Sample Business Studies Paper on Al-Mulla Group- Kuwait

Al-Mulla Group- Kuwait

Introduction

Al-Mulla Group is a private business group based in Kuwait. The company has over 15,000 employees, working in the eight countries in which it operating more than 40 companies. The company also has over 200 affiliations to international companies and brands. Some of the basic operations within the company include heavy equipment, automotive, servicing, distribution, civil construction, and manufacturing, among others. The company is diversified and hence requires intensified strategic planning. High-end strategic planners and executives in this company are the only ones that access the company’s strategies. The reasons for such secrecy are multifaceted.

Question One

The high-level management at Al-Mulla Group recognized the need for its strategic planning and strategies to be kept secret and, therefore, executed the strategy. One reason that the company needs to be secret is competitive advantage. Al-Mulla Group is not the only company that deals in the production of these products and services. It exists with other competitors, most of whom are rivals in the production processes, marketing, transportation, pricing, and everything that goes on within the company. Al-Mulla Group needs to be at a position that enables it to outperform its competitors. This begins with having a strategic plan that protects the interests of the organization in the wake of its planning and production. It has to be secret in the manner in which it plans to access natural resources like competitive labor. In the case that it does not keep its strategies secret, there is a high chance that the rival producer will strategize tocounter the company’s strategies, hence sabotaging it eventually. Remaining strategic includes keeping individual cards safe so that when it makes a move, the move is competitive in that it is new and effective (Center 2012).

High-level strategies are a function of Al-Mulla Group. Every organization has its specific strategies that are internal and should be kept internal through secrecy. The sovereignty of Al-Mulla Group lies with its ability to be independent and not have its strategies being misrepresented or explored and exploited by others (Mohapatra & Chella 2014).  It is necessary, therefore, for the sake of the independence of the organization, to have high-end strategies made secret. Strategies define Al-Mulla Group and every other successful organization and hence they should be protected at all costs.

Al-Mulla Group needs to be secret in its strategies as a way of meeting the legal requirements. Companies are bound by legal requirements. For a company like Al-Mulla Group, these legal requirements are adhered to by the branches in Kuwait and those that are founded in the different countries it has established its business. Therefore, to remain protected, it has to know how to completely relay its strategies only when it has managed to fulfill the entirety of the legal standards (Mohapatra & Chella 2014).  It is imperative for Al-Mulla Group to conceal its strategies only when it knows that it will not have legal repercussions that could harm the production process completely. Moreover, the strategies need to be protected until they assure consumer safety and protection. It is easy for a competitor in the market to counter the legal standards governing certain strategy and put the company in a limbo.

Al-Mulla Group will prefer to conduct strategic planning in secret as a way of concealing nefarious behavior. Companies have been known to commit reprehensible behaviors in some of their dealings. Before a strategy is completely declared to be consumable, companies practice through some immoral behaviors, which have to be concealed until they are considered manageable and moral to the consumers and all those involved in the production process.

Regularly, Al-Mulla Group develops new products. When these products are not yet ready, their identities and strategies for production have to be protected. Such production comes with keeping them secret including their characteristics, production skills, among others. For instance, when Al-Mulla Group wants to introduce a new automobile cleaning system, it has to reveal everything only when the product has become a success. In most cases, it will even hide it for good since any competitor can adapt the same, increase other features, and undo what Al-Mulla Group has done for its customers (Ross 2017).  Some unique manufacturing techniques have to be kept secret even from those working partly on them. Production and manufacturing techniques are crucial to the uniqueness and success of Al-Mulla Group. For over years, Al-Mulla Group has been working on solid grounds towards the realization of its fundamental goals and objectives. All these strategies have to be protected from the public as a way of letting them protect the uniqueness of the organization.

Al-Mulla Group has a secrecy policy that has to be absorbed to protect its interests and those of its customers. Strategies have to be developed in a way that they protect the company customers, like the list of customers who have staked well and enabled Al-Mulla Group to grow to its present state (Ross 2017). The company incorporates different agents and segments. Protecting these customers needs to be the first priority. Whenever customers are to be protected, the only group of people who can access such information needs to be high-level executives and a few strategists. The presence of such strategies is anchored in the existence of the trade secret laws in Kuwait (Rowe & Sandeen 2015).

Al-Mulla Group engages secrecy as a way of making itself important to its management and the consumers. It is the work of the patent system to encourage the exchange of minimal information as a way of avoiding monopoly. Nonetheless, patent applications are often secret. Like a secret society, the importance of Al-Mulla Group needs to be protected, and sometimes such can only happen when the company strategies are kept secret. It is important to note that  Al-Mulla Group does not involve itself in criminal activities, such as money laundering, and hence its intentions, as suggested and kept by the executives, to remain secret are validated by the law (Ross 2017). Whenever anything is under preparation, just like financial reports, it is essential to have them kept in secret. Therefore, whenever Al-Mulla Group intends to keep something secret, it has to observe the existing laws and benefit from them (Jones 2015).

