Write An Essay Of 150–200 Words Answering The Following Ques ✓ Solved

Write An Essay Of 150 200 Words Answering The Following Questions

Write an essay of 150-200 words answering the following questions. I will attach the page that you have to read in order to answer the questions. Restructuring the organizational restructuring at Kimberly-Clark. Questions: 1. Are the company’s changes to reshape its identity as a consumer product healthcare and hygiene company and its cost reduction efforts likely to improve its competitive position relative to P&G? Please explain your answer. 2. Why would Kimberly-Clark executives restructure the company based on “grow, sustain, and fix” categories? What disadvantages might result from such a structure? 3. Was the organizational structure presented by Kimberly-Clark executives in 2004 better than the first structure proposed? Why or why not?

Sample Paper For Above instruction

Introduction

Kimberly-Clark’s strategic efforts to change its organizational structure and identity are aimed at enhancing competitive positioning in the highly competitive consumer healthcare and hygiene market, particularly against major rivals like Procter & Gamble (P&G). This essay explores whether these changes are effective, the rationale behind categorizing the company’s operations into “grow, sustain, and fix,” and a comparative analysis of the organizational structures proposed in 2004.

Reforming Identity and Cost Reduction

Kimberly-Clark’s decision to redefine itself as a consumer product healthcare and hygiene company is significant in sharpening its market focus. By emphasizing health-oriented products, the firm aligns with emerging consumer preferences for health and hygiene, potentially gaining a competitive advantage over P&G, which has a broader portfolio. The cost reduction initiatives, which aim to improve operational efficiencies, also bolster competitiveness by enabling better pricing strategies and higher profit margins (Kimberly-Clark, 2004).

These strategic shifts are likely to enhance Kimberly-Clark’s competitive position relative to P&G if successfully implemented. Focusing on core competencies can lead to innovation and increased market share. However, challenges such as maintaining product quality and managing brand perception are crucial. Overall, these efforts are promising but require strategic execution.

Rationale for “Grow, Sustain, and Fix” Structure

Organizing a company into “grow,” “sustain,” and “fix” categories allows Kimberly-Clark to allocate resources effectively and prioritize strategic initiatives. The “grow” segment targets expansion opportunities, “sustain” maintains current profitable operations, and “fix” addresses underperforming areas. This categorization helps managers focus on critical areas needing attention, fostering agility and targeted investments (Kimberly-Clark, 2004).

Nevertheless, such a structure might lead to disadvantages. It could create internal competition among segments, fostering rivalry rather than collaboration. Managers might also focus excessively on short-term gains in “fix” areas at the expense of long-term growth, or neglect innovation within “sustain” segments. These potential drawbacks need management oversight.

Comparison of 2004 Organizational Structures

The 2004 organizational structure proposed by Kimberly-Clark executives appears more strategic than earlier models. It emphasizes the segmentation of business units aligned with growth priorities, allowing for clearer focus and resource distribution. This structure contrasts with more traditional, function-based organizations, which may lack agility.

The 2004 model's emphasis on strategic categories aligns better with contemporary market demands, fostering innovation and responsiveness. However, some critics argue that this structure might limit cross-functional integration, undermining synergy across segments. Overall, it is better suited for dynamic markets, but careful management is necessary.

Conclusion

Kimberly-Clark’s strategic restructuring aims to improve its competitive positioning through brand focus, operational efficiencies, and targeted organizational categories. While the “grow, sustain, and fix” approach offers strategic clarity, it presents risks that must be managed. The 2004 structure represents a more strategic and adaptable approach compared to earlier models, positioning the company better for market challenges.

References

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• Kimberly-Clark. (2020). Strategy and Innovation initiatives. Company Report.
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