Cardiac Hypertrophy and Management

This assignment delves into the complexities of cardiac hypertrophy, encompassing both physiological and pathological forms. It provides a comprehensive overview of the condition, exploring its underlying mechanisms, clinical manifestations, diagnostic approaches, and treatment modalities. Specific emphasis is placed on understanding hypertrophic cardiomyopathy (HCM), a genetic disorder characterized by abnormal thickening of the heart muscle.

RUNNING HEAD: Introduction to management 0
wilmar
Introduction to management

Introduction to management 1
Contents
Introduction..........................................................................................................................................2
PESTLE Analysis................................................................................................................................2
Explanation of PESTLE..................................................................................................................2
Impact of PESTLE on Wilmar.......................................................................................................3
Porter’s five forces analysis...............................................................................................................4
Explanation of Porter’s 5 forces.........................................................................................................5
Impact of Porter’s five forces on Wilmar...........................................................................................5
Strategic Recommendations.............................................................................................................7
 Expand overseas, expanding within the same country..............................................................7
 Merger and acquisition, Joint ventures and Strategic alliances.................................................7
 Changes to organization structure, new marketing initiatives, process change........................7
 Introduction to new products and services...............................................................................8
Conclusion.............................................................................................................................................8
References........................................................................................................................................10

Introduction to management 2
Introduction
Wilmar was established in 1991 and it’s headquarter is in Singapore. It is the largest
company listed on the Singapore Stock Exchange. The company is engaged in
agribusiness activities including oilseed crushing, oil palm farming, oil filtering, sugar
refining and biodiesel, specialty fats, oleo chemicals, composts, flour and rice milling.
The company has more than 500 trade plants and wide dispersed network covering
China, Indonesia, India and 50 more countries. It has labour force of 90,000 people.
The company provides management services to more than 400 subsidiary
companies. The agricultural products of Wilmar are the preferred choice of
consumers and food industries. Initially the company started operations as palm oil
trading company. Over the years, company expanded it’s operations into foreign
countries (Anderson, et. al. 2015). It is also one of the biggest plantation owners in
Malaysia and Indonesia. The company faced accusations against grabbing
unresolved land in Africa. In this report Wilmar is taken to analyse external
environment. For this, PESTEL analysis is done. Porters five force analysis is done
to find the forces that affect the company’s market environment. The strategic
recommendations are also given to avoid problems which are being faced by the
company.
PESTLE Analysis
The PESTLE analysis is used by the companies to determine external forces that
have impact on organisation. Macro environmental factors include forces which have
impact on organisation but are out of control of organisation. PESTLE includes
political, economic, social, technological, legal and environmental factors. By using
PESTLE analysis an organisation can maximise opportunities and minimise threats
for an organisation.
Explanation of PESTLE
 Political factors: Political factors determine the impact of government policy on
organisations. The political factors comprise tax policy, monetary policy and
trade tariffs. It may affect the revenue generating structure of organisation
(Hillier, 2015).

Introduction to management 3
 Economic factors: Economic factors are determinants of economy’s
performance which have impact on a company. Like increase in inflation rate
of an economy affects the price, products and services of the company. It also
affects the purchasing power and demand in an economy.
 Social factors: These factors have impact on market and society. The social
factors include population growth, career attitudes, cultural expectations, age
distribution, health consciousness and global warming (Stimson, 2016).
 Technological factors: It is important to consider technology factor, as soon
after the launch it’s soon become out-dated. It includes advertisement,
marketing and promotional programs. Technology changes the way of
producing and distributing products and services.
 Legal factors: It includes all the legal aspects such as employment, taxation,
imports, exports, quotas, equal opportunities, consumer rights, laws and more
(Stewart, 2014). In order to trade successfully the companies need to
consider legal and illegal factors in the territories they operate.
 Environmental factors: It includes all the factors which are determined by the
surrounding of the environment. Environmental factors include temperature,
natural calamities, ground conditions and contamination etc. Due to the
increasing importance of CSR (Corporate Social Responsibility), this factor is
becoming more important (Chance & Brooks, 2015).
Impact of PESTLE on Wilmar
 Political factors: The political factors have huge influence on the regulation of
business. These factors are low trade restrictions, assistance provided by
government, reduced costs and experienced political environment (Snyder,
2014). The spending power of consumers and other competitors has equal
influence on Wilmar.
 Economic factors: The economic factors have influence on Wilmar in the form
of purchasing power of potential customers and inflation rate which
determines the product prices and returns. It also determines the nature of
competition faced by the Wilmar and availability of financial resources in the
country. It also includes many other factors such as taxes, government
expenditure, high productivity and public investment in research and
development.

