Sustainable solution paper ( SSP)

Topic:
The company i choose is Brookside Dairy Company

Sustainable Solutions Paper
[Student Name]
DBA Strategy
[Instructor Name]
[Date]

Sustainable Solutions Paper
[Use this template for the sustainable solutions paper exactly as written.  Do not add an abstract and do not add additional headings or delete any headings.  Provide a brief introduction to the paper here – introduce the subject and tell the reader what will be covered – be specific – provide a list of key sections that will be covered. This is called a “preview;” it is not a synopsis. Note: the word “introduction” is not required in APA.  Note: All required headings are provided in this paper – level 1, level 2 headings and are in APA format.  DO NOT delete them; just delete the text with [ …] and respond to each heading as the weekly assignments require.  Subordinate headings – level 3 are also provided – just respond to them and do not delete them.  This introductory section should be about ½ to ¾ of a page and is worth 2 points.]
Executive Summary (2 points for week 4 and 9 points for week 7)
[SUMMARIZE the entire paper covering each of the key elements (sections) presented throughout the document.  Provide specifics, not generalities.  State the organization name along with a very brief description of it.  The executive summary should be between 2 and 3 pages and written last for obvious reasons.  VERY IMPORTANT NOTE: An Executive Summary is NOT an introduction.  A summary provides a terse portrayal of the results/outcomes of the processes such as the General Forces Analysis.  It is not a restatement of the process; it is a detailed summary of the paper.  Be very clear and be very specific.  This section should be between 2 and 3 pages.]
Summary Focus (.5 points for week 4, 3 points for week 7)
[Text begins here.  Summarize all of the key sections of the paper being as specific as can be.  Be sure to list the summarized sections.  For example: Stakeholder Culture for this organization can be described as ……. Economic trends of interest include ….  The top 3 Threats and the top 3 Opportunities identified are ….  Note: executives would prefer to read a short but detailed summary and may not have time to read a 50 – 60 page paper.]
Key Takeaways (.5 points for week 4, 3 points for week 7)
[Text begins here.  List and discuss the key takeaways of the paper.  What are the “ah ha” discoveries from the paper?  Key takeaways could be things like “our vision and culture are/are not congruent/aligned” or “ our competitive strengths are exceptional/not clear”]
Integration of Concepts (1 point for week 4, 3 points for week 7)
[Text begins here.  For example – how is strategy and sustainability affected by vision/mission, values, value chain, value system, life cycle, etc?]
Stakeholder Identification and Value Analysis -Part I (12 points) due in Week 4
[This would be a good time to review the required readings in weeks 1 – 4 and additional references in the Walden Library before responding to this section in about 1 to 2 pages.]
Enterprise Level Strategy (3 points)
[Text begins here.  This section should describe the enterprise level strategy exhibited by your organization.  There are some books, journal articles, and Websites on this topic.  However, information specifically on enterprise level strategy may be sketchy and can be supplemented by a discussion of the organization’s vision, vision, objectives, and values.]
Culture Type (3 points)
[Text begins here.  This section should describe the type of culture exhibited by your organization.  What is your organization’s culture?  Your industry’s culture?  How do things get done? What is rewarded?  There are a several books, journal articles, and Websites on this topic including one of the course articles.]
Integrated Concepts from Readings (3 points)
[Text begins here.  This section should integrate concepts on culture and strategy covered in the various documents reviewed.  Is the enterprise strategy, culture, vision/mission congruent/aligned?  In order to have a learning organization, congruence/alignment is important. Strategy will create change.  A learning organization is important for implementation/execution of strategy.]
Evidence and Implications (3 points)
[Text begins here.  Provide evidence and support of the enterprise level strategy and culture type for your organization and any implications noted.]
General Force Analysis: External – Remote Environment (16 points) due in Week 4
[This section should take between 5 to 9 pages.]
General Force Matrix Analysis (10 points)
[Analyze the external environment.  According to Pearce and Robinson (2003), there are five categories of forces in the external environment: economics, demographics / social / culture, government / legal / military, physical environment, and technology.  Input to the General Force Analysis (GFM) is the organization’s external environment composed of these five categories.  The idea is to scan the external environment – external from the organization — and search for trends, events, or forecasts of interest to the organization.  Trends are the behavior of a variable over time during the past, while forecasts are the projected behavior of a variable over time in the future (Garland, 2007).  A sample set of variables are provided for each category below.  Do not discuss anything internal or about the organization itself, as that comes later in Value Chain Analysis.  A good litmus test is to review your GFA after its complete and if you find reference to your organization you may not have completed a true industry analysis.  Output from GFM analysis is a set of trends, events, or forecasts of interest to the organization.  These outputs from each external category should be assessed and identified as threats or opportunities.  Consider geography in this section as well – that is – consider the geography in which your industry conducts business.  For example, if your industry / organization is within a specific region of a country,  just focus on external environmental issues for this region to the extent possible.  Each trend should be listed along with the assessed affect on the industry (high, medium, or low), its timeframe (less than one year, one to two years, more than two years), the type of change (increasing, decreasing, no change, or unknown), and its importance to the industry (critical, important, not important, or unknown).  The top two or three threats and opportunities will be used as input to the SWOT and SCOT analysis below. An example of a forecast from the United Nations is that the population of the world will increase by 50% over the next forty years.  A technology trend and forecast, as observed by Gordon Moore, is that the processing speed of a microprocessor doubles every 12 – 18 months.  An economic trend is that unemployment in the United States increased by about 5% over the last 12 months.  The key to trends or forecasts is to look for variables of interest – see examples below.]
Economics.  Text begins here and continues on to the next line in a left hand justified manner such as this. For example, a key economics trend facing our industry is …. This trend will have a major affect on our industry because …. The timeframe is immediate.  This trend is rapidly increasing and therefore its importance to us is critical and we need to respond immediately…… For example, one economic trend affecting our industry is the amount of disposable income per person, which has been decreasing by x% over the last three years.  This trend is important to us because …. And so on.
Consider disposable income to be an economic variable and the trend is its behavior over time. That is, this variable may grow, shrink, stay the same, or some ups and downs.  Other economic variables include, but are not limited to interest rates, inflation rates, GDP, consumer price index, and so on.  Focus on what is of interest to your industry.
Technology.  Text begins here.  Technology includes, but is not limited to biotechnology, information technology, aerospace technology, manufacturing technology, agricultural technology, energy technology and so on.  Focus on those key variables of interest within the type of technology of interest.  For example, variables of interest in information technology may include processor speed, disk space, bandwidth, software applications, robotics and so on.
Demographics / Social / Culture.  Text begins here.  Some variables of interest might include the number of marriages, number of divorces, birth / death rate, immigration, attitudes toward women working, attitudes toward education and so on.
Government / Legal / Military.  Text begins here.  Some variables of interest might include changes in tax laws, changes in healthcare, military operations, nation building, arms reduction or buildup, government regulations or deregulations, green energy development and so on.
Physical Environment.  Text begins here.  Some variables of interest might include climate change, traffic congestion, recycling, urban development, conservation, endangered species, availability or access to water and other resources and so on.
Implications of General Forces (6 points)
[Assess trends, events, or forecasts as threats or opportunities here along with some discussion of implications.  Note: The top two or three of the opportunities and threats will be used as input to SWOT / SCOT below.]
Threats.  Text begins here.  Summarize the Threats here; list them and which component of the GFA they came from; provide a brief analysis of the Threats from GFA and provide rational for selection of the top 2 or 3.  List the top two or three threats to your organization.
Opportunities.  Text begins here.  Summarize the Opportunities here; list them and which component of the GFA they came from; provide a brief analysis of the Opportunities  from GFA and provide rational for selection of the top 2 or 3.  List the top two or three opportunities your organization sees.
Porter’s Fiv

i will send as an attachement

Answers:

Sustainable Solutions Paper: Brookside Dairy Company
[Student Name]
DBA Strategy
[Instructor Name]
[Date]

Sustainable Solutions Paper
In the current business world, which is characterized by intense rivalry among organizations, high technological advancement and well-informed consumers, businesses should embrace the aspect of sustainability in all their operations (Herman & Kurz, 2009). This paper focuses on various sustainable actions that Brookside Dairy Limited has adopted in executing its operations. The paper achieves this goal by addressing areas such as stakeholder recognition and value evaluation, General Force, Porter’s Five Forces and detailed value chain analyses of the company’s external environment, SWOT, strategy moves, alignment goal evaluation and Boid analyses of the firm. Moreover, the paper focuses on evaluates the firm’s industry evolution modeling, life cycle and compliance to innovations. Consequently, the paper concludes by conducting a sustainable value framework evaluation.
