Answered Essay: Go to the Web sites for the following organizations:     a. Merck & Company Pharmaceuticals

Go to the Web sites for the following organizations:
a. Merck & Company Pharmaceuticals: www.merck.com/about/
b. Boeing Corporation:http://www.boeing.com/boeing/companyoffices/aboutus/index.page
c. Rolls-Royce, Plc.: www.rolls-royce.com
d. Exxon Mobil, Inc.: www.exxonmobil.com/Corporate/about.aspx
Based on your review of the companies’ posted mission and strategic goals, what types of projects would you expect them to pursue? If you worked for one of these firms and sought to maintain strategic alignment with their project portfolio, what project options would you suggest?

Expert Answer

(A) Merck & Company Pharmaceuticals :-

about – company mission and strategic goal

It is clear that the best companies have well stated goals and strategies which guide the company’s decisions related to finance, technology, customers, projects and other areas. When it comes to projects, companies must choose which projects to pursue and which to not. If we proceed with the assumption that great companies will, in general, only engage in projects that align with their mission and strategic goals, then it is possible to examine their stated mission and goals and infer the types of projects they will pursue. We will examine how Merck and Company communicates its goals and mission and infer the types of projects they likely purse.

Merck and Company is a pharmaceutical company that is “driven by a desire to improve life, achieve scientific excellence, operate with the highest standards of integrity, expand access to our products and employ a diverse workforce that values collaboration.

In other words, they see themselves as a high tech solution that improves the lives of their customers and employees by operating with high standards. They list five items that summarize their values –

1.   Improving Life
2.   Ethics and Integrity
3.   Innovation
4.   Access to Health
5.   Diversity and Teamwork

Based upon this mission statement and goals, there are at least three types of projects that Merck and Company will pursue. The first, and most obvious, is they will be involved in research and development projects of new medical treatments. They have a strong commitment to innovation which means developing new medical products. Second, they will be involved in projects that influence public policy and industry standards. They likely have project teams and individuals who are tasked with being involved in industry standards groups. I am sure they have a project manager who manages their lobbyists who attempt to influence public policy at the Federal and local level. Third, they likely have projects that attempt to improve access to their products. They must, for instance, have projects with the goal of opening new markets. They may also have projects that develop pricing structures to increase access but also return a profit. These are just a few examples of projects that can be inferred from the mission and goals stated on the Merck and Company website.

Why is this analysis useful?

It illustrates how very sucessful companies are clear about their goal and mission stations to the point that the types of projects they choose can be inferred. Other small and large companies can learn from this example.

(B) boeing corporation :-

about :-. company mission and strategic goal

boeing is one of the world’s leading aerospace companies and the largest manufacturer of satellites and military aircraft worldwide. Beside that it shares the market leadership for large commercial jets with Airbus. Boeing, formerly in Seattle, is now headquartered in Chicago (USA) and produces aircrafts that carry between 107 and 433 passengers

Boeing’s long-term strategic purpose is expressed in its strategic company vision of ‘People working together as a global enterprise for aerospace leadership’. This very future-orientated and enduring message is even more confirmed by the mission statement, which follows the principle to be the leader ‘among the premier industrial concerns in terms of quality, profitability and terms of quality, profitability and growth’. For succeeding, Boeing’s “Vision 2016” formulates core competencies. These act as objectives such as customer knowledge and focus, large-scale systems integration on a global level by outsourcing and a lean enterprises.

Boeing’s companywide corporate strategy is to maintain the global market leader position in both the military and civil sector .With such a mixed portfolio Boeing wants to keep a balance and be secured in case on business section is affected by a crisis On a business strategic level Boeing, exactly like Airbus, pursues a strategy of strong diversification with its product portfolio .

The functional-area strategy within Boeing Commercial Airplanes is embossed by an interesting tripartition, with a special focus on the big B787 project

Boeing’s Differentiation Strategy – ‘Direct Point-to-Point-Traffic’

The competitor Boeing pins its hope on a different strategy and does not take the hub and-spoke concept as a given. The new Boeing 787 Dreamliner will be its solution for nonstop point-to-point flights between secondary cities (airports). The aim is it to build mid-size airplanes with big ranges, put an emphasis on passenger comfort, introduce higher humidity rates in the cabin, and a composite material body made of carbon fibre .

Boeing Company remains efficient by setting goals in within all its departments such as engineers, sales, mechanical, product testing and many more. This will address issues such as management, personnel, inventory etc.

For Boeing, strategic planning is highly important for a company as big as it is. They use strategic planning to influence the communities, airlines and military. Reliability and performance are two greatest concerns for an aircraft manufacturer. Boeing Company looks towards the buyers/consumers and apply their request. The most recent request from customers is looking for an environmentally friendly type of plane. You may think, “How can they make airplanes environmental?”

Well not long ago, after 5 years of preparation, the Boeing 787 “Dreamliner” entered the commercial service in October 26, 2011.

This aircraft is the most fuel-efficient airliner and the world’s first major airliner to use composite materials for most of its construction. The 787 also consumes 20% less fuel than its competitors. This has made a large entry into the new advantages Boeing has in the upcoming future.

this is a strategic goal to achieve growth.

