Mr. Luis Coromina Unzueta CEO - Table Of Contents Presentati

Mr Luis Coromina Unzueta Ceotable Of Contents Presentation The Com

Mr. Luis Coromina Unzueta, CEO Table of contents • Presentation • The company • Market definition • Clients • Products Facilities • Finance overview • Internationalization 11/02/2020 Farinera Coromina Flour Mill Presentation • BA in Business Administration at ESADE Barcelona • Strategic consultant at Oliver Wyman Madrid • Founder of 2 start-ups: Mycd Music ThinkLight-Insolit: • CEO at Farinera Coromina Agri-Energia since 2013: • Board member at TEISA Bus • 11/02/2020 Farinera Coromina Flour Mill Company overview • Agri-Energia Group was founded in Banyoles in 1897 by the Coromina family. • Originally Farinera Coromina flour mill and Agrienergia dedicated to production, distribution and commercialization of electricity • Further ventures such us TEISA 1920 and AGBANY • Revenue > 50M€ • > 300 professionals 11/02/2020 Farinera Coromina Flour Mill 4 • Farinera Coromina flour mill: we help artisan bakers differentiate their business and spread quality, flavorful and healthy bread across society • Revenue >13.500.000 € • 40.000 tones of wheat processed • Team of 50 professionals Link to video: Company overview 11/02/2020 Farinera Coromina Flour Mill 5 Company overview • Lluàs Coromina Foundation: people, animals and arts 11/02/2020 Farinera Coromina Flour Mill 6 Company overview • Family company • Culture oriented to: ➢ communication ➢ team work ➢ Innovation-Intrapreneurship 11/02/2020 Farinera Coromina Flour Mill 7 Market definition Spanish market • Around 100 flour mills in Spain • >4.000.000 tones of wheat processed • Market size >1.500 M€ • Overcapacity thus low profitability 11/02/2020 Farinera Coromina Flour Mill 8 Marketing strategy • Sales agents • Fairs • Digital: website, Instagram and Facebook • Sponsoring artisan bread events such as “La Ruta Española del Buen Pan” 11/02/2020 Farinera Coromina Flour Mill 9 Marketing strategy Client segmentation Small Artisan Baker • From 1 to 5 bakeries • Artisan production • Needs to differentiate his products from the retail channels • Format: 25kg bags • Involved in all the key processes (production, sales, HR…) thus needs help from suppliers 11/02/2020 Farinera Coromina Flour Mill 10 Marketing strategy Client segmentation Medium sized baker • Up to 30 bakeries or important distribution network • More type of a business man • Format: bulk and 25kg bags • Automated production with human intervention • Needs to differentiate his products from the retail channels • Involved in some key processes 11/02/2020 Farinera Coromina Flour Mill 11 Products TRADITIONAL • Bread flour • Pastry flour • Cakes flour • Biscuit flour INNOVATIVE • Organic • Specials Can Trull • Whole wheat • Other cereals (rye, spelt…) 11/02/2020 Farinera Coromina Flour Mill 12 Products Stone-milled flours from Moulin de Colagne (Lozère, France) Exclusive distribution agreement for top quality stone-milled flours: wheat, spelt and rye, both conventional and organic 11/02/2020 Farinera Coromina Flour Mill 13 Competitive advantages • Wheat quality and origin • Mixing • Quality • Product differentiation (organic, stone-milled, specials…) • Technical assessment 11/02/2020 Farinera Coromina Flour Mill 14 Facilities • Flour mill: wheat intake, milling, bagging • Quality laboratory • Bakery • Offices 11/02/2020 Farinera Coromina Flour Mill 15 Finance overview • Typical P&L of a European Flour Mill 11/02/2020 Farinera Coromina Flour Mill 16 • Entry barrier: Capital expenditures • High financing needs: clients, stocks • Volume vs niche Finance overview • Investments: 1. Efficiency 2. Industry 4.0 Automation Big Data IoT 11/02/2020 Farinera Coromina Flour Mill 17 Internationalization • Real international cases: 1. France 2. New York, USA 3. Gulf of Guinea • Challenges for new markets: • Tariffs • Local laws • Payment terms • Logistics: direct or distributor? • How to acquire clients: Fairs? Digital? 11/02/2020 Farinera Coromina Flour Mill 18 Contacto THANK YOU and... choose your bread! 11/02/2020 Farinera Coromina Flour Mill 19 International Entrepreneurship 6GN502 CW2 – Critical Evaluation & Reflection Template Student No.: Critical Evaluation Select and critically evaluate one model, framework or theory which you have used in CW1. You will need to include robust, academic references to support your critical evaluation and demonstrate academic underpinning (eg academic journal articles, textbooks). Ideally, these sources should not be journalistic or web based, and should be presented using Harvard referencing. Use the template below and approx. 750 words. Model, Framework or Theory to be critically evaluated: Diagram of Model, Framework or Theory (if appropriate): Critical Evaluation: (Approx. 750 words) References: [This part of report worth 20%] Reflection Reflect on the following question: · How has the formative feedback you have received during the module influenced your approach to learning and how has that feedback helped you (or not) to apply your international entrepreneurship models, frameworks and/or theories? You will need to include robust, academic references to support your reflections and demonstrate academic underpinning (eg academic journal articles, textbooks). Ideally, these sources should not be journalistic or web based, and should be presented using Harvard referencing. Use the template below and approx. 750 words. (NB: It is recommended that the 750 words are split relatively evenly across the What, So What and Now What sections). What? Go back over your formative feedback, approaches to learning and international entrepreneurship experience during the module (positive and/or negative), select areas to focus on and identify what happened. What academic content underpins your description? This is the descriptive foundation of your reflection and is a divergent approach to generate ideas, detail content and reconstruct events. (Approx. 250 words) So What? Describing your experience is not enough – you need to analyse things in detail from different angles to try and make sense of your experience and work out why this is significant. What have you learnt at a deeper level? What do you now understand about yourself in relation to the issue? How does your experience relate to theory? What does the formative feedback received mean for your approach to learning and the application of your international entrepreneurship models, frameworks and/or theories? This is a convergent approach to analyse your experience from a variety of perspectives. (Approx. 250 words) Now What?