Brookside Dairy Limited, which was developed in 1993, is the leading company in the dairy industry in Kenya and East Africa. This company exports its products to nations such as Kenya, Uganda, Tanzania and South Sudan. Some of the company’s competitors are Daima and Fresha. The company has been successful in executing its operations. However, the application of the sustainable paper’s technique will enable the company identify suitable mechanisms of enhancing its operations and achieve greater success.
Executive Summary
This paper takes into consideration three tools, which are covered under Part I &II. These sections include conventional strategic thinking, application of complexity assessments, and applications of systems and sustainability assessments. These techniques contribute significantly to the uncovering of various issues surrounding Brookside’s operations.
Application of conventional thinking Part 1 takes into consideration stakeholder recognition and value assessment, GFA (General Force Analysis), Porter’s Five Forces Evaluation, Detailed Value Chain Assessment, Detailed SCOT/SWOT Assessments and Key Success Factor Matrix. Outcomes from stakeholder recognition and value assessment indicate that the firm embraces the utilitarian approach in prioritizing its shareholders. The company focuses on meeting the interests of various stakeholders.
Outcomes realized from Porter’s Five Forces Assessment indicate that there is barrier the bargaining potential of suppliers is low, consumers bargaining potential is high and barriers to entry are present. Outcomes obtained from the detailed value chain assessment indicate that Brookside’s value chain offers maximum efficiency in the exploitation of capabilities, strengths and skills. The firm’s top three potential include sales, management and R&D. However, the organization has a weakness, which is overreliance on the domestic market. The company also obtains cost benefits from adding value to its operations/activities. This potential is enhanced by the firm’s use of recent technologies in its production. As such, the company has managed to dominate the market. Outcomes obtained from the Detailed SCOT/SWOT analysis indicate that the firm can enhance its productivity by forming partnerships, establishing cooling centers in various parts of the country and increasing its consumer base by targeting foreign markets.
Application of the Conventional strategy thinking Part II takes into consideration company approach type, strategy move, alignment and goods assessment and action plan assessment. In relation to this, Brookside’s present strategy is in line with its mission. The company focuses on employing information system in enhancing relations with consumers and stakeholders. Moreover, the current strategic moves employed by the firm in executing its operations are in line with its objectives, mission, vision and goals. Taking into consideration the outcomes from the alignment with goals/objective analysis, the company’s employees have the relevant skill and capabilities that are required to move the firm to greater heights.
Application of the complexity assessment takes into consideration Fitness Landscape Translation Assessment, Boid Assessment, Industry Evolution Modeling. The Fitness Landscape Translation evaluation indicates that Brookside dictates the pattern of the dairy industry as it is dominates the greatest market proportion/share. Besides, this assessment indicates that the company’s operations are expanding. Boid Analysis indicates that the industry is government by three rules. The first rule focuses on the maintenance of consumer-driven focus, while the second rule focuses on matching promotion/pricing by establishing flexible promotion/pricing structures. The third rule focuses on the adoption of global cultural transformations by shaping and implementing consumer preference changes, which are specific and in line with every culture or nations. Outcomes of the industry evolution modeling indicate that Brookside focuses on measures that are continue whose evolvement marches and shapes the market/industry.
Application of the systems and sustainability assessment takes into consideration aspects of LCA (Life Cycle Assessment), compliance to innovation assessment and sustainable value model analysis. Outcomes from LCA indicate that the firm comprehends the big picture and focuses on minimizing upstream and downstream threats and environmental impacts/effects of its operations. Compliance to innovation analysis indicates that the company follows the law and encourages various stakeholders to do the same as in the case of advising farmers against the addition of Hydrogen Peroxide in water. Sustainable value framework assessment indicates that the organization adheres to measures of enhancing corporate social responsibility.
Summary Focus
The application of the conventional/traditional strategic thinking Part 1 indicates that Brookside’s value adding operations ensures that that the firm offers high quality services and products at low costs. As such, the firm is placed in a suitable position to employ the broad enterprise approach in executing its operations. The organization’s current weaknesses can be overcome using its capabilities, skills and strengths. On the other side, the application of the conventional approach thinking Part 2 indicates that Brookside moves in line with various principles, employs generic approaches and accomplishes effective and efficient strategy implementation. The application of the complexity assessment indicates that Brookside operate in accordance to the industry’s behavioral. Besides, this analysis indicates that the firm upholds a fitness level that enables it to survive in the dynamic industry. Consequently, the application of systems and sustainability assessment indicates that the company comprehends the LCA (Life Cycle Assessment) and significance of innovation. Currently, the company employs measures that are aimed at promoting future profitability and sustainability in its operations.
Key Takeaways
In relation to the outcomes obtained for the various assessments, it can be noted that Brookside’s present efforts and measures align with the models and concepts that have been addressed in this paper. Brookside’s high level of success has been identified to be aligned with its strategy. However, the organization needs to make improvements in areas highlighted in Porter’s Five Forces Analysis and General Force Analysis.
Integration of Concepts
Sustainability and strategy are significant aspects that should be embraced by organizations for them to realize enormous gains. As such, business hold ensure that they are well-informed on how the organizational mission/vision, value chain, values and value system impact on their strategies and sustainability.
Vision/mission contributes significantly to the determination of organizational strategy. These elements are significant in the establishment of a foundational guide that can be employed in the realization of a company’s objectives. They also affect the aspect of sustainability in organizations as they form the basis of decision-making, which is determines sustainable measures that can be adopted by firms. Organizational values also influence strategy and sustainability as they guide views of the firm alongside its actions. A firm’s actions determine nature of the company’s strategies, and its ability to embrace sustainable measures. In like manner, organizational value systems impact significantly on strategy and sustainability. An organization’s attitude and character influence its ability to adopt strategic and sustainable measures in its operations. A company’s value chain also impact significantly on sustainability and strategy as it involves production activities and processes adopted by the firm in order to realize its goals. A firm’s production processes and activities can either enhance or hider sustainability.
Stakeholder Identification and Value Analysis
Enterprise Level Strategy
Brookside’s enterprise level strategy is based on the coordination of all its unit activities. This strategy focuses on the dairy industry, firm’s core competencies in terms of production, long-term planning and financial structure (Herman & Kurz, 2009). These elements are aligned with the company’s vision, objectives and values. The company’s vision is to be a recognized leader within the region in relation to providing high quality dairy products with real farm quality. The firm’s mission is to optimize the value of stakeholders by offering high quality dairy brands to the industry. The organization’s core values are professionalism, integrity, efficiency, team work and courtesy.
Culture Type
The company’s organizational culture is adhocracy, while its industry culture is market oriented. In the firm, adhocracy enables the firm to embrace dynamic and entrepreneurial aspects, which enhance innovation and risk taking, and high performance. In the industry, the organization focuses results/outcomes with a focus on achievement, competition and getting the work accomplished. As such, the organization employs reward systems in motivating high-performing employees.
Integrated Concepts from Readings
Brookside’ management has made significant efforts in ensuring that the firm adopts an organizational culture that in line with its strategic goals. Such values are also vital in ensuring that Brookside develops a learning organization. Taking into consideration the aspect of aligning the company’s culture with its strategy, Brookside’s core values of professionalism, integrity, efficiency and teamwork are vital in the attainment of its enterprise levels strategy, which is based on core competencies, long-term planning, financial structure and production (Herman & Kurz, 2009). Moreover, the company’s organizational culture of adhocracy and industry culture of market-oriented helps in enhancing high performance, which is significant in the realization of the company’s objectives. In addition, the firm’s vision and mission, which focus on high performance in terms of quality production, are in line with its strategy. Therefore, the company’s management faces limited challenges in executing its strategy as is it aligned with its core values, organizational culture, industry culture, mission and vision.
Evidence and Implications
Brookside’s unit activities are disintegrated into various departments such as quality assurance, production and finance departments among others. The coordination of these activities is enhanced by the presence of supervisors in the established sections/departments (Herman & Kurz, 2009). The company’s adhocracy is evidenced by the various training programs that are aimed at equipping employees with innovative knowledge. Moreover, the firm motivates its employees to venture into task that appear complex as it believes that they can accomplish such duties. At the industry level, the firm demonstrates a market oriented culture by investing promotional activities, which are aimed at presenting stiff competition to its rivals. Brookside has also opened a Facebook account to enable it interact with its consumers.
