Corporate Strategy Analysis of Moilot Company

Extract

[...] Indeed, due to strong competition and the company's poor image in this product segment, it turns out that this branch does not seem beneficial for the company. Moreover, with new technologies, products become obsolete very quickly and many competitors are entering the market with cutting-edge products at very competitive prices. On the contrary, Moilot excels in high-end products. It would be interesting to wonder if the company would have a better performance by focusing on high-end products and emphasizing its research and development in the field. [...]

[...] We therefore have a presence of experienced and reliable personnel, who know the customers and know how to respond to their requests while demonstrating versatility. Indeed, the remuneration offered by the company is above average, by around 3.5%. Social The staff is very involved in the company. The union is therefore relatively inactive as the working conditions and work environment are quite good. However, we do note some demands regarding safety and hygiene, particularly with the increase in work-related accidents. These accidents penalize the company slightly and add additional burdens. [...]

[...] The teams are very competent, although they have had little work until the signing of the subcontracting with Corti, which has relaunched their full activity. The entire workshop is located on a 35,000m2 space, however, it is noted that this location is not optimized with approximately 5,000m2 poorly used. Organizational: Regarding the organizational structure of the company, Mr. Moilot is attached to the office of studies. Manufacturing, logistics, and production planning are delegated. Each workshop is dedicated to a range of products and there is no contact between them. It is the order service that is responsible for harmonizing these different structures. [...]

[...] Corporate Strategy - Moilot Company Environment The Moilot Company was founded in 2001 by M.Moilot. This company specializes in sheet metal work and is based in the South-East of France. The founder currently owns 80% of the shares, which is 80% of the social capital. In 2007, the company faced some difficulties, which had little impact thanks to their subcontracting activity from 2008 (CORTI company). The company is little affected by the crisis. The various activities it offers in the production of high-end and low-end products, as well as its diversification, allow it to have a serene productivity. [...]

[...] The influences acting on its activity are: - Policy: A development based on nuclear power; - Economic: The 2007 crisis that affected many sectors; - Technology: Growth and development of new technology; - Sociological: Clients consume by habit (loyalty); Regarding the reference framework, the company is mainly present on the national market. It has a strong sense of ethics and Mr. Moilot directs his company in a paternalistic manner. TOIS Techno-economic: The company is on an economic model of supply, production, marketing, finance. This model generally allows for development and profitability of activity. The company has more than 400 employees and has a recognized technical quality on the market. Order and service forecasts for the future are therefore positive, in addition the company has no supply problems. [...]