Analysis of Guangzhou R and F Properties Company Limited - Case Study Example

Analysis of Guangzhou R&F Properties Company Limited Table of Contents Overview of the Internationalisation Strategy of Guangzhou R&F Properties Company Limited 3 Network Analysis Techniques and Visualisations to Describe the Parent-Subsidiary Network 4 The Potential Implications of the Organisational Network Structure on the Innovation Activity of the Firm 7 Implications for Further Improvement of the Innovative Capacity of the Firm On The Basis Of Analysis Performed In the Previous Sections 9 References 11 Overview of the Internationalisation Strategy of Guangzhou R&F Properties Company Limited Guangzhou R&F Properties Company Limited is a property developer, which functions in various sections such as property development, property investment and operations of several hotels among others. It is a leading real-estate company, which is headquartered in Guangzhou, China (Fast Market Research, 2014). The company also develops several hotels and office buildings among others. The inclusive SWOT profile of the Guangzhou R&F Properties provides an in depth information about the strategic analysis related to the business as well as operations of the company. The investment properties of the company involve leasehold and buildings. The aim of the company is to increase growth and expand the business operation on a global context. The company is involved in various areas for its projects development such as Nanjing, Shenyang, Shanghai and Datong among others. Under-development projects of the company are in Hainan, Beijing and Vicinity among others (Fast Market Research, 2014). Internationalisation strategy of the company is to develop new projects related to property development for increasing the growth of the company. The global data profile as well as demand services of the company covers around 50,000 of the world’s largest companies. The SWOT profile of the company also provides a clear view of the strengths as well as weaknesses of the company along with the potential opportunities as well as threats. The SWOT profile of Guangzhou R&F Properties helps the company to formulate the strategies that can be helpful to understand the partners and customers of the company to maintain good collaborations for the successes of the same (Cushman & Wakefield, 2014). It is necessary for the success of the company to build a good relationship with the partners as well as customers to understand their demands. The staff members of the company should have the knowledge about their competitors and the strategies applied by the competitors, so that the company can compete with the competitors effectively and achieve the goals of the company. The business growth of the company has increased and therefore, the business operation of the company has been expanded. Internationalisation strategy helps the company to gain important information related to property developments and investment that are applied on a global context, which can be beneficial for the future success of the company. This analysis also helps the company to achieve their objectives as well as improves the organisational network structure (Cushman & Wakefield, 2014). In this context, the essay intends to provide an overview of internationalisation strategy of Guangzhou R&F Properties Company Limited along with the network analysis techniques and visualisations to define the parent-subsidiary network. In addition, the essay deals with the potential implications of the organisational structure related to innovation activity as well as implication for further improvement of the innovation activity of the company. Network Analysis Techniques and Visualisations to Describe the Parent-Subsidiary Network Guangzhou R&F Properties Company Limited is a property developing company, which works in several sections such as property development and property investment among others. The company is also involved in hotels as well as office building related to works. This type of company is connected with multiple numbers of companies for their work purposes. These multiple number of companies also has several companies with whom they do their business. Therefore, the network structure of this company is complicated and it affects the work as well as development of the company. It is a leading real estate company and real estate companies are identified to be dealing with several companies to do their work and achieve objectives of the company effectively (Norlen & et. al., n.d.). The prime work of this company is related to project development, investment and develop hotels among others. Network structure is considered as the organisational structure, which is more decentralised and more flexible than the other structure of the organisation. Network structure also helps the managers to maintain the relationship of the internal as well as external of the organisation. Network structure is an important aspect for the improvement of the process of the company. Therefore, the company should enhance the network structure and make it simple for the development of the organisational structure. Complicated network structure cannot be managed effectively, as it may not be possible for the managers of the company to manage the entire network structure effectively (Norlen & et. al., n.d.). The network structure of the company as compared to other companies’ network structure is complex to a certain extent. In this regard, the managers of the company face difficulties in managing the operations. The companies, which are not connected with multiple numbers of companies, are recognised to have a network structure that can be quite simple and can be easily manageable. From the diagram of various network structure