General Forces Matrix Analysis
A host of external structures influences the company’s choice of action, direction, internal processes and organizational structure. These factors, which are known as the external factors can be divided into the major interrelated categories: factors in the industry environment, factors in the remote environment, and factors in the operating environment. This section will describe how   factors in the remote environment have impacted the growth about sustainability of the Brookside Company.
Economics
Economic factors refer to the nature of the economy which a company operates. Brookside Company is one of the biggest dairy companies situated near the capital city of Kenya. The economic status of Kenya is high in urban area where most people can afford atleast a packet of milk per day. The fact that the company is situated in central part of Kenya where the economic status is relatively higher than the rural area, the company has been overwhelmingly wonderful in the industry.  Although the Kenyan government has a limping economy, people in the region are good spenders. A study carried by the Kenya dairy board revealed that most middle70% middle class people in Kenya are milk users (Cheng’ole&Mbogoh, 2003). With an estimated annual per capita milk consumption of 145 liters, Kenya’s milk demand is five times higher than neighboring East African countries. Dairy products also make up the largest share of food expenditure in Kenyan household budgets. However, the economic status of Kenya went down in the year 2008 after the post-election violence that reduced the firms profit since there were few consumers of milk in the region among the eastern Africa Kenya are the chief producers and consumers of milk. As the leading private company in Kenya, the economic status of the company is impressive, hence, they have bought or are merging with other dairy industries into increasing the customer base. Such industries include Tuzo, Molo milk, and others.
Technology
The CEO of the company reveals that it is because of technology that they are that far. The company has been on the limelight to move aspect revolution of the technology.  Brookside uses technical machines that packs 200 pieces of yoghurt bottle within 30 minutes which are carried by numerous conveyer belt that reduces the rate at which individual gets contact with the food for safety and hygienic purposes (Nicholson &Muinga, 2004). Other machines such as tetra pack, Hilda Automation have perfect good machine turn out. The company has installed CCTV cameras that have prevented theft and cases of work negligence by 30%.  In 2013 Brookside management install product application system to counter check how every operation move in the company. This is not limited, to procurements sales, production, and management.   SAP system is a standard system that does not allow any deletion of records that would lead to malpractices or theft in the company (Nicholson & Muinga, 2004). Beside the manual attendance of employees, the companies have installed the electronic clocking system that identifies individual by department, and time of reporting and leaving time. The electronic system has eliminated ghost workers and reduced labor force, which is one of the strategies of the company to make profits. Lastly, the communication system has been improved over the last years to facilitate faster coordination in the firm.
Government / Legal / Military
Kenyan population currently is 40 million a fact that has boosted the consumer rate in Kenya. Gehani (2013) posits that with the constant growth of population, there is likelihood of more consumers in the market. Additionally the dairy industry does not favor any set of age group as it has the products of all generation and gender. The young people like the dairy products such as ice cream that may not be liked so muchby the generation X. however both e generations together with baby boomers are all consumers of milk. In terms of leadership, the Brookside stand on better side since the attitudes of Kenyans towards education has been a good one.
Demographics / Social / Culture
The government policies and rules of Kenya have impacted the growth of the company in a number of ways. The company must obey the rules of pollution in the environment. This is not limited to soil, water and air pollution. In this manner the company has treated the effluent from the company and the water used in running the machines .the government has also encourage all companies to grow green especially dairy industry whose food chain rely heavily on a greener environment. The rules amount to big fines when not followed. The government has also enacted laws that guide the companies to assist employees in social and medical affairs: national social security fund (NSSF) and national hospital insurance fund (NHIF). The above organizations guide all the company to pay for its employee’s part of the money to be used in future or after retirement. Additionally, the government through discipline procedures has enacted rules that guide firing and retiring of employees. Most importantly, the government has joined the common market of eastern and southern Africa (COMESA) that has allowed a free trade between these countries (Hughes & Ferrier, 2014). As such, the government has facilitated the trade of Brookside outside the country without paying extra fees. Lastly, Kenya is peaceful country that prohibits and prosecutes individuals who interferes with piece. That peace in the country has set good foundation for the development and growth of companies.
Physical environment
Brookside is a milk company that solely depends on milk as the raw material. However, the country is often faced with drought especially around September to December. At this particular time, the firm lacks raw materials that compel the management to use milk powder as a substitute which is quite expensive (Kenyan dairy buys into Ethiopian market, 2013). At that particular moment firms such as DAIMA, which makes its own milk powder becomes the commander of the market. In that manner, the seasonal drought in Kenya has occasionally put the management in trepidation due to fear of losses as a result of lack of raw materials. Secondly, the Kenya as a country is champions of traffic jam especially around its capital city. As a result, there is slow marketing especially in the morning when the company should be reaching the customers. Some of the Brookside employee’s reside 40km away from the company and face traffic jam that reduces their performance at work due to lateness (Nicholson & Muinga, 2004). Kenya has become one of the countries that have been threatened by polythene pollution. The company on occasional times has taken the responsibility of cleaning the environment that can affect their product and area of operation bearing in mind that it is a food industry. Thus a lot of the company’s money has been used to eradicate the menace of polythene in their surrounding
Implications of general forces
Opportunities of the general forces include the growing population of Kenya which set ways for more consumption of dairy products. This will allow the company to expand its branches in area that have the company’s operation has been slow and insufficient. Another opportunity is education. Valentinov (2012) argues that the illiteracy in Kenya has reduced by more than 20% giving an example of good leadership in future for corporates (Wayuaet. al., 2010). Kenya being one of the diplomatic country with peace allows the company to operate in 24 hours maximizing the use of time and work force making the profits needed. Culture of consuming the dairy food is another opportunity the company has to utilize. Kenyans are dairy product oriented that gives the industry a good hope of existence in future. Another important opportunity is the growing of Kenyan economy that ensures the company of more consumption due to availability of resources in the country. However, the company faces some threats such as traffic jam that delays transportation chain from farmers to the company and to the market. One major threat is the government policies that may decide to increase the wages of low-paid employees without the notice of the company especially on Labor Day.
Five Force Model
The five forces mode is a powerful but a simple tool that is used to learn the power in a business situation. It evaluates the strength of the current position and the strength where the organization is heading to (Martin, 2014). The five force models are the bargaining powers of the suppliers and buyers, threat of substitute product, threat of new competitors, and the industry rivalry. These forces have affected the company in one way or the other.
Barrier to entry
Dairy industry is one of the easy industries to enter in Kenya. This is because the underlying factors such astime and cost, specialist knowledge, economies of sales, cost advantages, technology protection, and barriers to entry have not been protected by the existing companies. Therefore, entry into the industry has become very easy for the new entrants. A study carried by Kenya dairy limited has indicated that over the last 6 years around ten companies have entered into the market. Martin (2014) says that in Kenya the barrier to dairy industry is such weak even to a point that small capital can see one through the industry. Companies such as Fresha, Mollo milk, Limuru dairy, and many other are gaining popularity in the industry.  As much as the company tries to create barriers through the use of brand switching and restricted distribution channel, it does not take the new entrants a lot of effort to command reasonable customers in the market.
Substitutes
Milk companies in Kenya and eastern Africa has been threatened by the availability of the alternatives to milk. The majority in Kenya living in urban centers are low class and Middle class. Some of them find it quite expensive to buy milk every day hence have resorted to other substitutes that can be used instead of milk. Majority can just take tea, coffee, without inclusion of milk. Additionally, other companies such as Daima using their branch in Uganda are producing milk powder that has been a threat to milk. Milk powder does not need refrigeration and take time on the shelves. Thus, it is liked by most people who cannot afford coolers used for milk. There is also existence of fresh milk from farmers to customers direct without processing. This form of milk is cheap and has currently dominated supermarkets such as Naivas, Nakumatt, and other big retail centers in Kenya.
Bargaining power of suppliers
This is the power of suppliers to dictate the price and cost of items. Strong bargaining power of the suppliers allows them to supply high-priced items or low quality products to their buyers (Gaskill, &Winzar, 2014). The major underlying factors include number of customers, size of each order, differences between competition, price sensitivity, ability to substitute, and cost of changing. As the dairy of Kenya, the company has a number of suppliers who wishes to bring milk and get a good pay hence the suppliers are mandated to bring high quality raw material to compete others.
