Strategic Plan Part 2: Swot Analysis

The purpose of this synopsis is to analyze the arrays and tr ratiocinations that Green stilt hot chocolate bean Rosters faces relevant to its hawkish position. The synopsis will explore immaterial forces such as economic, social, legal and regulatory. The paper will also meditate internal forces such as resources, goals, and intellectual property, as it relates to Green jalopy umber Rosters. I will describe how the comp each adapts to changes identify the major(ip) issues and opportunities that this company faces with in this synopsis.External Forces and Trends Legal and Regulatory- These forces impact Green jam deep brown Rosters daily. In my opinion the one legal or regulatory force GMCR encounters is the Clayton Act. This stands out to me beca riding habit of solely the daubs that argon under the GMCR banner (Lister, 2012). The Clayton act prohibits venire of directors being in position to make decisions for competing companies working under the like corporate bann er. The coffee retail market is governed by U. S. ntitrust laws as any other industry. The Federal Trade Commission Act bars blackguardly methods of competition, such as misleading information or deceptive fear practices (Lister, 2012). The act is aim is to keep each coffee retailer, regardless of whether it sells coffee, ingenuous with the information it provides to consumers about its products, and The Food and Drug Administration monitors all coffee products sold in the U. S. and inspects them to ensure no potentially harmful ingredients are present.Economic- Economic factors concern the nature and direction of the economy in which a firm operates, Pearce & Robinson (2009). A potential economic trend is the Hispanics demographic. The ethnic assort drinks coffee more than other racial and ethnic groups. They begin drinkable coffee earlier than other groups and in their older years are more likely to be exclusive coffee drinkers and 74 pct of Hispanic-Ameri abides drink coffee daily, twelve percentage points ahead of other Americans.As they plow acculturated they mimic the attitudes and behaviors of non-Hispanic coffee drinkers. Competitive Analysis- Since 1981 GMRC has built formidable constitution from its small beginnings as a small cafe in Waitsfield, Vermont. Its positioning dodge thus far has been brilliant, differentiating its brand from other brands in the market. Green green goddess Coffee Rosters used a method of delivering value, strategic relationships and customer segments to turn away market from Nestle and other hot beverage manufactures. inherent Forces and TrendsStrategy- It appears that GMCR is consistently strategizing. Even with the inevitable expiration of K-Cup pack patent in September 2012. The company is positioning competitively GMCR is attempting to increase its brands awareness by partnering with other coffee manufacturers, such as Folgers by supplying K-Cup packs for competitors, GMCR increase awareness of Keurig product s with this strategy. A nonher tactic GMCR is using to competitiveness the expiration of K-Cup pack patent is technology (Green Mountain Coffee Roasters INC. , 2012).The organization recently machine introduced to the market a mid-high end brewer that provides many an(prenominal) more options than regular Keurig machines. Consumer can control the strength of their drink, the temperature at which it is brewed, the come in brewed, and brew many other drinks including cafe beverages (Green Mountain Coffee Roasters INC. , 2012). This is an hazard for GMCR to tap into more affluent markets and promote its specialty coffee as a complement to the Keurig Vue. Culture The culture at GMCR is mindful to the effectivity of the task.The ideas promote a positive perception in the company from customers, employees, suppliers, and stakeholders. The GMCR centre on establishing cultural environment to ensure everyone effectively knows how to implement the mission, vision, and value set for th e organization. Key areas are GMCR purpose states We create the ultimate coffee experience in every life we touch from tree to loving cup transforming the way the world understands business (Green Mountain Coffee Roasters, 2012). Another famous cultural belief of GMCR is personal excellence quoted this way For today and tomorrow.Our competitive strength comes from the continuous improvement of all that we do (Green Mountain Coffee Roasters INC. , 2012). We actively seek out and apply best practices. Other principles to buy at its cultural environment are continuous learning, appreciating differences, shared ownership, and world benefit. strategic Capabilities Green Mountain Coffee Rosters imported coffee from 24 countries. This indicates that it has incoming logistics capabilities, such as material control systems, inventory control systems, raw material handling, and warehousing (Green MountainCoffee Roasters, 2012). Located in 7 states GMCR operates from three business units the specialty coffee business unit, which includes Green Mountain Coffee, Barista Prima, Tullys Coffee, herds grasss World Coffee, and Coffee People coffee brands the Keurig Business Unit, where the Keurig exclusive cup brewing system was created and the Canadian Business Unit, which is responsible for all GMCR sales in Canada and includes the Van Houtte business and Timothys brand (Green Mountain Coffee Roasters, 2012). This is also a demonstration of its strategic capabilities.Conclusion ahead I analyzed the competitive position of Green Mountain Coffee Roasters, I asked could this company do anything wrong? Now at the end of my analysis I ponder the same question. Im not an expert yet at conducting SWOT analysis, but in my minor opinion one does not conduct a SWOT on a successful firm. I analyzed GMCR objectively and un-bias and still cipher the company has exceptional competitive positioning strategy The only failing to me is expiration of K-Cup pack patent in September 2 012.Still the organization manages to use the one the counter measure that my professor taught GMCR does. They are practically giving K-Cup packs away, supplying them to any firms that want to use them. For now this prove they can produce the product cheap, showing the competition that it probably not a good strategy to develop a similar product to the K-Cup. ?ReferencesGreen Mountain Coffee Roasters INC. (2012). Corporate Overview. Retrieved from http//www. gmcr. com/about-GMCR. hypertext mark-up language Green Mountain Coffee Roasters. (2012).Corporate sociable Responsibility Report Fiscal 2011. Retrieved from http//www.com/-/media/sustainability/PDF/CSRreport/GMCRCSRReport. 2011. ashxGreen Mountain Coffee Roasters. (2009). Corporate Overview. Retrieved from http//www. gmcr. com/about-GMCR. html Lister, J. (2012). Regulation of Coffee Retail Market in the USA.Retrieved from http//www. ehow. com/about_6886008_regulation-coffee-retail-market-usa. html Pearce, J. A. , & Robinson, R . B. (2009). strategical Management Formulation, Implementation, and Control (11th ed. ). New York, NY McGraw-Hill.