Small Company: Hansens Natural - Essay Example

?Small Company: Hansen’s Natural Hansen’s Natural is located at Corona, California. The company belongs to Beverages: Non-alcoholic industry and is already known for its fresh produce soft drinks and juices. Hansen’s Natural become a part of the 200 Best Small Companies in the US for three consecutive years, bested all others and ranked number one in 2005 (Forbes.com 23). With this achievement, it is already implied that the said company remarkably created strategic moves that continuously increased its rank based on market performance, profitability, efficiency and productivity. There is a combined effort of ensuring efficient human resource management and strategic implementation of plans, and other management related concerns which may ensure dominance of Hansen’s Natural in its industry. Planning Hansen keeps up with changing time, which means it ensures production of product offerings suited to the different needs of people in various lifestyles (Hansen’s Natural 7). In other words, it continuously strives for growth opportunities. Where market expansion is possible, Hansen remarkably creates different line of products that could not compromise its existing operation. It is its main objectives to create high standard quality and mediocrity is absolutely paid attention to at all times. Superior quality is a must at Hansen, so its continuous quest for excellence is remarkable. Its plans are basically in line with all of these basic considerations and its people’s opinions, rights. individuality and dignity are integral components in its various planning activities. Planning may never be that complex at some point because Hansen is clear about its capacity and main objectives. Staffing Staffing starts from production, then to customer service and down to marketing programs. Hansen is good at ensuring high quality products, excellent service and strong market oriented support for the promotion of its product offerings. Staffing therefore needs to be closely considered. After all, Hansen does not absolutely want mediocrity. Thus, hiring the best employee as possible is a must for it continuously seeks for incomparable excellence. It looks for continuous uncompromising integrity which must basically start within its employees, who would execute all its current and future plans. Thus, the best time for Hansen to fire employees is when it is still hiring them. HR development Everything about Hansen lies on its core values. Its uncompromising integrity, as it adheres to it, has become the basis on how it develops its human resource. Firstly, it sets high ethical and moral standards in which the human resource should substantially follow as part of the standard operating procedure. People are considered as the most valuable asset at Hansen so preparing them for the best job is a must. Thus, secondly, people are trained to be more innovative, creative, resourceful, and excellent in all areas in customer care and service. People are also developed to always aim high for excellence. Thus, the human resource development is a specific activity at Hansen which requires with more essential focus. Although it is not that complicated for Hansen with its human resource development due to manageable number of its employees and established departments, still it remains a complex activity because it involves the very complicated nature of human behavior. Reward Hansen is never satisfied with its current functioning and so it seeks to continuously improve its overall performance from all parts of its entire operation. Reward therefore is placed at a higher level as motivating factor among employees. Employees are strongly rewarded for being excellent. The best opinion deserves high credit because it could substantially help the company create its competitive advantage. The best performance in general is given with a higher credit because it is an integral component of giving high customer satisfaction and remarkable experience. Maintenance Maintenance at all level is high at Hansen simply because it helps ensure that its service and product offerings should be recognized to be part of premium to competitive choices among wide range of customers. High sense of control is therefore remarkable because it ensures competitiveness and above all, consistency in giving high value for customers. Big Company: PepsiCo PepsiCo also belongs to beverages: Non-alcoholic industry. Unlike Hansen’s Natural, PepsiCo is a global company aiming to further saturate the market through its expansion and customer retention programs. The Pepsi Corporation carries different line of products from soft drinks to juices. However, unlike Hansen, Pepsi has more product lines to share and it is currently distributing them globally at high level of economies of scale. At some point, this high level of economies of scale that Pepsi remarkably enjoys at present time makes it hard for other new entrants to compete in a global scale. Planning Planning at PepsiCo needs to be long range as it continuously competes with local brands (Boone and Kurtz 217). Plans should be entirely universal or global in its approach and long term as PepsiCo continues to formulate strategies that will enable