Greg Stamboulidis

 Greg Stamboulidis Essay

1) Characterise the development of Greg Stamboulidis's corporate going In 1985, Greg Stamboulidis bought a tiny fish firm from an old man in that case named this Stambos. When he bought it, the profit margin of that company was low. At that time, Greg focused on offering shark to his clients and he still employed the same technique as the prior owner: he purchased his fish supplies early in the mornings from the Melbourne marketplaces and held a slim business with all the profit margins of only 10% - 15%. (1) Greg had many obstacles: the costs of shark was rising from AUD$3. 50 to AUD$9. 00 between 1985 and 2006 (2) while shark source was shaky, a lot of competitors, excessive labour costs and variability in the quality of item, that's why Greg had to get some new items in order to survive. He hand picked the " price leadership strategy which is " an integrated set of actions made to produce or perhaps deliver goods or services at the lowest cost, relative to competition, with features that are appropriate to customers” (3) to bring his products to customers with the lowest price. First of all, Greg attempted to find shark supplies in Singapore, Philippin and Malaysia because in those countries, they just used shark fins and wish to sell the rest of the shark human body at appropriate price nevertheless the problem was the shark systems were not gutted. That's why Greg chose Affrica as the very best source of supply. With the selling price at only AUD$3. 00 every kilogram, Affrica gave Stambos the 1st competitive benefit against the neighborhood competitors. Greg started his supply chain in 95 by doing business with some smaller sized suppliers including Chile and New Zealand in order to improve Stambos's competitive advantage since the unstable governmental policies of Affrica might risk his main source of supply. That was a right maneuver because more than a decade ago, suddenly both South Affrican and Fresh Zealand suppliers terminated all their contracts with Stambos. Due to small suppliers all around the world, Stambos could endure but at times is was required to share source with opponents due to the growing number of customers. We can see that beside cost-leadership strategy, Greg also employed something similar to differentation strategy which is " to generate or deliver goods or services (at an acceptable cost) that customers perceive as being different in manners that are important to them” (4) In the year 2003, Greg re-established his relationship with the previous South Affrican supplier and purchased the product which his competitor could not pay in very great price. This individual also fixed a contract with an Uruguayan supplier at AUD$4. 70 per kg while Down under wholesale shark prices was increasing to AUD$8. 18 per kg. By 2005, the relationships between Stambos and the South American suppliers led to joint ventures and resulting in the purchase of an angling vessel and the direct charge of thei supplies from South usa. At present, Stambos continues to grow its source chain by finding even more suppliers via Brazil, Mexico, India, Serbia, Fiji, Brunei, Turkey while others locations (5) to maintain their competitive benefit of high quality items with family member price.

2) Greg might have needed to separate his corporate going efforts from his bigger traditional corporation because: * Greg was a newbie in this kind of business, his organization was small and had low profit. The firm had no competitive advantages above competitors. 5. Customer's demand, shark value and the range of competitors in domestic market increased speedily. * The international supply which was cheaper, would make profitability. To split up his business venturing efforts from his larger traditional organization, firstly Greg applied cost-leadership technique and deliver his products to consumers at lower price than his competitors. To be able to lower cost, he chose South Africa as his main source. Secondly, Greg established human relationships with many other suppliers around the world. Greg likewise invested in research and development...

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