of the company, it can be observed that the structures are different from each other based on the connection of the company with its subsidiary. If the company is connected with a minimum number of companies for the work of project development, then the network structure would have been simple and easily manageable. On the other side, if the company is connected with large number of companies for property development work, then the network structure can be much difficult and increases complexities to manage the same (Luo & et. al., 2012). In the present day context, the network structure is flexible as compared to the traditional network structure used for managing operations. Therefore, the company should ensure to be connected with required number of companies for the work purpose and maintain a simple network structure. In this respect, the managers of the company can maintain effective relationships internally as well as externally for the development of the entire organisational process of the company (Luo & et. al., 2012). Good relationship and collaboration between the managers and other employees is essential for building a good communication related to work and improvement of the network structure. Real estate companies are connected with several companies in the different areas to expand the business and network channel as well as to achieve the objectives of the company. Due to complicated network structured, it will affect the communication system of the company and also creates complexities in the work. It is not possible for the managers to maintain a good communication with the entire members of the company in case if the network structure is scattered (Luo & et. al., 2012). The network structure of the company helps to improve the organisational process of the company to increase the growth of the business. The network system of the real estate company is complicated as compared to other companies, because this type of companies is generally connected with other sections as well as sub-sections for the accomplishment of the business purpose. This company deals with several project development works such as building hotels, building office and many more as well as it is also involved in investment related work. Therefore, the company has many partners and customers in the market. The company is one of the leading property development companies in the market due to efficient services (Allbed & et. al., 2014). The images of the network structure of the company define that the company has many sections under it and all the sections also have their subsections through which they operate their business properly. It operates business properly, but due to several sections as well as subsections, the organisational process of the company cannot be maintained properly. The company is also involves in other channels for the business purpose such as investment projects, which are also a part of the network structure of the company. From the images of the network structure of the company, it can be ascertained that the company is connected with the branches of other real estate companies to expand business in various places to enhance economic growth of the business (Allbed & et. al., 2014). For the reason that the network structure of the company is complicated to manage, it is difficult to manage relationship between the managers and the partners as well as customers of the company. In addition, based on the analysis of the images of the network structure of the company, it can be identified that the network structure of the company is based on the parent subsidiary network, which is also involved in the several sections and subsections. Parent subsidiary network is a type of network, which is partially or wholly connected with other network. Based on the parent subsidiary network, the company also partially or wholly connected with other companies as well as branches of other companies for the business purpose or to expand the business in other areas. This type of network structure can be creating problem in the development of the company as well as in business growth (Allbed & et. al., 2014). The Potential Implications of the Organisational Network Structure on the Innovation Activity of the Firm The network structure of Guangzhou R & F Properties Company Limited is quite difficult, as this company deals with many companies and customers for the project development work. Being a retail company, it has many sections and subsections, which can be helpful for the growth of the business. However, the network system is identified to be in appropriate for the development of the company to a certain extent. Therefore, the company should develop possible solutions related to the organisational network structure on innovation activity of the firm. The company should focus on the innovation process to develop a flexible network structure, which can be beneficial for the company in the long run (Armbruste & et. al., 2008). The company improves its innovative performance by obtaining knowledge about internal as well as external network structure of the company for managing business operations properly. The implications of the organisational network structure on the innovation activity can be the improvement of the process of the company. The organisational network structure is also based on the improvement of the innovation idea for the development of the company. It also influences the total business processes or operations of the company as well as the maintenance of relationship between the employees such as senior managers and junior employees of the company (Lawson & Samson, 2001). Network structure of the company also influences co-operations between the networks of the company. The organisational