Bargaining power of buyers
The force for buyers to determine the prices of milking in Kenya as a whole has not been successful in big companies such as Brookside. However, small companies have been manipulated by the demand of the buyers. This force is determined by the number of customers, price sensitivity, cost of changing, differences between competitors, and ability to substitute. As much as there is substitute, majority of Kenyan uses milk that makes the demand of milk a bit high. A report of Kenya consumers reveals that Brookside is the most liked dairy company which commands a large number of customers in the market. By that they have the power to manipulate the prices as compared to buyers.
Power of rivalry
The power of rivalry is very high in dairy industry in Kenya. Gaskill and Winzar (2014) say that it more easy for the company to sell outside Kenyan than in the country. The emergence of new entrants and the existing companies have created rivalry between companies that target same customers and producing same products. Such company includes KCC, Fresha, Mollo Milk, and Limuru dairy. Gaskill and Winzar (2014) say that in Kenyan supermarkets, one can see more than 50 company of dairy ion in the shelves.
Implications of Five-Force Model
Threats: stiff competition, power of substitute, and new entrants. Brookside dairy has high bargaining power of supplies and buyers. However the company experiences stiff competition from the incoming companies.as a result it is likely to lose its customer base by migration of the customers from the company to other rivals such as DAIMA. Although it has a limited impact, the substitutes pose the biggest threat to the company especially in future. The power of substitute will divert the preferences of milk to other alternative products such as milk powder. At the end the net profit of the company shall be affected. Lastly, the power of the new entrants in the industry is so weak that allows the new companies into the industry increasing the rate of competition.
Opportunities: Opportunities include power of substitute, bargaining power of suppliers and bargaining power of buyers. There is also an emergence of power on substitutes. However, Brookside Company has the opportunity to dominate the market through the high number of customers it has. Another opportunity is the ability to produce more products to prevent the emerging issue of power of substitute. The company has products such as cheese, butter, yoghurt and other dairy products that act as substitute for the customers. Suppliers and buyer have low bargaining powers that give the company the advantage to determine the price of products since it commands a large customer base.It is for this reason that the buyers cannot dictate the price at which they give their products. Gaskill and Winzar (2014) say that when the suppliers are many they will fight for their space while few suppliers dictate the prices at which they deliver their services. As such, the company the bargaining power of suppliers is very low hence they cannot determine the prices of items in the company.
Detailed Value Chain Analysis: Internal Environment
Customized Value Chain of Activities in Table Form
Value chain analysis focuses on the examination of the strategic significance associated with the value chain of an organization. This tool is employed in disintegrating a company’s cost-driven structure into divisible business activities. It is often aimed at identifying an organization’s internal weaknesses and strengths relative to its rivals (Pearce & Robinson, 2003). Besides, the value chain discovers external threats and opportunities within the context of a larger value chain system, which takes into consideration consumer and supplier value chains. Supplier value chains are associated with value addition on upstream processes, while consumer value chains are associated with the addition of value on downstream processes. Moreover, the value chain creates relative impacts of each firm activity with the aim of identifying cost reduction opportunities and linkages.
Primary business activities obtain support from the organization’s human resource, infrastructure, research and development, management and procurement as shown in table 1. Every activity functions to enhance the effectiveness and efficiency of the entire organization. In table 1, Brookside’s primary business activities are operations, inbound logistics, outbound logistics, service and support, and marketing and sales. In addition, the value chain framework investigates the linkages and interrelationships between business operations impacting on a firm’s long-term growth (Pearce & Robinson, 2003). As such, it aims at identifying an organization’s competitive core competencies and reducing the negative effects of a business process has on another business operation/process.
Performing a value chain evaluation offers a suitable platform on which a firm’s relative competitive core competencies and performance can be identified. It also offers a suitable opportunity for focusing on consumer-centric activities. In relation to this, Brookside’s consumer-driven focus permits support and primary business activities to develop its competitive advantage. In the determination of a company’s relative performance, a rating scale is needed. The rating that falls between zero and three is considered a poor relative performance, while a score of between four and six is taken as relatively equal performance to the averages of the industry (Richard, 2004). On the other hand, a score between seven and ten represents outperforming industry averages. Brookside’s capabilities and skills have enabled the company to attain of a rating of 9/10 in the East African and Kenyan dairy industries. Brookside aims at the provision diverse milk products that are aimed at meeting various needs of consumers. This observation also applies to the company’s value chain. The company’s value chain offers a diverse commodity base within the region in which the company operates.
Table 1
Value Chain Analysis
Business Process    Brookside    Fresha    Daima
Management    Aligned with level three type of culture
8/10    Weakness    Weakness
R&D    Focuses on new technologies and value addition to enhance consumers’ product experience 8/10    Weakness    Weakness
HR    Focuses on best HR practices in selecting and recruiting employees 8/10     Equal    Equal
Procurement    Purchases raw materials from farmers in bulk alongside liaising with them for supplies 8/10    Equal    Weakness
Inbound Logistics    Product delivery within 24hours    Equal    Equal
Operations    Limited commodity storage on sales floor    Weakness    Weakness
Outbound Logistics    Rapid turnover of inventory, daily management of storage rooms    Equal    Equal
Sales    Minimal SG&A costs    Weakness                        Equal
Service    Close door deliveries for special consumers, considerable warranty for products    Equal, but limited to consumers within the country                        Weakness

Company Skills / Capabilities
In the table above, it can be noted that Brookside has competitive advantage in many areas. The company employs its operations, management, sales and procurement benefits to acquire cost advantages, which are used in interlocking capabilities and skills. The company’s capabilities and skills in these areas outperform those of its rivals such as Daima and Fresha. However, the organization’s skills and capabilities in areas such as inbound and outbound logistics seem to match those of its rivals. Brookside’s operational efficiency is higher than those of its, rivals which explains the company’s ability to expand its activities to the three East African nations. Moreover, the company’s operational efficiency has enabled it to begin developing measures that are targeted at expanding its activities to South Sudan. Furthermore, the organization’s financial, technical and human capabilities and skills combine to enhance efficiency levels in procurement. As such, the company is placed at an advantage of purchasing supplies from farmers in bulk.  In addition, the firm’s warehouse potentials enable it to prevent losses that can arise from spoilage of milk, theft and pilferages. As a result, the company is placed in a suitable position of increasing its production volume and replacing its inventories (Pearce & Robinson, 2003). Brookside also possesses robust skills in R&D (Research and Development). The company focuses on the use of recent technologies, which ensure high production efficiency and value. The company has managed to employ its technology in the production of new product within the East African market such as the sweetened fermented milk. The discussed capabilities have significant implications on Brookside’s strengths, weaknesses, skill and capabilities. These issues are addressed in the section of implications of competitive analysis.
Implications of Competitive Analysis
Strengths: The company’s top three strengths are R&D, management and sales. Brookside’s second level strengths are service and procurement. On the other hand, the firm’s third level strengths are Human Resources, outbound logistics and inbound logistics. The organization has managed to harness these strengths in an effective manner, which has contributed to its significant success in the industry.
Weaknesses: Brookside’s major weakness lies in its overreliance on the East African market. Besides, the company depends on its domestic market (Kenya) for revenue generation. The company needs to focus on foreign markets, as well. Such an undertaking will help the company generate more revenues (Christensen, 2003). As a result, the company will continue creating more barriers to entry. As it stands, the firm dominates this industry. Furthermore, the organization has a weakness in obtaining all the milk supplied by farmers. This problem stems from the fact that many farmers are located in rural areas, which makes it difficult for their raw material (milk) to arrive in the factory in good condition. In relation to this, the company should focus in building many cooling and collection centers in various part of the country (Kenya) from where it sources its raw material.
Skills: Brookside obtains cost benefits from its value adding activities. The company’s potential is associated with its ability to respond to needs of buyers. As such, the company generates more revenues from the sale of value added products such sweetened fermented milk, which are not offered by its competitors (Ralston & Wilson, 2006). As such, the firm enjoys a competitive benefit in terms of satisfaction of consumers’ needs. This advantage has enabled the company attract many consumers, which has resulted into is larger market share relative to its rivals.
Capabilities: Brookside’ supply chain capabilities have a robust connection to the company’s procurement potentials. The company obtains cost and competitive benefits from its from bulk purchase that is makes from suppliers. In relation to this, the company obtains milk at lower prices, which contributes to its low costs of production.
Detailed SWOT Analysis
According toValentinov (2012), SWOT analysis helps the existing management to isolate the already existing resources and look for the critical for opportunities and strengths in order to control the internal weaknesses and guard the threats that attack the company from the outside. As such the company should use the SWOT analysis and analyzes the firm’s strength(S) to control the weaknesses (W), utilize the advantages of opportunity (O) and guard threats (T). SO strategies assess strengths to leverage opportunities. ST strategies seek to minimize threats. WO strategies manage weaknesses and leverage opportunities. WT strategies seek to minimize weaknesses and threats.