Question Two

Competitive Level

Al-Mulla Group can remain in a competitive environment only if it manages to formulate and implement strategies that keep firms in such a position. The enterprise has to rely on building a trustworthy brand of consumers. Currently, the business is a global brand. Nonetheless, with the changing market trends, Al-Mulla Group has to solicit for a way of dealing with numerous changes that are likely to negatively affect the business (Forbes 2014, p. 2-3). Decisions have to be focused on establishing a base of consumers who are self-oriented towards the brand. There must be transparency, reliable executive management, common interests, fair pricing, among others. Innovation has to be critical in highlighting the interests of the consumers.

Customer Focus

Al-Mulla Group has to make distribution digital. Today, clients operate based on “just-in-time-demands.” Al-Mulla Group is a global brand and hence expects customers from all over the world, anytime. Predictive analytics need to be embraced. Digital strategies need to cater for the entire customer needs present and potential (Fehrenbach 2013, p. 1-4). Resource allocation is a critical undertaking that has the potential to influence production and success in an organization. The allocations made need to be growth-oriented. The focus should be on the business strategies. The future value of a business together with its future competitive advantage needs to be considered during resource allocation. With such strategy, Al-Mulla Group is assured of remaining influential within a competitive market.

Strategic Focus

Al-Mulla Group needs to focus on strengthening its strategies on streamlining of operations. Al-Mulla Group needs to use data infrastructure as the basis for putting together information and classifying it in a way that it yields decisions that will diversify production and increase self-sufficiency within the company. Al-Mulla Group needs to continually expand its operational efficiency in such a way that it yields a better growth strategy to sustain the current margins of operation (Glaister 2016). Operational efficiency needs to be classified as a tool that is crucial in managing growth, performance, and prediction within Al-Mulla Group. In essence, Al-Mulla Group needs to have its operations focused on customer efficiencies, preferences, and changes in time.

Solution Focus

In order to win and retain direct clients, Al-Mulla Group will have to position itself as the solution and answer to client’s challenges and problems. For example, if a customer will have to seek out to other competitors, it will, in the end, realize that Al-Mulla Group has all it needs. These will include looking forward to solving the client’s problems and creating an environment in which the customer feels to belong to the company. The company will have a structured channel of sales and services to its customers by converting all its strategies into seeking to solve any problem the client may have towards reaching and getting the services or goods they need. By following the structured channel, the group will convert its customers to lifelong and paying customers. One strategy will be networking and meeting the customers directly through a funnel setup in which the company will physically present themselves to the customers.

Conclusion

Al-Mulla Group has the advantage of market infiltration in many countries and having several operations that make it stand out among other players in the industry. With its high-end planning and executive management that transcends the different operative departments, the Group has its foot forward in terms of coming up with an intensified plan that will and can see its profit growth in addition to expanding its operations to other networks. The execution of the strategy as a secret plan has the advantage of reaching its intended market while at the same time enabling it to position itself strategically for the untapped markets. The new and safe strategic moves would have the advantage of helping the company reorganize itself both internally and externally especially on customer protection and safety. At the same time-Mulla Group is not only poised to overtake its rivals with accurate and measured moves, it has the potential of introducing new products and services in the market while at the same time improving on its existing customer requirements especially goods and services. With good planning and strategic policies, the group has the potential to overtake its rivals, improve its revenue, and penetrate new markets while at the same time reorganizing its internal operations.

 

References

Center, Y. A. 2012, Get ahead for business: owning a business toolkit. [Place of publication not    identified], Lulu Com.

Fehrenbach. P 2013, keeping your company’s secret information secret is a matter of increased      focus on protecting company intellectual property, The Center for Responsible Enterprise          & Trade, retrieved 4 September 2017. Retrieved from h         http://www.sbnonline.com/keeping-your-company-secret-information-secret-is-a-matter-   of-increased-focus-on-protecting-company-intellectual-property/

Forbes 2014, Five Management Ideas for Companies to Remain Competitive: The Little Black      Book of Billionaire Secrets, Forbes, retrieved 4 September 2017. Retrieved from             https://www.forbes.com/sites/iese/2014/11/04/five-management-ideas-for-companies-to-   remain-competitive/#baa9f6a6c008

Glaister, F 2016, 5 ways for asset managers to remain competitive in today’s operating      environment, Linkedin, retrieved 4 September 2017. Retrieved from             http://blog.financialexpress.net/asset-managers-institutions/5-ways-for-asset-managers-       remain-competitive-in-today’s-operating-environment

Jones, AM 2015, ‘Fueling Secrecy’, Quill, 103, 5, pp. 24-29, Business Source Complete,    EBSCOhost, viewed 4 November 2017.

MacMillan, D, & Yadron, D 2014, ‘A Startup Looks for Business in Secrecy’, Wall Street Journal (Online), 26 June, Business Source Complete, EBSCOhost, viewed 4 November         2017.

Mohapatra, P. K., & Chella, G. 2014, Are you ready for the corner office? Insights from 25            executive coaching experiences. New Delhi, SAGE Response.    http://public.eblib.com/choice/publicfullrecord.aspx?p=1792810.

Ross, W 2017, ‘Unmasked’, Oregon Business Magazine, 40, 3, pp. 24-29, Business Source            Complete, EBSCOhost, viewed 4 November 2017.

Rowe, E. A., & Sandeen, S. K. 2015, Trade secrecy and international transactions: law and         practice. Cheltenham, Edward Elgar Pub. Ltd.            http://public.eblib.com/choice/publicfullrecord.aspx?p=2198064