryingoutmorestricttestsforJBSproducts.ThesetestsarenotonlyimplementonJBSownerproducts,butalsoimplementontherelatedco-packerswhichworkforJBSCompany.AvoidingthescandalbringnegativeinfluencestoJBS.Itinvolvedproductmanagementandfoodsafetymanagementsystemtheoies.Goodproductmanagementrefertoexcellentinternationalproductdevelopingandresearchingbaseonthedifferentregions’peopleneeds,followlocallawsandregulations,managementofemployees,manufactureprocessing,andproductmanufacturingenvironment(Cai,2013,pp752).Ontheotherhand,betterfoodsafetymanagementsystemisusefulforJBS,theISO22000isahighlevelandauthoritativefoodsafetymanagementsystem.itisaninternationalfoodsafetystandard.ISO22000hasacomplexandstricttestingprocessguaranteethehighstandardfoodsafety.ItraisedbyCAC(CodexAlimentariusCommission)in2005(Li-yan,Yan&Dian,2010,pp34-38).ImplementingISO22000willhelpJBSpromotingthefoodsafetyandavoidingthescandalhappenasfaraspossible.2,TakingmorecareoffoodqualityandpaymoreattentionontechnologysupportwillsavingcostsofmanufacturinglikemoreefficientraisingchickenmethodsandincreasingtheJBSbrandpopularityandbrandloyalty.Brandloyaltymeansthatconsumersmakepurchasedecisionhavebiasfordifferentbrands.Itdependsontheproductquality,reputation,brandassociation,communication,theconsumersexperiencesofusingfavourbrands(Allender&Richards,2012,pp323-342).BoostbrandloyaltycanhelpJBSpromotingenterprise'sdevelopmentandexpandthemarketshare.3,Promotingproductsdiversity,JBScanpromotenewrelatedindustrydevelopmentlikeproteinfood,seafoodandaquaticproducts.Itcansolvemeatindustrydevelopingslowproblemandavoidingbankruptcywhenmeatindustrysuffersetbacks.JBSregionalexpansioncanusemarketdevelopmentstrategy,itisastrategypromotingexistingproductstonewmarkets.Marketdevelopmentincludesregionaldevelopment,thedomesticmarketandinternationalmarketdevelopmentetc(Liu&Chen,2010,pp227-236).CarryingoutmarketdevelopmentstrategycanexpandingJBSbusinessestoentermoreandmoremarkets,improvingJBScapacity,marketshareandcompetitiveness.4,MakingbetterrelationshipwithgovernmentswillbeaveryimportantthingforJBS.Asanexportingcompany,thetargetmarketgovernmentcandeterminethemarketfuturechangeandtrends.JBScandomorecommunicationwithgovernmentandrelatedpublicoffical,supportlocalgovernmentactivities,helpgovernmentsolveproblemaggressivelyundercapacityexiststoperformwork,organisingrelevantmeetingsorpartiesandinivitegovernmentofficiallikecharityevent,furthermoreJBScanarranagespecialemployeecommunicatewithgovernment.ItcanbringmoreinformationandcomingpoliciesforJBS.TheseactivitieswillleadstoJBSdecidefuturemovementsinlocalmarkets,moreover,JBScouldaviodingthenegetivepolicieschangeandpoliticalproblems.Recommendation1,AsatopinternationalfoodprocessingcompanyinBrazilwhichfocusonmeatproductsbusiness,themostimportantthingisfoodsafety,acompleteandcomprehensivefoodsafesystemisnecessary.ISO22000orothersimilarstrictinternationalfoodsafetysystemcanhelpJBSprovidemorehealthyandsafefoodforcustomers.Thefoodsystemshoulduseintootherbusinessrelatedorco-packerofJBS,reducingtheirproductsfoodpotentialsafetyhazard.2,JBSshouldpaymoreattentiononproducttechnologydevelopment,itnotonlycanpromotethefoodsafetyandquality,butalsocansavecostsofprocessingfood.3,Competingwithothers,themarketexpandingandproductdiversityareappriciatedactivities.InternationalmarketdevelopmentstrategycanhelpJBSprogrammingfuturepromotingcompanycapabilty.4,Makinggoodrelationshipwithdifferentcountries’governmentisanessentialactivityforgettingmorefutureinformationofmarketchangesandavoidingunpredictablechangeshappen.Futhermore,itcanpromotingJBSbrandinfluencesandfamesinlocalmarket.ReferencesAllender,W.J.&Richards,T.J.2012,"BrandLoyaltyandPricePromotionStrategies:AnEmpiricalAnalysis",JournalofRetailing,vol.88,no.3,pp.323-342.Cai,X.,Chen,J.,Xiao,Y.,Xu,X.&Yu,G.2013,"Fresh-productsupplychainmanagementwithlogisticsoutsourcing",Omega,vol.41,no.4,pp.752.EUurgedtostopbeefimportsfromSouthAmericafollowingRussiaban2011,,Cork,Ireland,Cork.Guan,W.&Rehme,J.2012,"Verticalintegrationinsupplychains:drivingforcesandconsequencesforamanufacturer'sdownstreamintegration",SupplyChainManagement,vol.17,no.2,pp.187-201.Gupta,I.&Guin,P.2010,"CommunicablediseasesintheSouth-EastAsiaRegionoftheWorldHealthOrganization:towardsamoreeffectiveresponse",WorldHealthOrganization.BulletinoftheWorldHealthOrganization,vol.88,no.3,pp.199-205.Leavell,H.2006,"InternationalWorkingCapitalManagement",TheBusinessReview,Cambridge,vol.5,no.1,pp.233-239.Liu,T.&Chen,Y.2010,"ResearchandDevelopmentInvestmentStrategyandMarketPerformance",SocialBehaviorandPersonality,vol.38,no.2,pp.227-236.Li-yan,Y.,Yan,R.&Dian-hua,W.2010,"FoodSafetyRegulatorySystemofDevelopedCountriesandtheImplicationforChina1",ManagementScienceandEngineering,vol.4,no.1,pp.34-38.Lucas,LFelstedA,Peel,Q&Pickard,J2013,“HorsemeatscandaldrawsinNestlé”,FinancialTimes,FinancialTimeswebsitenewsrelatedtoJBS,Accessed22/02/2013,/intl/cms/s/0/43496dda-79fa-11e2-b377-00144feabdc0.html#axzz2NKqPZnr3Martin,M.&French,J.J.2011,"AnEthicalandEmploymentQuagmire:theCaseofJbs",ReviewofBusiness&FinanceCaseStudies,vol.2,no.1,pp.19-35.

寶貝計劃專賣店創(chuàng)業(yè)計劃書企業(yè)名稱：__寶貝計劃嬰兒用品專賣店創(chuàng)業(yè)者姓名：_________________________________________日期：__________________________________________通信地址：_________________________________________郵政編碼：__________________________________________電話：____________________________________________傳真：__________________________________________電子郵件：__________________________________________目錄一、項目介紹------------------------------------3二、市場分析------------------------------------3三、成本預(yù)算------------------------------------3四、盈利狀況------------------------------------4五、市場風(fēng)險預(yù)測----------------------------------4六、人員機構(gòu)配置----------------------------------5七、市場營銷策略----------------------------------5寶貝計劃嬰兒用品專賣店計劃書項目介紹：項目名稱：寶貝計劃嬰兒用品專賣店經(jīng)營范圍：以出租和出售嬰幼兒童車、童床、兒童玩具、嬰兒日常用品和孕前孕后的孕婦培訓(xùn)為主，兼做嬰兒游泳館和家政服務(wù)信息等。