SO strategies: Strengths include high population and research and development. The livestock population in Kenya has evidenced the future of dairy industry.  A study carried by Gehani (2013)  revealed that livestock in Kenya is not any way near to be depleted as other natural resources hence the sustainability of the livestock will propel the existence of the dairy industry in Kenya and other parts of eastern Africa. Research and development can be used leverage opportunities such as cross breeding to increase the rate of milk production. High population can be used to create other branches of the company.
ST strategies: The first and the biggest threat of the company is competition. Other threats include milk vendors, low barrier to entry, and lack of knowledge for innovative culture. The company’s actions to defend the threats include producing quality products to maintain the customers. The company has formed organizations that should provide milk direct to customers without the vendors. Barrier to entry can only be put in the industry by improving the technology and training staff members to have the needed information and skills. Other plans include foreign exchange spot rates, polish product selection methods to match the current market inclinations, and expand overall membership base.
WO strategies:Weaknesses of the company include the poor state of the roads, fluctuation of the milk production, and inability to maintain the cold storage chain. The opportunities to mitigate the weaknesses include construction of good roads that connect farmers, company, and customers. Fluctuationof milk can be mitigated by production of milk powder. The company should use resources it has to make tankers that are refrigerated to maintain the cold storage.
WT strategies: Moving fast to establish new companies to other area of the country can minimize Brookside’s weaknesses and threats. The action plan consists of creating joint ventures in other parts of the country and increasing the gross profit margins toward the company’s operations. The state of the roads should be solved by construction of better roads in Githunguri and kiambu. The procurement channel will solve the threat of vendors and intermediate suppliers.
SCOT factor matrix
SCOT Factor Matrix examines skills (S) and capabilities (C) to take advantage of the opportunities (O), and to take control against threats (T). Capabilities and skills reside from Value Chain Analysis. Threats and opportunities are from the General Force Analysis and the Five Force Analysis (FFA). SO strategies use skills to leverage the opportunities while ST strategies minimize threats available.  CO strategies use capabilities to utilize opportunities while CT strategies minimize threats.
SO Strategies: Brookside’s include maintaining the operational effectiveness of the company to achieve better than the average of the company ratios and this can be levered by expanding the company’s branches outside Eastern Africa. Other skills include inclusion of unique packing bottles in the marker that are admirable.
ST strategies: Brookside’s skills such as research and development can be used to minimize the threats have been identified in five force analysis. The threats that include completion, milk vendors and, and fluctuation of milk. The skills forming the organizations can limit the effects of vendors in the market.
CO strategies: capabilities of the company include: putting another branch in Kiambu and other parts of Kenya; working day and night; offering high quality services. Brookside then should expand the company in other parts of the country to increase the customer base. Working day and night will enable the company to produce more products hence increasing the profits. High quality of services will increase the barrier of entry into the market by the new entrants.
CT Strategies: the capabilities of Brookside Company can be used to avert against the threats. When the branches are put in most parts of Kenya the company will realize a big customer base that is not shaken by entry of new companies. Production day and night facilitates the production of more products that are sources of substitutes. Quality products assure the customers of the services and defend the threats of the competition.
Key Success Factor Matrix Analysis
Key success factors matrix is a tool use to ensure capabilities and skills remain important for the future profitability of the company. The areas of weaknesses, shortages, and threats should be looked into while marinating the company’s the organizational strategic decision- making and culture. Brookside is highly reliant on quality service production to ensure profitability and commanding authority of the customers to prevent competition. In addition, the company works on the substitute of the milk, for example initiation of the ice-cream.
The key factors of the company include: 1) production of many products such as ice cream, yoghurt both thick and thin. 2) Operation on a 24 hour basis that increase the rate of productions. 3) Hiring trained personnel that ensure a rapid growth of the company through innovation and research. 4) Enhance of brand image and loyalty of the company.
Implication of analysis
One of the major weaknesses of Brookside Company is the state of the road in the country. Most of the company’s milk is collected in central part of Kenya from Githunguri farmers and Kiambu farmers association. The roads that lead to the company are not only dusty but also muddy when it rains. The dust has led to contamination of milk and on occasional the situations the Lorries have spent several night due to the muddy roads leading to the spoilage of the milk. This has affected the supply and the procurement of milk from farmers (Wayua et al., 2010). Additionally, the seasonal fluctuation of milk has been a major weakness of production in the company. Fluctuation of the milk has been affected by the climatic condition that is not predictable in Kenya hence proper planning has been handicapped.
Maintenance of cold chain storage from the company to the customers is still a major handicap. Normally milk is required be in a refrigerated condition right from the company up to the selves. The transportation system although have tried, there is still a big weakness in cold chain (Hughes & Ferrier, 2014). Finally, the majority of Kenyans farmers are still unaware of the scientific dairy farming that ensure regular supply of milk, and the knowledge of value ad clean milk production has not been use sufficiently applied. Utilizations of scientific knowledge would improve the milk production and animal productivity in areas that have poor milk production such as the lake region area.
Brookside Company has a number of opportunities in dairy industry in Kenya. First, the country has not been fully occupied by the dairy industries as well as eastern Africa. As the leading company in eastern Africa, the company has the opportunity to grow.  Gehanis’(2013) study show that 90% of the dairy industries are concentrated in central part of Kenya leaving other parts without any firm their own. As such the will expand such area and create jobs self-employment and opportunities (Dickson &Ginter, 2007). The company is going to utilize the economic growth that has been evidenced in Kenya. A report carried by central bank of Kenya and Synnovate Research Company reveals that the economic growth of Kenya has risen by 2% and is likely to grow (Hughes & Ferrier, 2014). With the increase in economic growth investment opportunities, there is increase in the spending activities of the people.
Another opportunity of the company is the demand for dairy product in the country.  Dairy products that include yoghurt, cheese, fresh milk, and milk powder have hit a high demand both in the country and outside the country that gives the company opportunity to expand and provide for what the customers demand. As said by the CEO “failure is never final, and success will never end. The company has some critical opportunities (Tough times for Kenyan dairy farmers, 2008). Another important opportunity is value addition. There is a scope for development, innovation, presentation and packaging of the materials. The steps are taken to introduce value added commodities such as ice cream, flavored milk. This will enhance flexibility in the market along with the chances in the field of building the brand (McDowell & Dick, 2013). Finally in value addition, the company is looking to infant, nutritionals and geriatric foods. Another opportunity is export potential, as among the leading dairy company in eastern Africa, efforts are put in place to make it chief exporter too. [Provide a discussion of implications found in this analysis: SWOT / SCOT and KSFs.]
Analyzing the Company Strategy
Strategy Type
Currently, the company’s business strategy is based on product differentiation. This strategy aims at making a company’s product different from those of its rivals. Brookside’s product differentiation is based on the cost value its commodities in relation to those offered by its rivals. As such, the company has managed to establish a perceived worth/value for its products among consumers (Garland, 2007). By producing various products with added values in terms of taste, the firm has managed to compete with its rivals in other areas apart from price. For instance, the company competes with its rivals in terms of quality of products, as opposed to prices.
Supporting Argument
The company’s focus on product differentiation is evident in the various product lines that its offers under certain products. For instance, in the line of yoghurt production, the company engages in the production of yoghurts with various flavors, which are packaged in distinct manner from competitors’ products. Some of the yoghurt flavors that the company offers are vanilla, strawberry and apricot among others. Taking into consideration the features associated with these products, the company charges different prices for them. The yoghurt with the apricot flavor is price highly as it happens to be unique from those products that are offered by the company’s competitors such as Daima and Fresha (Kenyan dairy buys into Ethiopian market, 2013). This undertaking has been adopted with the aim of ensuring that the company generates more revenues. The company should proceed with this strategy as it is line with its vision, mission, values and strategy, which are aimed at achieving high performance. Such an undertaking is vital in ensuring that the company continues to meet its consumers’ needs, which in turn will lead to increased profitability.
Analyzing the Company Strategy Moves
Relevant Strategy Moves
Strategic moves by businesses are often aimed at ensuring that organizations build competitive advantages (David, 2001). Brookside has been successful in employing its information systems in creating a competitive advantage in the market. For instance the company’s IT department has managed develop an active Facebook page on which the company posts its services, products and events. Besides, the company uses this page as platform on which its employees and consumers can interact and share views.
Brookside’s management should also focus on the aspect of cost in gaining a competitive advantage in the market. For instance, the company should reduce the prices of its differentiated products (David, 2001). Being that these products offer a higher quality than those of its rivals, reducing their prices will grant the company a competitive advantage over other firms within the industry. Implementation of this strategy should begin with a market research to help determine the price that would fit many buyers. The company should then develop appropriate measures to ensure that the cost of producing this product matches its returns. The last process should involve the reduction of the product’s price.
Supporting Argument
Currently, Brookside is selling its differentiated products such as the apricot yoghurt flavor at higher prices than other yoghurt flavors sold by its rivals. Despite this flavor being liked by consumers, most of them are unable to maintain its high cost, which denies the company revenues from such consumers. As such, reducing the price of this commodity will help the company gain revenues from these buyers, which will enhance the growth of the organization. This undertaking will also enable the organization to attract many consumers.
Alignment and Goals Analysis
Alignment Checklist and Unit Goals
Brookside should focus on developing strategic partnerships with international corporate. Such a move will help the company realize its objectives in en effective and efficient manner. International companies have the appropriate skills, knowledge and technologies that are required to attain high levels of performance (David, 2001). Formation of partnerships will ensure that Brookside gains a competitive advantage over other businesses in the industry, which have not attained this level.
Implementation of this strategy should begin with the execution of a market research on potential companies with which the firm can partner. The organization’s management should then proceed to determine the risks and options involved in making partnerships. This step should then be followed by making appropriate partnership arrangements, which should be concluded by the formation of partnerships.
Supporting Argument
Brookside’s goal and vision is to be the leading company in the region that offers high quality dairy products. The realization of this objective can be enhanced when the company establishes partnership with international companies. Such an undertaking will ensure that the organization obtains strategic skills, technologies, competencies and resources that will grant it a competitive advantage over its rivals. Integrating the company’s operations with those of international companies will enable the company improve its supply chain, thereby gaining a competitive advantage (Kenyan dairy buys into Ethiopian market, 2013). Moreover, such a move will help the company develop barriers to entry to other firms that might want to join the industry. At the moment, the company is not involved in any partnership with international companies. Therefore, the company’s management should focus on adopting such a strategy to enable the company realize its goals. This evaluation is in line with the previous analyses.
Action Plan Analysis
Relevant Action Plan
Development of an appropriate action plan should take into consideration the aspects of who, when and what. Besides, this process also takes into consideration the element of communication. In relation to the aspect of what, the company’s change will involve the formation of partnership with an international company. This step is aimed at ensuring that the company realizes its vision of being the leading producer of high quality dairy products in the region (Beinhocker, 2006). In relation to the aspect of who, the company’s board will be responsible for the identification and selection of an appropriate international company for the firm. This board will also be in charge of looking for appropriate funding for the project. In relation to the element of when, the execution of the change will commence two years from as the company, will have to strengthen its financial base prior to engagement in a partnership. The implementation of the change will require more financial resources, which will be obtained from external sources such as financial institutions. All the employees and other key stakeholders will be informed about the change prior to its implementation.
Supporting Argument
Action plan is vital in ensuring that organizational dreams are turned into reality. An action plans provides a suitable path towards the realization of an organization’s vision. The employment of this action plan will help the company realize its vision in an effective and efficient way. This approach will ensure that relevant parties are selected for implementation/execution of the change, and appropriate resources allocated for the execution of the change. Besides, it will help the company in identifying suitable sources of obtaining financial resources for the plan. It will also help the company select the appropriate time for the execution of the project. This analysis calls for amendments in the previous evaluations, which are incongruent with it.
Fitness Landscape Analysis
Description of Fitness Landscape and Analysis
A fitness landscape focuses on the description of the pattern or network of connections that historically and currently shapes the industry’s evolution in the form of peaks and valleys, which determines the general competitive environment. As such, fitness determines a firm’s survival against rivals. The fitness landscape is dynamic in that firms make decisions in a simultaneous manner, which contributes to the evolvement of the landscape (Christensen, 2004). Here, the objective of firms is often to navigate across the landscape in a logical and incremental manner with the aim of reaching the highest peak in an efficient way, while evading valleys. While the fitness landscape undergoes an evolvement, few larger firms and many smaller organizations face extinction. The ironical aspect of this scenario is that destruction of firms is as a result of cooperation and conflicts between parties exemplifying rational and autonomous decision-making.
Currently, the EAC (East Africa Community) dairy sector is perceived has having a significant potential for supply and demand growth. Currently, it is estimated that the regional output is 15% lower than the demand of consumers. The consumer demand is estimated to be 3.5% per year. In Kenya, the dairy farming happens to be the fastest growing among the three Eat Africa nations (Kenya, Uganda and Tanzania). As such, this industry has attracted various private sector players/participants. These players have been engaged in the formation/establishment of smallholder cooperatives. As a result, the sector has witnessed a rise or growth in commercialized milk output. Between 2002 and 2011, the sector witnessed a 150% growth (Kenyan dairy buys into Ethiopian market, 2013). Brookside happens to be the largest dairy company in Kenya. The company is increasingly focusing on South Sudan, Tanzania and Uganda.
Implications of Analysis
The East African dairy appears to be dominated by Brookside. The company has expanded its operations to various countries within this region. Some of these countries include Uganda, Tanzania and South Sudan. In the view of this evaluation, Brookside should continue to pursue its strategies as they keep the country on top of the industry in relation to market share.
Boid Analysis
“Boid Analysis” Systems Description and Analysis
Boid analysis is often aimed at establishing three primary principles that can be employed in explaining the behavior associated with the Dairy Industry in which Brookside operates. Besides, the establishment of these rules should be done in a conceptual and creative manner. In this evaluation, boids are considered homogenous agents/forces, which are autonomous units that interact with other forces/agents to yield an emerging entire system of models for firms. This whole system is known as the industry (Fisher, 2009). For agents to maintain order/balance in the industry, they should be involved in unscheduled interactions with a few of other forces/agents as they adhere to three primary behavioral rules discussed below:
1.    Matching promotion or pricing by developing flexible promotion or pricing structures. In relation to this, retailers/businesses should ensure that they comprehend their prices and adjust such in accordance to competition (Fisher, 2009). Brookside liaises with suppliers of raw milk for low prices, which helps the company in matching the price competitions in the market.
2.    Maintaining a consumer-driven focus by means of adding appropriate value onto the merchandise mix (Fisher, 2009). Brookside offers high quality commodities that meet the needs of various consumers. For instance, the company produces yoghurts of various flavors that meet the needs of different customers in the market. Moreover, the organization also offers fermented and fresh milk to meet the needs of difference buyers. For example the production of fermented milk enables the organization to meet the needs of lactose-intolerant consumers.
3.    Moving towards the adoption of global cultural transformations/changes by means of shaping and adapting to the preference changes of consumers. These changes should be specific, and the process of shaping and adapting to them should be in line with the country or culture that possess operating units (Fisher, 2009). Taking into consideration the fact that many consumers in the industry seem to prefer packaged and consumable dairy products, Brookside has adopted adequate measures to ensure that it produces such product as seen in the case of various flavors of yoghurt that are packaged I small volumes prior to their selling. The company also offers packaged fresh and fermented milk that are consumable. This trend is also embraced by Daima and Fresha that offer packaged yoghurt of various flavors. These companies also offer packaged fermented and fresh milk. In addition, KCC, which is a principle rival to Brookside, offers such products in the same manners as Daima, Fresha and Brookside
Implications of Analysis
Boid analysis has various implications on Brookside. This concept indicates that Brookside adheres to the three primary principles. The company is engaged in an active process of ensuring its pricing system matches that in the industry. Brookside achieves this goal by liaising with suppliers who offer the company raw milk at low prices. The organization also demonstrates actions that are focused on meeting consumers’ needs as seen in the production of packaged and consumable dairy products such as yoghurt of various flavors (Kenyan dairy buys into Ethiopian market, 2013). Other firms in the industry also employ this approach in executing their operations. However, their behaviors are neither complex nor dynamic. In relation to this, Brookside should focus on adopting measures that are aimed at moving it a step higher in terms of meeting consumer value. For instance, the company should integrate various promotional strategies such as taking its products at the “door of buyers”. Such an approach will help the company in gaining a competitive advantage in the market.
