The following paper will concentrate on the analysis of Kingsholm Polymer Systems (KPS). KPS is a tape producing - medium - sized company which is located in the United Kingdom consisting of three different sites that are location wise separate from one another; the paper masking tape faculty, a PVC tape producing facility and a cable jointing/high performance tape site. The cable jointing site is the oldest factory and in charge of the core business. Its products are sold to a large number of United Kingdom’s cable manufacturer.
The PVC products are foremost purchased by electronic wholesalers and car manufacturers. The paper masking factory sells its products to car industries and do-it-yourself customers.
All three factories share a common warehouse and a common distribution system.
Each factory has its own head manager who is supervised by the Chief Executive Officer Geoff Kite. KPS is medium sized with currently 450 staff members allocated to the three factory sites. Currently KPS is facing multiple encounters foremost the declining of its operating profits and structural difficulties.
This paper will begin with a brief situation audit as a basis for the following strategic analysis and be closed by some recommendations and change management activities.
Table of Contents
I. COMPANY INTRODUCTION
II. SITUATIONAL AUDIT
i. Internal Analysis | Micro Environmental Analysis
Financial Perspective:
Customer Perspective:
Internal Perspective:
Growth & Learning
ii. External Analysis | Macro Environmental Analysis
III. ANALYSIS OF STRATEGIC CHALLENGES
iii. Internal Strategic Challenges
ii. External Strategic Challenges
IV. CHANGE MANAGEMENT
V. CRITICAL EXAMINATION
VI. SOURCES
Objectives & Topics
The primary objective of this paper is to conduct a strategic analysis of Kingsholm Polymer Systems (KPS) to identify the root causes of its declining operating profits and structural inefficiencies, specifically focusing on the pending launch of the new product "Haltadon".
- Analysis of the company's internal structure and micro-environmental factors using Kaplan & Norton's Strategic Map.
- Evaluation of external market threats and industry attractiveness via Porter's Five Forces and PESTEL frameworks.
- Identification of internal strategic bottlenecks through the Ishikawa/Fishbone diagram.
- Development of comprehensive change management strategies based on Kotter’s eight-step model.
Excerpt from the Book
Internal Perspective:
From an internal point of view and converging in external problems; KPS is sickening on the inefficient structure of the companies and its three sub-factories.
Mainly the missing synergies and communications between the three sites are a key factor. This indicates that KPS is rather following old habits than best practice procedures.
The current situation for each factory is different and has to be looked at separately. For example is the cable tape production site under a prize and product development pressure at the same time.
Firstly they need to prevent other cable manufacturers to enter the market but have to maintain the same speed in product development in order to stay competitive.
The standardized PVC tapes produced by the second company are mainly distributed by electrical wholesalers to a wide customer base.
The main competitor is a company with comparable format in the United Kingdom and low cost manufacturers from Eastern Europe.
The third site producing paper masking tape has its main customers in the car industry which is unfortunately slowing down and thus the demand is as well.
Moreover this site is unable to offer low prizes due to high overhead costs of the entire company.
Chapter Summaries
I. COMPANY INTRODUCTION: An overview of KPS as a medium-sized UK tape manufacturer, highlighting its three disparate factory sites and current struggles with declining profits and structural issues.
II. SITUATIONAL AUDIT: A detailed internal and external evaluation of the firm, utilizing strategic maps and PESTEL analysis to diagnose organizational and market-related pain points.
III. ANALYSIS OF STRATEGIC CHALLENGES: An investigation into structural problems and the product launch process using the Fishbone framework to pinpoint specific tactical and long-term barriers.
IV. CHANGE MANAGEMENT: A proposal for organizational transformation applying Kotter's eight-step model to overcome staff resistance and align the workforce with company goals.
V. CRITICAL EXAMINATION: A reflective analysis of the limitations and risks inherent in the consulting process when dealing with a firm in crisis.
VI. SOURCES: A compilation of the academic and practical frameworks used throughout the paper.
Keywords
Kingsholm Polymer Systems, KPS, Strategic Analysis, Change Management, Haltadon, Operational Efficiency, Porter's Five Forces, PESTEL, Ishikawa Diagram, Kaplan & Norton, Product Launch, Organizational Structure, Market Competition, Corporate Strategy, Profitability.
Frequently Asked Questions
What is the core focus of this paper?
The paper focuses on the strategic analysis of Kingsholm Polymer Systems (KPS), a medium-sized UK company facing declining profits and structural difficulties, with a specific focus on evaluating the potential launch of a new product called "Haltadon".
What are the primary themes discussed?
The key themes include organizational restructuring, operational efficiency, change management, competitive positioning, and the alignment of internal resources to support long-term profitability.
What is the main objective of the research?
The objective is to diagnose the company's internal and external strategic challenges and provide actionable recommendations for managing the transition towards a more cohesive, efficient organizational structure.
Which scientific methods are applied?
The analysis employs several established management frameworks, including the Strategic Map (Kaplan & Norton), the Five Forces Framework (Porter), PESTEL analysis (Pierce), the Fishbone/Ishikawa Diagram, and the Eight-Step Model for Change (Kotter).
What is covered in the main body of the paper?
The main body covers a situational audit of the firm, a detailed analysis of internal and external strategic challenges, a roadmap for change management, and a critical look at the consulting process itself.
Which keywords best characterize this work?
Key terms include Strategic Analysis, Change Management, KPS, Haltadon, Operational Efficiency, and Competitive Strategy.
Why is the "Haltadon" product launch considered a critical issue?
The launch is critical because despite years of development and high costs, the product has not yet generated profit, and KPS has failed to determine which factory should produce it, signaling a lack of internal coordination.
How does the author suggest KPS should improve its management style?
The author suggests moving away from a hierarchical, disconnected structure toward a centralized, collaborative approach that includes implementing an appraisal system and clear management-by-objectives for employees.
- Quote paper
- Judith Zylla-Woellner (Author), 2012, Consulting Case Study - Kingsholm Polymer Systems, Munich, GRIN Verlag, https://www.grin.com/document/207983