項目投資：10—14萬元回收成本期限：15個月（預(yù)計）樣板店地址：桂林市興安縣（具體地址待定）項目概況：先組建寶貝計劃嬰兒用品總店，在此基礎(chǔ)上，創(chuàng)辦一個以片為依托的嬰兒用品連鎖店。企業(yè)宗旨：一切為了寶貝計劃。二、市場分析：(一)市場需求分析：1、玩具是孩子的天使，孩子是父母的心肝寶貝。父母對自己孩子的投入是心甘情愿的，但由于各種原因，又不能完全滿足孩子對玩具的占有欲望。同時，由于孩子的天性，對玩具喜新厭舊，一個幾百元的玩具玩幾天就不感興趣了。而市場上層出不窮的高價玩具，都是孩子永不滿足的需求，這樣促使了兒童玩具出租行業(yè)的萌芽和發(fā)展。比如嬰幼兒大都需要童車，低檔童車價格大約在60—100元，中檔童車價格大約在150～300元之間，高檔一點的在500元以上，而一部質(zhì)量較好的童車起碼可以用三五年，家庭購買的童車平均使用期為一年左右，不買童車不行，買吧，用完后又很難處理，而且又浪費，所以本店的特色是——既可以出租而可以出售的方法。相似的用品不僅僅局限于童車童床，還有學(xué)步車等等。如果開一間嬰幼兒童童車童床出租出售店，可以給消費一般的家庭帶來實惠，生意肯定興隆。2、孕前孕后培訓(xùn)也是一個新興的行業(yè)，據(jù)市場調(diào)查，在此之前沒有任何商家以店的形式對準(zhǔn)爸爸和準(zhǔn)媽媽進行。因為現(xiàn)在的準(zhǔn)媽媽準(zhǔn)爸爸無法科學(xué)的照顧自己的孩子和孕婦，通過培訓(xùn)后，使其能夠正確的操作。(二)目標(biāo)群體分析：兒童車、童床、嬰兒日常用品0～2歲的嬰兒。由于出售的兒童車、童床、嬰兒日常用品品種繁多，檔次繁多，適合于各種不同層次的家庭孩子。選擇在縣級以上城市開店，可以說明該城市的人均家庭狀況一般在小康水平或小康水平以上，對出租玩具的承受能力均沒有任何問題。孕婦的孕前孕后培訓(xùn)主要是針對現(xiàn)在準(zhǔn)媽媽準(zhǔn)爸爸開設(shè)的課程，主要是產(chǎn)前的身體鍛煉，飲食合理搭配及科學(xué)的鍛煉；產(chǎn)后的小孩護理及營養(yǎng)搭配，常見的小孩注意事項等方面知識，讓準(zhǔn)媽媽準(zhǔn)爸爸們科學(xué)的呵護自己的小孩。(三)競爭對手的分析：目前興安縣出售出租嬰幼兒童車、童床、兒童玩具、嬰兒日常用品為一體的公司或店鋪寥寥無幾，現(xiàn)在的店一本是單一性的，不是集中為一體的，而且這樣做也是一個新興的行業(yè)，我們應(yīng)該有一種先人為主的優(yōu)勢，特別由總店然后發(fā)展成一片區(qū)為分店的一家連鎖店。三、成本預(yù)算(一)樣板店的成本預(yù)算15000元樣板店啟動資金大約在7萬元左右，具體安排：(1)辦理工商、稅務(wù)登記等費用：200元(2)店鋪租金及押金：9000元(3)裝修：20000元(4)工資(1個月)：8000元(5)購買產(chǎn)品及維修保養(yǎng)費用：50000元(6)咨詢顧問及資料費：5000元(7)公司其他開支：10000元(水費、電費、管理費、衛(wèi)生費及流動資金得等)總計：12000元左右（估計）注：總預(yù)算里面還包括員工的首期上崗培訓(xùn)費用。四、盈利狀況(一)、連鎖總店業(yè)務(wù)收入來源：A、出售嬰幼兒童車、童床、兒童玩具、嬰兒日常用品?，F(xiàn)在很大部分的家庭里面只有一個小孩，不管是男孩還是女孩，都是家長們的掌上明珠，家長們都舍得為自己的子女花錢，針對這一現(xiàn)象，本店采取了出售其嬰幼兒童車、童床、兒童玩具、嬰兒日常用品，來滿足每一個小孩家庭的需求，相對這樣出租嬰幼兒童車、童床、兒童玩具來說，這樣顯得奢侈，但是很多家長為了孩子，還是舍得花錢。B、出租嬰幼兒童車、童床?，F(xiàn)在很多家庭出生的小孩只有一個，如果購買一個童車或者童床勢必會造成浪費，本店將為準(zhǔn)媽媽們準(zhǔn)備了童車童床的出租，這樣相對來說，就要節(jié)省一點開支，這也是資源的合理利用。C、孕前孕后的孕婦培訓(xùn)。現(xiàn)在的準(zhǔn)媽媽準(zhǔn)爸爸對孕前的營養(yǎng)飲食搭配、孕前的護理和孕后的營養(yǎng)飲食搭配、小孩的照顧等各方面的培訓(xùn)，培訓(xùn)費是按每節(jié)課多少錢來計算，顧客如果使用會員卡，可享受月底結(jié)算和打折優(yōu)惠的特權(quán)。D、嬰兒游泳館。嬰兒游泳是國內(nèi)興起的一個行業(yè)，在國外非常常見。因為嬰兒在游泳時，可以對其全身的肌肉關(guān)節(jié)韌帶均得到運動，心理放松，神情喜悅，運動所帶來的外周刺激反饋至大腦皮層，對腦神經(jīng)的發(fā)育有著良好的作用。E、家政服務(wù)信息。本店與當(dāng)?shù)氐募艺畔⒐具M行合作，為各位需要家政服務(wù)的家庭提供家政信息服務(wù)，盈利在于與家政公司合作的提成。（二）、連鎖店業(yè)務(wù)收入的次要來源：A、本里本店的會員卡是本店次要收入來源，會員卡有效期為1年，然后經(jīng)過續(xù)費后，方可繼續(xù)使用，會員卡辦理卡費是20元，續(xù)費費是10元，本卡將采取實行實名制，實行一卡專用。B、賠償金收入(因顧客歸還玩具時，有些玩具可能會由于關(guān)鍵部位的斷裂，重要配件的丟失損壞等原因，按照我們的賠償比例表，按比例賠償)。五、市場風(fēng)險預(yù)測：(一)競爭者的出現(xiàn)，是本店主要的市場風(fēng)險