To Launch The Rich Dialogue Of What Is Expected Throu 872103

To Launch The Rich Dialogue Of What Is Expected Throughout This Course

To launch the rich dialogue of what is expected throughout this course, choose a company that has been recognized recently as successful and is located in Saudi Arabia. Then, in an original post, present well-written answers to the following questions: Identify the organization and its ownership. Describe the organization’s products/services. Describe the organization’s strategy (how does it create value). How does Saudi Vision 2030 impact the organization’s strategy? Be specific. How does the organization’s strategies support Saudi Vision 2030? Embed course material concepts, principles, and theories (require supporting citations) in your initial response along with at least one scholarly, peer-reviewed journal article. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references. Use Saudi Electronic University academic writing standards and APA style guidelines.

Paper For Above instruction

The selected organization for this analysis is Almarai Company, one of the most successful food and beverage companies in Saudi Arabia. Almarai has distinguished itself through its focus on dairy products, juices, and other food items, serving a broad consumer base across the Middle East since its inception. The company is privately owned by the Al Subeaih family, which retains significant controlling interest, ensuring long-term strategic planning aligned with national economic goals.

Almarai’s core products include milk, dairy-based beverages, juices, bakery, and poultry products. Its diversified product portfolio caters to the growing demand for health-conscious and convenience foods among Saudi consumers, positioning the company as a leader in the region’s fast-moving consumer goods (FMCG) sector. The organization's strategy centers on vertical integration, innovation, quality assurance, and extensive distribution networks. These strategies create value by ensuring product quality, maintaining cost efficiency, and expanding market reach, which strengthen its competitive advantage.

Saudi Vision 2030 profoundly influences Almarai’s strategic direction. This national blueprint aims for economic diversification and sustainability, reducing reliance on oil revenues and fostering a knowledge-based economy. For instance, Vision 2030 promotes local manufacturing and agricultural productivity, aligning with Almarai’s emphasis on innovation and local sourcing. As part of this national initiative, Almarai has adopted advanced agricultural technologies and sustainable practices to improve food security and environmental stewardship, supporting Vision 2030’s sustainability ambitions.

Furthermore, Almarai’s strategies support Vision 2030 by promoting economic diversification, private sector growth, and job creation. The company invests heavily in technology and innovation, helping modernize traditional agricultural practices, aligning with the vision’s goal of fostering a competitive, innovative economy. Its emphasis on quality and safety standards also caters to the vision’s goal of becoming a globally recognized hub for high-quality food production. The organization’s efforts in sustainable farming, water conservation, and waste management directly contribute to the vision's environmental sustainability objectives.

The alignment of Almarai’s strategic initiatives with Saudi Vision 2030 is supported by theories of strategic management, such as Porter’s Five Forces, which help analyze industry attractiveness and competitive positioning (Porter, 1980). Applying resource-based view (RBV), Almarai leverages unique internal resources like brand reputation and technological capabilities to sustain competitive advantage (Barney, 1991). The company's emphasis on innovation and local sourcing resonates with the innovation-based theory, emphasizing the importance of continuous improvement and adaptation to external changes in a developing economy.

Research by Al-Ghamdi and Alqahtani (2020) highlights how corporate strategies aligned with national development goals foster sustainable growth. Their findings suggest that companies like Almarai, which integrate Vision 2030’s pillars into their strategic planning, are better positioned to capitalize on emerging opportunities and mitigate risks associated with economic transition.

In conclusion, Almarai exemplifies a Saudi Arabian company whose strategic orientation closely aligns with the objectives of Saudi Vision 2030. Its focus on innovation, sustainability, and local development supports the national agenda of economic diversification and environmental responsibility. The integration of course material concepts like Porter’s Five Forces, resource-based view, and innovation theory not only elucidates Almarai’s strategic approach but also demonstrates the practical application of academic principles to real-world successful organizations operating within Saudi Arabia’s evolving economic landscape.

References

- Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

- Al-Ghamdi, S. G., & Alqahtani, H. (2020). Strategic alignment and corporate sustainability in Saudi Arabia: The case of private sector companies. Journal of Business Research, 122, 303–312.

- Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.

- Al-Ghamdi, S. G., & Alqahtani, H. (2020). Strategic alignment and corporate sustainability in Saudi Arabia: The case of private sector companies. Journal of Business Research, 122, 303–312.

- Saudi Vision 2030. (2016). Kingdom of Saudi Arabia. https://vision2030.gov.sa/

- Almarai Company. (2023). Annual Report 2022. Almarai. https://www.almarai.com/en/investor-relations/

- Ministry of Economy and Planning, Saudi Arabia. (2022). Strategic Planning and Development. https://mep.gov.sa/

- Khouja, M., & Abbas, R. (2021). Sustainable supply chain management in Saudi Arabia. Sustainability, 13(15), 8338.

- Hassan, O. (2022). Innovation strategies in Saudi Arabian food companies. Journal of Innovation and Entrepreneurship, 11(1), 1–20.

- Saudi Digital Library. (2023). Advanced scholarly search. Saudi Electronic University.