network structure of the company also influences the efficiency of the company through the innovation process as well as innovative ideas. It also influences the effectiveness of the value chain and also helps to maintain good collaboration between the partners. The organisational network structure has an effect on the aspects of inter-organisational networks of the company. The network structure also influences the business growth of the company and the success of the company. The organisational network structure of the company is essential for every company to enhance the growth and the development of the company (Lawson & Samson, 2001). This structure also influences the network on supply chain of innovation activity or actions. It has the effects on the accessibility of the network of supply chain to access information as well as knowledge related to supply chain network. The organisational network structure can influence the overall network structure and the performance of the improvement as well as the performance of the entire business process. It can help to obtain knowledge about the internal as well as external network structure to improve the entire network structure of the company. It also influences the managerial process to control the organisational structure of the company (Colombo & et. al., 2011). Implications for Further Improvement of the Innovative Capacity of the Firm On The Basis Of Analysis Performed In the Previous Sections The company should implement several possible solutions for the improvement of the innovative capacity to a substantial extent. The company should use advanced technology to enhance the innovative capacity as well as the performance through innovation. The senior managers of the company should focus on innovation to improve capacity and working competency for the development of the company. The managers should have an in depth knowledge about the network structure as well as the effects of the network structure in the entire organisational process. The company also should focus on the capacity of innovation to enhance the overall growth of the company (WIPO, 2009). The company also focuses on active program related to science and technology for the improvement capacity of the innovation process. The company should emphasise research and development program for further improvement and to expand it to increase the capacity of innovation. Innovation capacity helps the company to enhance the performance as well as expansion of the business in various places. The managers of the company should use innovation capability or capacity for the improvement of the organisational network structure. The senior managers of the company should maintain good relationship with junior managers of the company to improve the communication as well as to improve the performance of the employee (WIPO, 2009). Through effective performance of the employees, the company can achieve the objectives of the company. The managers of the company also should focus on innovative ideas of the employee, which can be beneficial for the improvement of the innovative capacity. In addition, the company is needed to concentrate on communication system, electronic equipment to improve the capability of innovation and improve the growth of the company. The company should use flexible as well as effective network structure for proper maintenance of the organisational process and the development of the innovation capacity (Wu, n.d.). The managers of the company should conduct a review process for further improvement of the innovative capacity. The company also should emphasise international business as well as international growth and foreign investment for the enhancement of the organisational network structure on innovative capacity. Network structure is an important aspect for the company and consequently, the company should maintain a simple as well as flexible network structure for the improvement of the entire business operation (Wu, n.d.). References Armbruste, H. & et. al., 2008. Organizational Innovation: The Challenge of Measuring Non-Technical Innovation in Large-Scale Surveys. University of Girona, Vol. 28, pp. 644-657. Allbed, A. & et. al., 2014. Mapping and Modelling Spatial Variation in Soil Salinity in the Al Hassa Oasis Based on Remote Sensing Indicators and Regression Techniques. School of Environmental and Rural Science, pp. 732-769. Colombo, G. M. & et. al., 2011. Organizing Inter- and Intra-Firm Networks: What is the Impact on Innovation Performance. Industry and Innovation, pp. 1-9. Cushman & Wakefield, 2014. The Rise of Chinese Investment in Global Real Estate. A Cushman & Wakefield Research Publication, pp. 1-20. Fast Market Research, 2014. Guangzhou R&F Properties Co., Ltd. (2777) - Financial and Strategic Swot Analysis Review. Global Data. [Online] Available at: http://www.fastmr.com/prod/726934_guangzhou_rf_properties_co_ltd_2777_financial_and.aspx [Accessed March 2, 2015]. Luo, B. & et. al., 2012. Empirical Analysis of Interactive Control’s Effectiveness: A Parent-Subsidiary Company’s Interdependence Perspective. University of Science & Technology of China, pp. 198-207. Lawson, B. & Samson, D., 2001. Developing Innovation Capability in Organisations: A Dynamic Capabilities Approach. International Journal of Innovation Management, Vol. 5, No. 3, pp. 377-400. Norlen, K. & et. al., No Date. EVA: Extraction, Visualization and Analysis of the Telecommunications and Media Ownership Network. School of Information Management and Systems, pp. 1-26. WIPO, 2009. The Economics of Intellectual Property. World Intellectual Property Organization, pp. 1-230. Wu, Y., No Date. Indigenous Innovation in China: Implications for Sustainable Growth. The University of Western Australia, pp. 1-26. Read More