Q-1. What value-chain match-ups in skills transfer, cost sharing, or brand-sharing opportunities along the value chains of Mondelēz International’s business units do you see? Does Mondelēz...

Running Head: MONDELEZ INTERNATIONAL     1
MONDELEZ INTERNATIONAL         13
CASE STUDY ON MONDELEZ INTERNATIONAL
Table of Contents
Answer to question 1:    3
Answer to question 2:    6
Answer to question 3:    9
References    13
Answer to question 1:
Value-chain match-ups in skills transfer, cost-sharing, or brand-sharing opportunities by Mondelez International:
The organization Mondelez international is one of the largest snack food dealers, dealing with $7 million brands in its range. Though the band consisted of several reputed brands dealing with magnificence for more than 100 years in the history of the food business, like Cadbury, Triscuit, Toblerone, still it confronted sustainability issues (Hu, 2019). The issues associated with the sustenance and expansion of the company was associated with slow growth and magnificence in dealing with credibility. Hence, by 2012, the overall company decorum has been changed and came into existence as Kraft Foods. By this renovation policy, the organization received success in enhancing production and raise in revenue. They merge up with reputed brands like ‘Maxwell House’, ‘Oscar Mayer’, and ‘Chips Ahoy’, which contributed to this prospect in increasing the organizational revenue. As a value chain match-up, the organizational management has taken policies regarding the brand association and hence, merged up with eighty new and innovative brands.
As a regaining and improvement policy, the company has implemented a corporate restructuring strategy to associate advanced growth and recognition by 2012. The emergence of Kraft Foods has incorporated the business will to attain strong will and recognition in the market and increased its profit margin by creating strong business units in Europe, North America, and other relative developing markets (Lauer, 2015). However, the slow growth and production in the industry of processed foods within the domains of North America and few parts of Europe has been decreased affecting slow profits and restricting the ability to deliver potential values of stakeholders. Hence, the focus has been made by the company on growing more operations and enhancing knowledge-based performance to improve the performances of the entire management. Because of the new match-up policy, the organization has received increased revenue in 2015 as compared to the revenue in 2011, and property and net equipment have been increased.
However, the total asset has become 62,843 in 2015, which was 93,701 in 2011 (Hayes, 2018). This reveals a great utilization of the resources in making money and attaining a more widening perspective and innovative organizational structure in the market. The outstanding share of the company has also become 1580 in comparison to 1768, by the year 2011. The overall strategy development and organizational summary statement change process-support involve a wide context of involvement by its employees. The number of employees in the organization has subsequently changed as per the different requirements and change requirement policies of the organization. As per the financial analysis, by 2011 the number of employees in the organization was 126,000, which gradually decreased by years and turned 104,000 in 2014 and 99,000 in 2015.
Does Mondelēz International's portfolio exhibit a good strategic fit?
With certain changes in the process and development policies taken by Mondelez International, a rapid succession of the company has been observed in its financial summary. With a change management strategy in its common operation management with net revenues and basic shares, the company has been observed attaining gradual success and shift of improvisations in its incorporating procedure (Al-Ali, Singh, Al-Nahyan & Sohal, 2017). The net earnings and net revenues through the tax margins have marked a change to its improvisation and through the shift; the improvement policy of the company has been developed in a significant margin. The stock price of the company has taken a rising phase as restructuring policy and steps have been taken to incorporate more production and sustainable approaches for the betterment of the organization.
In comparison to stock-price, the analysis of the performance management skill of the company has been evaluated with the modifications taken. The readiness to get merged with eighty new brands and choosing historically famous brands as indicating the success of the company has created a prudential impact by increasing the level of performance and reflecting it to the organizational management process (Domingues, Lozano, Ceulemans & Ramos, 2017). Hence, from the overall perspective, the portfolio of the company exhibits a good strategy of improvement and efficient solution to the development policies.
Justification of Value chain match-ups:
The restructuring of corporations and the change management of structural procedures by the management have been considered as an improvised way of constructing business and redeeming its status. Therefore, the emphasis of the management in bringing a stable situation to attaining more market value and responses from the customers has become successful. The selection of employees and strategy on managing human resources for intensification of business have been reflected in the raised revenue and improvisation followed and shifted from 2012 to 2015 in a gradual movement (Hayes, 2018). The strategy of being merged with brands like Oreo, Cadbury, Honey Maid, Oscar Mayer, and Maxwell House have incorporated the company attaining amounted reputation and market integration through recognition of renowned services and brand names. Hence, the innovation and development strategy in this respect to have made the venture of the company go through a successful way and attained fame and success through their leading way of dealing.
Supporting analysis with data from the case study:
The experience of the company through the change process has experienced a unit-ability and gradual shift of management process by 2015 shifting from 2012. After a tantrum and shifting experiences, during 2016, finally, the company has been successful in attaining its international goals and attained 79% of the revenues that have been experienced generating outside the domain of the United States. This made the company increase the percentage of sales by 17%, 18%, and 21%, following the years respectively 2013, 2014, and 2015. The effective techniques and innovation plan regarding merging up with twelve different companies have enabled the company to raise its revenue by $100 million and explored its business in Europe to a great extent (Muringazuva...