Introduction to management 4
 Social factors: The sociological trends reflects in the form of demographic
changes such as growing economy, young population and growing demand
and trends in the way people live, work and think. It also considers the
customer needs and potential markets (Beigel, Siegel & Rader, 2015).
 Technological factors: It includes new approaches of doing new and old things
and tackling problems. It’s necessary to involve technical equipment; it can be
innovative way of thinking and implementing. Wilmar has increased
development cost as a result of government regulations in technological
aspect. It has increased automation in business. Technological mission on oil
seeds give a push to government’s efforts for enhancing the production of
oilseeds. It improves the quality of products and services (Soederberg, 2016).
 Environmental factors: Environmental factors changes the eating habits as
growing awareness of obesity has made shift to soya and palm oil. It has
resulted change in consumption pattern. Wilmar has increased producing
refined and soya oil to see the demand of products and services. There is
also effect on company of infrastructure, green products, weather conditions
and sustainability. Purchase of illegally grown palm suits and illegal forest
felling are also considered. The global growth opportunities available for
Wilmar can be assumed as 44%. The possibility of changing market is 21%.
 Legal factors: Wilmar is affected by the legal actions in the form of packaging
and labelling regulations. The statutory and regulatory requirements and
customer notices from food outlets have effect on the company (Martin-
Albarracin, Nuñez & Amico, 2015). The legal factors also consider
technological problems, increasing automation, developmental risks and
technological scale effects. The availability of gobal market is 36% - 44%. The
company was charged for purchasing palm oil fruit and it was illegally grown
in Sumatra. All of sudden the company had to stop sourcing and it lead to
huge loss to company.
Porter’s five forces analysis
In Porters five force analysis five industry forces are taken to describe the intensity of
competition. It determines the long run predictions of profitability in the industry

Introduction to management 5
(Berg, et. al. 2015). The company can look beyond actions of competitors and can
evaluate factors that can affect business environment.
Explanation of Porter’s 5 forces
 Competitive rivalry: This force determines the competition and profitability of
an industry. The rivalry among competitors is penetrating when there are
many competitors, growth of industry at slow rate, low customer loyalty and
less differentiated products. The competition in the industry is found
penetrating due to slow growth and exit barriers (McKenna, 2017).
 Threat of new entrants: It defines how easy it is for the companies to enter in
the industry. The industry is found gainful when there are fewer obstacles for
entry. The threat to new entrants is high when there is no government
regulation and low capital is required for the entry in the market.
 Threat of substitute products or services: It leads to threatening of substitutes
when a buyer can easily find substitute products at fewer prices and at better
quality. Availability of substitutes leads to shifting of customers to competitor
company (Wilkinson, Wood& Demirbag, 2014).
 Bargaining power of suppliers: Strong bargaining power permits a supplier to
sell products at higher prices. Availability of fewer suppliers and few
substitutes lead to strong bargaining power by suppliers.
 Bargaining power of customers: The customers have power to demand low
prices and higher product quality from suppliers. This condition exists when
there are few buyers and so many substitutes available in the market.
Impact of Porter’s five forces on Wilmar
Competitive rivalry: Wilmar is comparatively young firm founded in 1991 against
more established competitors. It is one of the largest companies in Singapore. Since
1991, the company has proved it’s unique integrated business model, grown in both
earnings and revenue to beat competitors in size (Buono, 2015). The company faces
competition from companies such as Golden agri-resources, First resources and
firms like Cargill, Indofood Agri and Archer Daniels Midland Company.
Threat of new entrants: The threat of new entrants is very low as it needs to build a
large network of farmers. Such operations require high capital and sufficient time to
achieve balance in an economy, before this the company is mostly seen struggling.