Now that you have a better understanding of your experience, what will you do with the insights gained into formative feedback, your approach to learning and the application of your international entrepreneurship models, frameworks and/or theories? How will you be different? Or do things differently? What worked well that you could use again or adapt in the future? What should you avoid and why?

Distil the most relevant lessons and determine how and where they can be applied. (Approx. 250 words) References: [This part of report worth 20%]

Paper For Above instruction

The assignment provided involves a comprehensive critical evaluation and reflection on the application of models, frameworks, or theories within the context of international entrepreneurship, specifically related to the case study of Farinera Coromina Flour Mill. The core task is to select one relevant academic model or framework from CW1 and critically examine its strengths, weaknesses, and relevance, supported by scholarly references. Additionally, the assignment asks for a robust reflection on how formative feedback has influenced the learner's approach to applying these models and theories during the module, employing a structured approach of What, So What, and Now What.

Critical Evaluation of the Chosen Model/Framework

For this exercise, the Resource-Based View (RBV) of the firm will be critically analyzed. The RBV posits that a company's sustained competitive advantage derives primarily from its internal resources and capabilities that are valuable, rare, inimitable, and non-substitutable (Barney, 1991). This model is particularly relevant for Farinera Coromina, as its competitive advantages revolve around unique qualities such as wheat origin, specialized milling techniques, and product differentiation strategies like organic and stone-milled options. The RBV provides a useful lens to understand how these internal resources underpin competitive advantage and sustainable growth.

One key strength of the RBV is its emphasis on internal resources rather than external market conditions, which aligns well with the family-owned, culture-driven structure of Farinera Coromina. These resources, such as high-quality wheat sourcing and advanced milling technology, are inimitable and difficult for competitors to replicate (Peteraf, 1993). The focus on intangible assets like brand reputation, technical assessments, and product differentiation further supports this perspective, emphasizing the importance of leveraging unique internal strengths.

However, critics argue that the RBV underestimates the importance of external factors such as market dynamics, legal environments, and technological changes. For instance, adopting Industry 4.0 automation and big data solutions as part of the firm's strategic development suggests that external technological trends significantly influence competitive positioning (Teece, 2014). Moreover, the model's assumption that internal resources are always a source of advantage may overlook the necessity of dynamic capabilities—the ability to reconfigure resources in response to external changes (Teece et al., 1997). For Farinera Coromina, rapid technological evolution and international expansion efforts may require capabilities beyond static internal resources.

In addition, the RBV has limitations in explaining how firms can sustain competitive advantage in rapidly changing global markets, especially considering the challenges posed by tariffs, local laws, and logistical issues in internationalization. While internal resources are critical, success also depends on external factors such as market entry strategies and adaptability—areas where the VRIO framework (Value, Rarity, Imitability, Organization) can extend the RBV to better address these complexities (Barney, 1997).

Reflection on the Influence of Formative Feedback

Feedback received during the course highlighted the importance of dynamic capabilities and external environmental scanning in international entrepreneurship strategies. Initially, my approach leaned heavily on internal strengths, consistent with the RBV, but the feedback emphasized the need to integrate external market forces more explicitly. This prompted a shift toward adopting theories that account for environmental dynamism, such as the PESTEL analysis and the dynamic capabilities framework (Eisenhardt & Martin, 2000).

This feedback also clarified that a balanced perspective, combining internal resources with external opportunities and threats, is crucial in developing resilient international strategies. For example, understanding tariffs, local laws, and logistical challenges has now become integral to my strategic thinking, aligning with the notion from the resource-based perspective that sustainable advantage depends on both internal resources and external market positioning. The iterative process of receiving feedback and adjusting my academic approach has reinforced the importance of flexibility and continuous learning in international entrepreneurship.

Application of Insights in Future Practice

Building on these insights, I plan to adopt a more holistic approach to strategic analysis, integrating the RBV with external analysis tools like PESTEL and industry-specific frameworks such as Porter’s Five Forces. Recognizing the importance of dynamic capabilities, I will focus on developing an organizational capacity to adapt and reconfigure resources rapidly in response to external changes, especially when entering new international markets.

In future efforts, I will prioritize ongoing environmental scanning, stakeholder engagement, and agility in strategy formulation—lessening reliance solely on internal strengths. This approach will help address challenges such as tariffs, legal restrictions, and logistics—areas where external understanding is vital for success. Additionally, I will cultivate a mindset of continuous learning, embracing formative feedback as a vital component of professional growth, enabling me to refine my strategic thinking progressively.

References

• Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.
• Barney, J. (1997). Gaining and Sustaining Competitive Advantage. Addison-Wesley.
• Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10-11), 1105-1121.
• Peteraf, M. A. (1993). The cornerstones of competitive advantage: a resource-based view. Strategic Management Journal, 14(3), 179-191.
• Teece, D. J. (2014). Dynamic Capabilities and Strategic Management: Organizing for Innovation and Growth. Oxford University Press.
• Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509–533.