Industry Evolution Modeling
Industry Evolution Modeling Description and Analysis
The industry evolution modeling is associated with “Allen’s Fishing Experiment” and “Ray’s Computer Experiment”. “Allen’s Fishing Model” offers a framework that takes into consideration the aspects of complex behaviors and optimal information usage by forces that have the potential to uphold the sustainability of the entire system, but evade long-term approaches (Stacey, 2007). This framework advises the management to focus on defeating life-cycle manners/behaviors, as opposed to short-term gain maximization. Besides, it also proposes diversity, culture and risk taking become essential for sustainability and creativity to happen, but does not account accurately for exact human experiences. “Ray’s Computer Experiment” takes into consideration the industry evolution theory, which arises from the scope of heterogeneous forces, autonomous units that pursue various sets of principles to compete, and collaboratively evolve the whole system’s diversity. This evaluation/analysis aims at identifying the patterns of corporation and competition within the dairy industry, which has contributed to Brookside’s evolution.
Various groups such as stakeholders, consumers and other agencies are increasingly demonstrating environmental and social interest/concern for energy reduction, poverty, accumulating waste and resource depletion. In relation to this, measures that are aimed at promoting sustainability have been note to contribute significantly to the reversal of the devastating effects of the industrial era (Stacey, 2007). Moreover, such measures also enhance innovation and creativity alongside ensuring a viable future for organization. Brookside has been involved in various environmental campaign programmes in Kenya. The organization has been funding the local communities in issues concerning the conservation of nature/environment. This undertaking grants the firm a competitive advantage as it help the organization build a good reputation in the community and nation.
Most of the established companies in the industry seem to be involved in an active process of hiring diverse taskforce. Besides, these organizations are also involved in the production of diverse products. (Stacey, 2007) These approaches are aimed at ensuring that companies reach many buyers in the market. In the industry, Brookside has managed to reach more buyers than its rivals. The company is involved in the production of high volumes of quality milk products that are sold various parts of the country (Kenya) and East Africa. This advantage has enabled the company to employ more workers than its competitors. Besides, the company engages in the production of its products using advanced equipment. As a result, the company has managed to generate more revenue, which contributes significantly to its profitability.
Implications of Analysis
Since Brookside aims at achieving sustainability through its action, the company should continue to invest heavily in diversity in relation to its taskforce and products. The organization should ensure that develops an organizational culture that embraces environmental and social concern (Kenyan dairy buys into Ethiopian market, 2013). The company should employ its corporate values in ensuring that this goal is accomplished. Moreover, the company should continue funding environmental initiative as this undertaking is significant in ensuring that the organization continues impress the local community and public. As a result, the firm will continue winning many consumers. In addition, the firm’s management should continue investing in new technologies as this will grant it a competitive advantage over other firm in term of efficiency in production. However, Brookside should not overlook its rivals’ potentials as this may make the firm develop laxity, which may lead to its failure.  As such, the firm needs to continue investing in technology, environmental initiatives and increasing production capacity among others.
Life Cycle Assessment
LCA Modeling Description and Analysis
LCA refers to a strategic management device, which is employed in perceiving the bigger picture of complexity that surrounds firms. LCA focuses on the evaluation of the down threats and upstream environmental effects of services, products or organizational process from the starting to the ending phases, and beyond (Senge, Smith, Kruschwitz, Laur, & Schely 2008). The objective is to move beyond, which needs sustainable and recyclable end commodities to be made. LCA involves tracking technological breakthrough and comparing similar technologies with the aim of continuing to redesign services, products and organizational process. Besides, it aims at establishing an outline of materials, while at the same time developing a perspective, which includes multiple life cycle phases and various environmental concerns. LCA modeling is significant in addressing issues such as reduction of carbon footprints, which is often advocated for by the society. Looking at the bigger picture calls for a focus on the value developed and for whom it is created. According to this modeling, potential wastes are considered resources (Senge, Smith, Kruschwitz, Laur, & Schely 2008). The modeling also focuses on determining how the inefficiency experienced in one can result into inefficiency in other areas.
The LCA modeling focuses on the identification of byproducts created, resources extracted, material employed in services and how waste materials are treated. This model accomplishes this goal by tracking downstream to upstream and left to right for these elements. Brookside’s downstream and upstream processes are associated with value adding activities, which help in the development of platform for services and goods. The organization ensures that these processes are viable by incorporating sustainable measures at every stage.  In the firm’s upstream processes, the company aims at reducing the carbon footprints by engaging in measures such as recycling of used water, spoilt milk and damaged packaging materials. Spoilt milk is recycled and sold to farmers who feed it to their calf. This undertaking promoted sustainability in that the milk production on the art of farmers is enhanced as many claves do not sulk, but depends on the recycled milk, which is bought from the firm. Furthermore, the company is also involved in developing a project, which is aimed at harnessing biomass energy. In the downstream process, the organization is also involved in educating farmers on good practices of handling milk such as avoidance of using prohibited chemicals such as hydrogen peroxide (Kenyan dairy buys into Ethiopian market, 2013). Some farmers/suppliers often add hydrogen peroxide to milk with the aim of increasing the milk’s shelf life or durability. This practice is considered illegal as hydrogen peroxide has been found to be harmful to human health. As such, Brookside ensures that farmers to not embrace this practice.  The organization is also involved in funding community initiatives, which are targeted at environmental conservation.
Implications of Analysis
The LCA modeling takes into consideration the future threats that are associated with natural resource inputs, and searches for appropriate solutions or alternative to address this problem. Taking this aspect into consideration, the Brookside focuses on measures that are aimed at the accomplishment of sustainability. The firm achieves this goal by ensuring that its downstream and upstream processes have minimum impact on the environment (Senge, Smith, Kruschwitz, Laur, & Schely 2008). Moreover, the company is focused on seeking appropriate methods that can enable it go beyond as seen in the firm’s engagement in a project, which is aimed at ensuring that the company harnesses energy from biomass. This undertaking is significant in ensuring that the organization’s strategy is line with the LCS modeling.
Compliance to Innovation Analysis
Compliance to Innovation Description and Analysis
Five principle stages can be employed in the determination of a firm’s compliance to innovation. The initial/first two levels are non-compliance with stakeholders or laws (stage 1) and compliance to stakeholders’ pressure and regulation (stage 2). The next three phases include proactive (Stage 2), moving beyond compliance/adherence to strengthen social legitimacy and reputation (stage 3) and incorporating sustainable views into strategic planning (stage 4) and aligning the firm’s core values and mission with the aspect of sustainability (stage 5) (Senge, Smith, Kruschwitz, Laur, & Schely 2008)
Some organizations often face problems complying with the law or stakeholders’ pressures. As such, such firms always face challenges complying with innovation. Brookside happens to be compliant to stakeholders’ pressure and regulations. The company engages in various measures that reveal its level of compliance with the law. For instance, the organization is involved in teaching/educating farmers/suppliers on the significance of ensuring the safety of milk by not embracing actions such incorporating hydrogen peroxide in the milk. The aspect of adding hydrogen peroxide in the milk is abolished. Therefore, by encouraging farmers to shun away such actions, Brookside demonstrates a high level of compliance to the law. Brookside ensures that it recycles damaged packages and sells to other parties, which use such packages for various purposes. As such, the firm helps in minimizing carbon footprints that are often increased by dumping such wastes in the environment (Senge, Smith, Kruschwitz, Laur, & Schely 2008). In addition, the company also adheres to the regulations concerning environmental preservation. The company is involved in measures that are aimed at minimizing the negative impacts of its production process on the environment . For example, the firm ensures that damaged packages and spoilt milk are recycled and employed in the realization of economic gain by being sold.
Brookside is also involved in funding of various interventions that are aimed at ensuring the conservation of the environment. For instance, the company funds the local community in projects that are aimed at conserving the environment such as tree planting. This approach has enabled the company to gain fame in the local community. Besides, this undertaking has enabled the firm to gain popularity in the entire nation. Furthermore, the company demonstrates actions that reveal its commitment to the safety of the environment. The firm focuses on establishing a biomass plant with the aim of using bio-energy, as opposed to hydroelectricity. Bio-energy is more efficient and sustainable than hydroelectricity. Such measures reveal clearly that Brookside values laws.