it to penetrate local markets with varying business environment backgrounds. Although, PepsiCo is a global company, it is crucial on its part to stay local in its general planning approach so that it could essentially compete with various local brands in different parts of the world. Staffing Internal and external staffing activities at PepsiCo are highly essential. For instance, mobility is of great importance at PepsiCo prior to becoming high potential for employment, but talent is also of great value (Silzer, Silzer and Dowell 252). Thus, PepsiCo when it comes to staffing requires high qualification for the ability of each individual in order to obtain the key developmental role. HR development Leadership development plan is crucial at PepsiCo (Ashby & Miles 65). Every highly potential employee in this company is trained to become efficient leaders. Leadership is substantially required in the human resource development at PepsiCo because the company requires that each of its potential employees could lead the entire group or company just prior to achieving remarkably high performance. Leadership would mean many things for PepsiCo. It would mean more than just the basic initiative required to run a local company for global objectives. Leadership would mean substantial understanding of all the basic requirements needed in a global business just like PepsiCo which aims to function effectively at the local context at various levels of challenges. Reward Reward is very promising to every employee especially those who are set in job challenges. These challenges are indeed very rewarding as PepsiCo determines somebody else to be equipped to have managerial and executive talents after these. As a dynamic and result-oriented company, PepsiCo continuously aims to achieve powerful brands and world-class people. Thus, both intrinsic and extrinsic rewards are therefore crucial in the achievement of PepsiCo’s corporate objectives for both in long and short terms. Maintenance Higher level of control is necessary in the case of PepsiCo especially that it deals with business that requires complex internal and external activities especially for supply chain. PepsiCo is involved in production, distribution and administration in order to continuously provide the whole general operation for the entire company. This global company needs a high level of focus which makes control a very important point in achieving it. Conclusion When it comes to planning, this activity is highly complicated at PepsiCo since it deals with global business activity, integrating its unique strategy, without compromising various local plans. There is a high sense of need for dynamic operation in this case. Although, the dynamic planning activity at Hansen aims forward to its local market growth and further opportunity, at PepsiCo, there is a need to achieve both market growth and opportunity for customer retention programs in a global context. Various ideas that are integral parts of business environment should be substantially considered in the entire planning activity at PepsiCo. There is also a remarkable difference when it comes to staffing and HR developmental activities between Hansen and PepsiCo. PepsiCo focuses on a generic approach which is about leadership and it would encompass in general the goal of Hansen to increase the value for its customers. This specifically shows the fact that there is a high sense of dynamic approach at PepsiCo compared to Hansen, although they both have essential activities that are purely dynamic in the actual setting. Both companies show the same level of reward for motivating their employees. These rewards are tantamount to obtaining the companies’ competitive advantage through achieving their corporate goals. Although PepsiCo is substantially more challenging, the level of their reward is not completely different from Hansen as they both have different target markets. Finally, in maintenance, it is found that control is necessary on the part of both Hansen and PepsiCo. The very reason is the thought that maintenance is the key to ensuring continuity and stability of their whole general operations. However, it is more challenging to look at this activity on the part of PepsiCo as it is set in a global setting where there are other business environmental factors that need to be substantially considered. The very difference therefore between Hansen and PepsiCo in terms of their maintenance approach is the level of complexity required in their respective business operation. References Ashby, Meredith D., and Stephen A. Miles. Leaders talk leadership: top executives speak their minds. New York, NY: University Press, 2002. Boone, Louis E., and David L. Kurtz. Contemporary Business. 14th ed. Danvers, MA: John Wiley and Sons. Forbes.com. The 200 Small Best Companies. [online]. Available from: http://www.forbes.com/lists/2006/23/biz_06200best_Hansen-Natural_OSS0.html, 2006. [Accessed 14th February 2012]. Hansen’s Natural. About us. [online]. Available from: http://www.hansens.com/us/en/about-us/mission-statement/, 2012. Silzer, Robert Frank, Rob Silzer, and Ben E. Dowell. Strategy-driven talent management: a leadership imperative. San Francisco, CA: John Wiley and Sons, 2009. Read More