Introduction to management 6
Many companies are already involved in the manufacturing process and can enter in
the particular market where Wilmar is already in, that may determine low motion
barriers. Such type of risk is moderated by the integrated business model of Wilmar,
in such a way that the corporation has control over production (Albert & Beatty,
2014). It also has the flexibility to modify the use of raw material according to the
conditions of market.
Threat of substitute products or services: The threat of substitute products and
services is away from the basic products. The threat is reduced because of the
company’s alternative range of products through decontaminating and handling wide
range of other commodities like sunflower seed, canola, cotton seed, soybean,
rapeseed, peanut edible oils and meal like rice, bran and wheat flour. Although man
made alternatives create non eatable products which could create threat with new
expansions which are economical.
Bargaining power of suppliers: Wilmar possesses and manages the production chain
from upstream raw material obtaining to downstream purifying, to marketing and
supply of products and services. Due to the company’s self-derived raw material, it
has rare suppliers. So, the supplier influence will be low. The costs linked with the
manufacturing are stable because of the independency of input costs on commodity
prices. The company has also diverse business interests geographically in countries
like Australia, Malaysia, Indonesia, China, India, Africa and Ukraine. It helps to
spread potential cost risks (Nekvapil & Sherman, 2015).
Bargaining power of customers: The ultimate products of the company are traded
through the wholesale distributors and retailers. As, the products are sold through
large scale retailers and distributors, the consumers enjoy a definite degree of
bargaining force as they could substitute products of company with another
companies’ products are at low prices. The products of Wilmar are known for high
quality and stability but most of the production of company is identical (Haddow,
Bullock & Coppola, 2017). The presence of significant number of alternatives and
lack of branding can result in customers can shift to other brands due to increased
prices and lack of advertising.

Introduction to management 7
Strategic Recommendations
Wilmar implements strategies such as Porter’s generics strategy to avoid problems,
gain competitive advantage and to acquire position in market. The strategy has
certain aspects such as:
 Expand overseas, expanding within the same country: Wilmar is the
leading agriculture company in Singapore. The company has carried dynamic
process to carry business global. It has extensive network in China,
Indonesia, India and 50 more countries (Christopher, Laasch & Roberts,
2016). The company can develop it’s business in more countries. For this, it
should understand target markets, local market trends and the necessities to
successfully launch products. For the expansion the company should develop
short, medium and long term strategies to attain goals. The business plan
should define goals and objectives of the company. The company can solve
legal matters by clearing defining purchase policy.
 Merger and acquisition, Joint ventures and Strategic alliances: Wilmar
has joint venture with Bunge Limited in Vietnam. Both of these companies
have done collaboration with Quang Dung. The Quang Dung is a primary
soybean meal supplier of Vietnam. This joint venture will create united
operations which are source and sales channel for oil in Vietnam (Ying &
Hongcui, 2015). Wilmar Industries has done acquisition of Barnett. These
both companies offer identical products. Wilmar Industries has doubled
market share. It has also done joint venture with Surface Investments in
Zimbabwe, which is multi oilseed processing plant. The company can expand
it’s market share by acquiring and mergering established industries. The
company can also make agreement with individual companies via strategic
alliance to attain same objectives.
 Changes to organization structure, new marketing initiatives, process
change: Wilmar can change it’s organisation structure by cloud service. It can
extend centres of company in various countries. The company can use such
flour mill which can increase capacity of producing wheat. The production can
also ve increased by making use of green and modern technology. Wilmar
can take new initiatives to expand business and solve problems of
organisation by investing profits in building a business model. It also has a

Introduction to management 8
great opportunity to grow in Africa as it’s economic growth deemed to
continue for the next decade (Combe, 2014). The enterprise resource
planning could help to enhance efficiency and standardisation of process.
 Introduction to new products and services: Wilmar can introduce new
products other than the products it’s already offering. The range of clothing
and foot wears can be launched for the expansion of business. The company
is already established so it is easy for the company to launch products and
get popularity. As, brand loyalty is already in the market. People are more
interested in innovative products; it can introduce new series of products and
services by making significant changes.
Conclusion
From this report it has been concluded that Wilmar is a leading agribusiness group
with a market capitalization of 17.1 billion SGD. The company is also engaged in the
oil palm cultivation, sugar milling and refining specialty fats. The company has
achieved growth through mergers and acquisitions mainly in Malaysia and
Indonesia. It has also expanded operations in into foreign countries through multiple
collaborations and joint ventures. Now the company operates over 500
manufacturing plants and has widespread distribution network in many countries.
The company has established an extensive distribution channel for it’s products. The
company has been successful to save costs through business model as it
strategically places processing units to consumer markets by lower shipping cost.
Wilmar has been successful to achieve growth through acquisitions and joint
ventures. The company’s joint venture in Myanmar has reduced costs and saved
time. The acquisitions of company helped to generate revenues from various regions
and have diversified the risk. The company has solved it’s ethical matters of
deforestation and illegitimate sourcing by undertaking considerable efforts. It has
also attained the recognition award at Singapore apex corporate social responsibility
awards 2015. The supply chain of company is also de linked with from forest
destruction and human right abuses. The company’s agriculture business model
allows scaling up value chain which results in operational efficiency. As
recommended above, the company can expand it’s function by launching new
products and services such as clothing and foot wear.

Introduction to management 9

Introduction to management
10
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Introduction to management
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