Implications of Analysis
It can be noted that Brookside has managed to be successful in embracing the bigger picture. In the current time, the organization seems to enjoy greater benefits, which are associated with the company’s ability to perceive at the bigger picture/image. In relation to the compliance to innovation evaluation, it can be argued that Brookside see to function at the fifth stage of the assessment. According to this stage, a firm’s compliance to innovation can be determined based on its ability to align its core values and mission/objectives with the aspect of sustainability (Senge, Smith, Kruschwitz, Laur, & Schely 2008). In relation to this, Brookside can be considered compliant to innovation, the company has managed to align its core values and mission with the aspect of sustainability in various ways. The company’s actions seem to embrace the significance of environment in the execution of businesses operation. Brookside has managed to meet the needs of various stakeholders such as government, suppliers and consumers by engaging in sustainable activities. As such, the organization has continued dominating the market. Thus, the company should continue embracing such measure for it to continue dominating the market.
Sustainable Value Framework Analysis
Detailed Analysis of All Four Quadrants
Long-term effects associated with environmental and social changes have been noted to contribute to the development of an unsustainable future for humans. Taking this aspect into consideration, there is a strong need to integrate the aspect of sustainability into strategic planning as such an undertaking can lead to the realization of an immediate value. Sustainable value framework assessment helps in illustrating a company’s target towards the development of a sustainable value.
This model takes into consideration the external and internal focus for both the present and future, which are significant in road-mapping an approach/strategy, its pay off and drivers for excellence. In relation to the future focus of a company, the internal approach takes into consideration the reduction of carbon footprints, creation of cleaner technology and avoidance of environmental hindrances (Kenyan dairy buys into Ethiopian market, 2013). Here, payoffs include social legitimacy and reputation. On the other hand, the future focus of external strategy involves handling issues such as resource depletion, poverty and climate change. Here, payoffs include the trajectory associated with sustainable growth.
Brookside’s sustainable value framework takes into consideration the identification or recognition of approaches that the potential to ensure a viable future. The company’s internal approach for environmental pollution involves the recycling of waste materials such as spoilt milk, damaged packages and used water. In relation to this, the firm’s payoffs are manifested in the form of economic or financial benefits realized from the sale of recycled milk and packages. Besides, the recycling of used water ensures that the organization saves the cost of water. Moreover, the company’s concern for the interests of various stakeholders has earned it a good reputation as seen in the funding of environmental initiatives such as tree planting. The company also develops differentiated products that meet the needs of consumers as in the case of various flavors of yoghurt and sweetened fermented milk (Kenyan dairy buys into Ethiopian market, 2013). The organization’s future clean technology involves the construction of a biomass plant for the production of energy, as opposed to the reliance on hydroelectric power. Here, the payoff includes innovative energy or power generation that strengthens the company’s future positioning in terms of viability.
Table 2
Sustainable Value Framework
Tomorrow    Today
External    Strategy: sustainability vision as in the funding of environmental initiative for the local community with the aim of enhancing relations.
Payoff:  sustainable activities for long-term viability and  development/growth    Strategy: Commodity stewardship as seen in the production of differentiated products such as various flavors of yoghurt and sweetened fermented milk.
Payoff: increased reputation among consumers and retailers.
Internal    Strategy: Clean technology as seen in the construction of a biomass plant, which is aimed at generating energy or power.
Payoff: Innovative power or energy that strengthens the firm’s positioning in terms of viability, saving the cost of energy.    Strategy: Avoidance of pollution as in the recycling of used water, spoilt milk and damaged packages.
Payoff: Financial or economic gains realized from the sale of recycled products such as spoilt milk and damaged packaged, saving the cost of water.

Argument in Support of Conclusions
Brookside’s focus on the aspect of sustainability is associated with the company’s concern for the environment. The company is involved in many activities that demonstrate its concern for sustainability. The organization is involved in the funding of environmental initiatives for the local community such as tree planting (Cheng’ole, Kimenye, & Mbogoh, 2003). This undertaking reveals the firm’s concern for the environment and public. Besides, the company is involved in the prevention of pollution, which is significant in reducing carbon footprints. In relation to this, the company is involved in the recycling of used water, spilt milk and damaged packages. In addition, Brookside is involved in the construction of biomass, which is aimed at the generation of clean energy. As such, the company’s strategies are inclined towards sustainability.
Implications of Analysis
Taking into consideration the benefits that are associated with embracing sustainable measures, firms should ensure that they adopt such steps. Brookside has been active in embracing measures that are aimed at enhancing sustainability. These undertakings have been beneficial to the firm in many ways. The company has managed to earn a good reputation among retailers, consumer and other stakeholders. Establishing a sustainable value/worth happens to be an environmental and social challenge for many organizations that seek a profitable and viable and future. As such, there is a robust need for Brookside to continue pursuing its initiatives, which are aimed at ensuring sustainability.
Conclusions
Brookside has been successful in executing its operation in the dairy industry in which it operates. The organization’s management has succeeded in aligning its activities and strategies with its goals, mission and vision. Besides, Brookside focuses on the realization of a sustainable future, which has made the firm to embraces measures that friendly to the environment. The firm has succeeded in securing a larger market share in the industry. This success is linked to the competitive advantage that the company enjoys in various areas. The company focuses on innovation, which has enabled it to develop products that meet the needs of various consumers. Furthermore, the company has robust financial position that helps the firm purchase products in bulk. As a result, the organization’s production costs are low, thereby contributing to its profitability. Establishing partnerships holds a bright future for the company in relation to expanding its market coverage within the region. This goal can be accomplished when the firm’s management adopts the action plan that has been discussed in the paper.

References
Beinhocker, E.D. (2006). The origin of wealth: Evolution, complexity, and the radical remaking of economics. Boston: Harvard Business School.
Christensen, C.M., & Raynor, M.E. (2003). The innovator’s solution: Creating and sustaining successful growth. Boston: Harvard Business School Press.
Christensen, C.M. (2004). Seeing what’s next: Using the theories of innovation to predict industry change. Boston: Harvard Business School Press.
Cheng’ole, J. M., Kimenye, L. N., &Mbogoh, S. G. (2003). Engendered Analysis of the Socioeconomic Factors Affecting Smallholder Dairy Productivity: Experience from Kenya. Journal Of Sustainable Agriculture, 22(4), 111-123.
David, F.R. (2001). Strategic management: Concepts and cases 8th Ed. Upper Saddle River, NJ: Prentice Hall.
Darvish, H., & Zahra Najafi, T. (2014).A Study on the Relationship between Succession Planning and Strategic Planning. Case Study: Payame Noor University of Aleshtar. Economic Insights – Trends & Challenges, 66(1), 11-24
Dickson, P. R., &Ginter, J. L. (2007).Market Segmentation, Product Differentiation, and Marketing Strategy. Journal Of Marketing,51(2), 1-10.
Garland, E. (2007). Future inc.: How business can anticipate and profit from what’s next. New York: AMACON.
Gehani, R. (2013). Innovative Strategic Leader Transforming From a Low-Cost Strategy to Product Differentiation Strategy. Journal Of Technology Management & Innovation, 8(2), 144-155
Hughes-Morgan, M., & Ferrier, W. J. (2014).Competitive Action Repertoires and Stock Risk. Journal Of Managerial Issues, 26(1), 55-69
Kenyan dairy buys into Ethiopian market. (2013). Dairy Industries International, 78(12), 8.
Nicholson, C. F., Thornton, P. K., &Muinga, R. W. (2004). Household-level Impacts of Dairy Cow Ownership in Coastal Kenya.JournalOf Agricultural Economics, 55(2), 175-195.
Pearce, J.A., & Robinson, R.B. (2003). Strategic management: Formulation, implementation, and control. Boston: McGraw-Hill.
Ralston, B., & Wilson, I. (2006). The scenario planning handbook: Developing strategies in uncertain times. Mason, OH: Thomson South-Western.
Richards, C. (2004). Certain to win. Xlibris Corporation.
Senge, P., Smith, B., Kruschwitz, N., Laur, J., & Schely, S. (2008). The necessary revolution: How individuals and organizations are working together to create a sustainable world. New York: Doubleday.
Stacey, R.D. (2007). Strategic management and organizational dynamics: The challenge of complexity. London: FT Prentice-Hall.
Tough times for Kenyan dairy farmers.(2008). Dairy Industries International, 73(7), 11.
Valentinov, V. (2012). System-Environment Relations in the Theories of Open and Autopoietic Systems: Implications for Critical Systems Thinking. Systemic Practice & Action Research, 25(6), 537-542.
Wayua, F. O., Okoth, M. W., &Wangoh, J. J. (2012).Survey Of Postharvest Handling, Preservation And Processing Practices Along The Camel Milk Chain In Isiolo District, Kenya. African Journal Of Food, Agriculture, Nutrition & Development, 12(7), 6897-6912.