(C) Rolls-Royce, plc :-

about – company mission and strategic goal

Toholls Royce PLC is the second largest multinational organisation that produces power integrated systems after GE Aviation. Rolls Royce operates in four different types of economic markets which are the civil and defence aerospace market as well as the marine and energy markets. The company makes engines for jets, helicopters, and turboprop aircraft not only do they produce engines but they also install these systems. Rolls Royce PLC has 50,000 engines in service with 500 major airlines.

Expanding a business through skilful acquisition
‘Rolls-Royce’ has always been associated with high quality products. Most people probably link the company with high quality aero-engines and motor cars. Rolls-Royce still makes aero-engines, but no longer manufactures cars.

Insteadt, he company has transferred its core strengths and expertise into other markets in which it has the greatest competitive strengths. These are the civil aerospace, defence aerospace, marine and energy markets.

Strategies are the means by which organisations achieve their objectives. Strategies are long-term plans. Strategic implementation is the process of putting these plans into action. Rolls-Royce’s strategy is to secure and retain the leading position in its key markets. The company recognises that an increasing number of customers want to deal with as few suppliers as possible in order to reduce purchasing and search costs. Therefore, customers look for suppliers who are able to meet the full range of their needs with the highest level of service.

take this project portfolio –

Rolls-Royce has already built a strong, mature business in defence aerospace and is well placed in future programmes. Over the past three years the company has won an average of 30% of the civil aerospace market by value. However, aerospace is a maturing market, so it makes sense for Rolls-Royce to look for new opportunities for expansion.

This analysis focuses on how Rolls-Royce has built a strong presence in marine markets. It has done this through a process of take-over, consolidation and by focusing on developing competitive advantage in this sector. Competitive advantage has resulted from the company making leading edge improvements, including a strong focus on meeting the green challenge.

In 1999, Rolls-Royce acquired Vickers Plc. Vickers was already a key player in the marine market, providing leading edge marine equipment. The take-over demonstrated Rolls-Royce’s strategic intent to become the dominant player in the marine market. This acquisition gave the company a range of leading edge businesses.

Rolls-Royce carried out extensive market research and conducted detailed financial analyses into the marine market. This research identified a clear opportunity; an opportunity that Rolls-Royce has backed-up through significant investment in this growth area.

The strategy of expanding in the marine sector should be seen as part of an overall strategy of seeking to grow the business of Rolls-Royce by searching out the most suitable opportunities for global expansion market leadership“Our consistent strategy, applied over many years, has helped deliver a more broadly based, better balanced and more resilient portfolio.

This strategy has five key elements:address four global markets, civil aerospace, defence aerospace, marine and energy;

invest in technology, infrastructure and capability;

develop a competitive portfolio of products and services;

grow market share and our installed product base; and provied best customer service.

(D) Exxon Mobil, Inc.: –

about :- company mission and strategic goal

Exxon Mobil Corporation is a merger of two companies, Exxon and Mobil, which took place in 1999. This made the company one of the biggest public listed energy companies in the world with subsidiaries in over 200 countries.

Exxon Mobil’s core business is energy and it encompasses exploration and production of crude oil, natural gas, manufacturing petroleum products and transportation. They are also involved in sales of crude oil, natural gas and petroleum.

Exxon Mobil Corporation is also a major player in manufacturing and marketing of basic petrochemicals including polypropylene plastics, polyethylene, olefins, aromatics and a wide variety of specialty products. They also have interest in electric power generation facilities.

It is committed to being the world’s premier petroleum and petrochemical company. Yet, they must continuously achieve superior financial and operating results while simultaneously adhering to high ethical standards.

ExxonMobil Mobil Aim and Objectives –

The aim and objectives of Exxon Mobil Corporation is divided into a few sectors:

Exploration: finding opportunities in concepts and plays that have high uncertainty but potential to give a long term resource growth. Exploration is pursued despite of life cycle, across geological and geographical environments leading to technology and capabilities

Development: Focuses on better and industry-leading project implementation to deliver maximum value over the asset’s life. They also focus on disciplined investment decisions that increase reliability, profitable volumes and reduce cost.

Production: Maximizes profit production by leveraging their global organization to manage oil and gas assets by applying the best practices and also sharing of experiences, learning and expertise. They describe the priorities globally with a special organizational structure combining with a set of globally consistent processes

Refining and Supply: Operates network of vital and dependable, pipelines, marine vessel and distribution centers that give transportation of supplies to customers around the world. With the growing demand, they optimize their network and use selective capital investments that yield a competitive advantage.

Fuels marketing: serves a dependable and profitable channel to their refineries by selling high-quality products and services to make long-term value. They focus on greater safety and environment performance.

Lubricant and Specialties: serves long-term value by striving to become the head of high-technology and recognized synthetic lubricant brands. The product could maintain the top performance with fuel economy, energy efficiency and also extensive equipment life.

Chemical: viewing on commerce that leverage benefit feeds of enabling technology that optimizes feel flexibility with their assets and giving access to a big variety of feedstock with addition with the upstream and downstream of the organization management. They also focus on businesses that leverage lower-cost manufacturing process by having proprietary technology, operational excellence, integration and scale combination.

and all company mission and strategic goal analysis very useful for implement to plan and achieve goal and mission.

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