MBA501 Dynamic Strategy and Disruptive Innovation: EFS Analysis Report

This report provides an analysis of Essendon Food Solutions (EFS), focusing on its capacity for disruptive innovation. The report examines the company's internal structures, including its managerial structure, subsidiaries, and resource allocation, highlighting areas for improvement to foster innov...Read More

DYNAMIC STRATEGY
AND DISRUPTIVE
INNOVATION
Innovative ideas

Introduction
 There are various
benefits of the
disruptive innovations
in the business
functions, such as,
sales, marketing,
finance, and many
others.
 Innovation is the best
way to grow in the
marketplace
(Grönroos, 2011).

Essendon Food Solutions (EFS)
 The company has spread
their business at
international level. It is a
company of food
ingredient
 EFS has employed 800
employees for different
works
 There are two subsidiaries
of the company, which are
Essendon and Enzyme
 The company has earned
$1.6 billion in this business

Internal perspective
 There are basic need of
the company to improve
their internal perspective
 EFS must consider these
areas, which areas:
Owners
Managers
Employees

Business innovation model
 EFS has focused on the
various business
functions to improve
their profit and revenue
(Maglio, and Spohrer,
2013).
 There are basic four
things to consider by the
EFS, which areas:
Financial
Customer
Learning
Internal processes

Marketing strategies
 The company has used
marketing strategies to
increase their profit and
revenue using business
operations (Kotler, Keller,
Ang, Tan, and Leong, 2018).
 The company must consider
these strategies too improve
their business functions,
which areas:
 Business environment
 Governance
 Coordinating
 Empowering
 Reorienting

External perspective
 EFS must consider their external
stakeholders to improve their
business functions, which areas:
Creditors
Suppliers
Government
Customers
Society
Shareholders
(Lozano, 2015).
 EFS can grow in the market
based on the business processes
and external stakeholders
(Grönroos, 2011).

Marketing perspective
 The company always has
focused on the basic
things, which areas:
Promotion
Product
Price
Place, and
Promotion(Huotari, and
Hamari, 2012).

Market condition
 The company must
consider the market
condition and provide
better solutions to their
stakeholders and
others(Rahman, and
Lambkin, 2015).
 The company can
include disruptive
innovations to improve
the market condition
(Fletcher, and Crawford,
2013).

Technology perspective
 Disruptive
innovations make
huge impact on the
business of the
company
 Innovation and
technology makes
huge impact on the
business functions
of the company

ICT Capabilities
 The company can
increase their capabilities
using disruptive
innovations and ICT
services (Leimeister,
Böhm, Riedl, and
Krcmar, 2010).
 The company can focus
on these areas, which
areas:
 Managing
 Communication
 Innovations

Technology in business
 EFS must focus on the
improvement of the
innovation and
technologies from their
R&D department
 The company can include
ERP and cloud-based
services to improve their
business functions.

References
 Marston, S., Li, Z., Bandyopadhyay, S., Zhang, J. and Ghalsasi, A., 2011. Cloud computing—The
business perspective. Decision support systems, 51(1), pp.176-189.
 Leimeister, S., Böhm, M., Riedl, C. and Krcmar, H., 2010. The business perspective of cloud
computing: actors, roles and value networks.
 Grönroos, C., 2011. A service perspective on business relationships: The value creation,
interaction and marketing interface. Industrial marketing management, 40(2), pp.240-247.
 Maglio, P.P. and Spohrer, J., 2013. A service science perspective on business model innovation.
Industrial Marketing Management, 42(5), pp.665-670.
 Lozano, R., 2015. A holistic perspective on corporate sustainability drivers. Corporate Social
Responsibility and Environmental Management, 22(1), pp.32-44.
 Huotari, K. and Hamari, J., 2012, October. Defining gamification: a service marketing perspective.
In Proceeding of the 16th international academic MindTrek conference (pp. 17-22). ACM.
 Kotler, P., Keller, K.L., Ang, S.H., Tan, C.T. and Leong, S.M., 2018. Marketing management: an
Asian perspective. Pearson.
 Grönroos, C., 2011. A service perspective on business relationships: The value creation,
interaction and marketing interface. Industrial marketing management, 40(2), pp.240-247.
 Rahman, M. and Lambkin, M., 2015. Creating or destroying value through mergers and
acquisitions: A marketing perspective. Industrial Marketing Management, 46, pp.24-35.
 Fletcher, R. and Crawford, H., 2013. International marketing: an Asia-Pacific perspective. Pearson
Higher Education AU.

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