Danone Japan: Leadership, Growth Strategy, and Transformation Report

This report provides a comprehensive analysis of Danone Japan's current business strategy, leadership practices, and potential for future growth. The report begins with an introduction to Danone Japan, followed by an assessment of its current status, highlighting key issues such as stagnant sales and lack of competitive intelligence. A detailed transformational plan is then presented, including strategies for leadership development, core yogurt businesses (cup yogurt, yogurt drink, family range, FOSHU and FNFC), and new business ventures (e-commerce and industrial customers). Furthermore, the report covers sustainability projects, organizational structure, training and development programs, budget implications, and a proposed schedule. The report also emphasizes the importance of transformational leadership and outlines specific recommendations to address the company's challenges and enhance its performance in the competitive market. The report concludes by summarizing the key findings and recommendations for Danone Japan's future success.

Management & Organizational Behavior

Title- Danone Japan- Growth Strategy with hope
Company- Danone Japan
Abstract- (800)
1. Introduction- (500)
The current report provides an in-depth assessment of Danone , Japan, which offers fresh dairy
products. The organization was founded in 1992 and within a short period, it gained a mass
popularity in Asian market. However, current scenario indicates that the firm may lag behind in
the long-run because current internal and external managerial approaches of the firm are not
suitable enough to sustain. Therefore, the present report provides a complete assessment of
firm’s current operation including its strategic approaches, structure and operational practices
and provides suitable solutions to the issues identified in the assessment.
2. Summary of current status and key issues (300)
Even though, Danone gained tremendous success in its business in the last decade, but the
overall profit has not been effective in the recent time, as the sales remain stagnant since 2010
due to a surge and doubling of market share occurred in the period 2007-2010. Moreover, due to
limited sales, Danone was not able to invest in advertisement and promotion, due to which the
market awareness remains low. The organization is also not able to remain sustainable in the
competitive environment as it lacks competitive intelligence. The competitors easily understand
Danone’s strategies but Danone itself finds it difficult to respond to competitors’ approaches.
3.0 Transformational plan (1500)

Transformation planning includes a process of developing a plan for enhancing an organization’s
business processes through the modification of some advanced policies and procedures. It also
helps the firm to shift from an “as is” state to a “to be” state (Abdelkafi and Täuscher 2016).
Hence, the transformational plan for Danone consists of three fundamental parts such as the core
business, new business and sustainability project. In addition, the plan also includes three
significant level including leadership, managers and non-managers.
3.1 Leadership
The issues indicate that existing leadership strategies of Danone are not effective, which is
negatively affecting internal organizational environment. The firm needs to develop a
sophisticated leadership practice such as the transformational leadership practice, which would
help to create a state of integrity and fairness with clear goals. The leaders can keep high
expectations and can get the job done by encouraging others. Such leadership practice is
required. Danone is experiencing quality issue and poor productivity as the employees are not
motivated and they do not aware of organizational goals. At the time of implementing the new
leadership practice, the leaders should establish a communication involving the senior human
resource executive, research and development executives to help general managers to interact
internal and external stakeholders.
3.2 Core Yogurt businesses
3.2.1 Cup Yogurt
3.2.2 Yogurt Drink
3.2.3 Family Range

3.2.4. FOSHU and FNFC
3.3 New Businesses
3.3.1 E-commerce
3.3.2 Industrial customer
4.0 Sustainability project and organization (300)
5. Training and development (300)
6. Budget implication and schedule (400)
7. Conclusion (400)

Reference-
Abdelkafi, N. and Täuscher, K., 2016. Business models for sustainability from a system
dynamics perspective. Organization & Environment, 29(1), pp. 74-96.