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Celanese Corporation vs. Korenek, Center, Penland, and Belcik

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Added on  2019-10-16

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This report is on "general environment analysis". The reason for this study is to break down both the outer and inward situations that Celanese works inside keeping in mind the end goal to set the phase for key proposals. Celanese Corporation is a Fortune 500 global technology and specialty materials company with its headquarters in Irving, Texas. This report describes the demographic segment, economic segment, political/legal segment, socio-cultural segment, technological segment, physical segment, internal analysis of Celanese corporation, industry dominant economic features, five forces analysis.

Celanese Corporation vs. Korenek, Center, Penland, and Belcik

   Added on 2019-10-16

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0FINAL REPORTBy: Kayelyn Korenek, Matthew Center, Samantha Penland, & Trevor BelcikCelaneseCorporation
Celanese Corporation vs. Korenek, Center, Penland, and Belcik_1
Table of Contents2. Company History.............................................................................................................42.1 Background................................................................................................................52.2 Purpose of Study........................................................................................................53. External Analysis.............................................................................................................63.1. General Environment Analysis.................................................................................63.1.1. Demographic Segment.......................................................................................73.1.2. Economic Segment.............................................................................................83.1.3. Political/Legal Segment...................................................................................103.1.4. Socio-Cultural Segment...................................................................................113.1.5. Technological Segment....................................................................................133.1.6. Physical Segment.............................................................................................143.1.7. Driving Forces.................................................................................................143.2. Industry Analysis....................................................................................................153.2.1. Description of the Industry..............................................................................163.2.2. Industry Dominant Economic Features...........................................................173.2.3. Market Size and Growth..................................................................................173.2.4. Industry Trends................................................................................................193.2.5. Five Forces Analysis........................................................................................203.2.5.1. Threat of New Entrants.............................................................................201
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3.2.5.2. Power of Substitute Products....................................................................213.2.5.3. Power of Buyers........................................................................................213.2.5.4. Power of Suppliers....................................................................................223.2.5.5. Intensity of Rivalry....................................................................................233.3. Competition Analysis..............................................................................................243.3.1. Industry Competitors........................................................................................253.3.2. Rivals Anticipated Strategic Moves.................................................................273.3.3. Key Success Factors.........................................................................................293.4. Summary of Opportunities and Threats..................................................................304. Internal Analysis............................................................................................................314.1. Organizational Analysis.........................................................................................324.1.1. Corporate Mission...........................................................................................334.1.2. Products and Services......................................................................................344.1.3. Leadership........................................................................................................404.1.4. Organizational Culture....................................................................................414.1.5. Structure...........................................................................................................424.2. Analysis of Firm Resources and Capabilities.........................................................434.2.1. Tangible Resources..........................................................................................444.2.2. Intangible Resources........................................................................................444.2.3. Core Competencies and Sustainable Advantages............................................452
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4.3. Value Chain Analysis..............................................................................................454.3.1. Primary Activities............................................................................................464.3.2. Support Activities.............................................................................................464.4. Financial Analysis..................................................................................................474.4.1. Valuation Analysis...........................................................................................484.4.3. Profitability Analysis........................................................................................544.4.4. Financial Strength Analysis.............................................................................574.4.5. Management Efficiency Analysis.....................................................................604.5 Summary of Strength and Weaknesses....................................................................625. SWOT Analysis..............................................................................................................635.1 Methodology............................................................................................................635.2 SWOT Matrix...........................................................................................................655.3 Recommendations....................................................................................................685.4 Recommended Strategies.........................................................................................706. Implementation..............................................................................................................716.1 Action Plans.............................................................................................................726.2 Goals and Objectives...............................................................................................746.3 Time for Completion and Milestones.......................................................................756.4 Resources Needed....................................................................................................756.5 Risk Assessment.......................................................................................................763
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6.6 Contingency Plan.....................................................................................................76References.........................................................................................................................774
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2. Company HistoryThe American Cellulose & Chemical Manufacturing Company was founded in NewYork City by Camille Dreyfus, United States of America. The company was set up during WorldWar I to produce more affordable fabric for airplanes manufacturing. Production started in 1924with a series of acetate commercial fabrics and yarns that were proposed as substitutes to silk. In1927, the plant then changed its name to Celanese Corporation of America. Later, the plant wasclosed down in 1983, and was then later torn down to build a prison on where it once was. In1987, the Celanese Corporation was acquired by Hoechst and merged with its Americansubsidiary, American Hoechst, to form Hoechst Celanese Corporation. By then in 1989, Hoechstthen combined most of its industrial chemical operations in a new company known as, CelaneseAG.2.1 BackgroundToday, Celanese Corporation is a fortune 500 global technology and specialty materialscompany with its headquarters in Irving, Texas. This company is the primary producer of acetylproducts, which are intermediate chemicals for almost all major industries and it is the world’sbiggest producer of vinyl acetate monomer. The company’s operations are primarily located inNorth America, Europe, and Asia. The biggest plant is located near the Clear Lake area ofPasadena, Texas, United States which is the home base to the world’s largest acetic acid plant.Celanese’s headquarters are located in Dallas, Texas. They have roughly 7,500 employeesworking to serve our customers throughout the world. It ranges from Dallas to Amsterdam toShanghai; they administer a global network of technical centers, commercial offices, twenty-seven facilities, and further strategies production facilities.5
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2.2 Purpose of StudyThe reason for this study is to break down both the outer and inward situations thatCelanese works inside keeping in mind the end goal to set the phase for key proposals. Byassessing the strengths following up on the chemical manufacturing industry combined with anevaluation of focused moves attempted by industry peers, members, for example, Celanese isenabled to create skills fit for exploiting market open doors. The environmental analysis willlikewise analyze main impetuses and potential dangers with an end goal to guaranteeconsciousness of such analyzes is represented endorsed hierarchical system and to maintain astrategic distance from unexpected pitfalls. The second fifty percent of our report channels theoutside examination into an appraisal of Celanese’s vital "fit" in the business, an investigation ofthe inside working environment and business sector position, and finishes up with key proposalsin view of our discoveries.6
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3. External AnalysisThe external analysis is considered a process of measuring the external and outsidesurroundings of the organization. Through conducting the external analysis, the organization isable to measure their potential business aspects upon which the success of the organization isbased. These identifying business aspects are influencing the operations of the organization to alarger extent. The marketing department of the organization is able to identify the externalelements up to a certain limit, but the elements which are of complex nature require immediatesettlement from the organization. Conducting an external analysis helps the organization inidentifying the business strategies of their closest competitors. Through this the organization isable to prepare itself for actions of their competitors. The external analysis will disclose all thethreats and opportunities of a company that exists around Celanese3.1. General Environment AnalysisThe chemical products developed within the United States can be broken down into fourgeneral categories; basic and intermediate chemicals, specialty chemicals, life science chemicals,and science and technology chemicals. For the purpose of this analysis from here forwardChemical industry will be referred to as the specialty industry, as using just “chemicals” is toobroad. Operations performed by the industry is general when you look at the international, local,national, state and other laws and policies formulated by the government for governing thespecialty chemical business. In today’s environment, the trend of the specialty chemical marketis changing now. In years to come, most of the specialty chemical consumption demands will befulfilled by the locally produced specialty chemical products or import of drugs. Because oftechnological advancement, the specialty chemical industry operations will completely change inthe future. Technological advancement in this sector makes it very competitive which requires7
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