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Assets and weaknesses of the Russian industrial fabric companies (2009)

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  1. Introduction
  2. Explanation, in general, the performance of L'Oreal
  3. The value chain
    1. Support Activities
    2. Main activities
  4. The Porter's five forces
    1. The bargaining power of suppliers
    2. The bargaining power of customers and distributors
    3. The rivalry between existing competitors
    4. The threat of new entrants
    5. The threat of substitute products
  5. The key success factors
    1. SBU: Consumer Products
    2. SBU: Professional Products
    3. SBU: Luxury
  6. The competitive position
  7. SWOT model
    1. Diagnosis of internal strengths and weaknesses of L'Oreal
    2. Analysis of opportunities and threats affecting the company
    3. Deepening of the external diagnosis according to the 5 forces of Porter
    4. The main strengths, weaknesses, opportunities and threats
    5. SWOT grid proposals
  8. The Human Resources Department at L'Oreal Description of the organization of the HR function The key points of the HR policy for L'Oreal:
    1. Recruitment
    2. Training
  9. Strategy, culture and fashion animated men
  10. Strategies
    1. A differentiation strategy
    2. A vertical integration strategy
    3. A diversification strategy
  11. The structure
    1. The operational center
    2. The strategic apex
    3. The strategic Technostructure
    4. Logistics support functions
  12. Corporate culture
    1. Different sources of cultures
    2. Culture in the service of the company
    3. Ethics, Values and Principles
    4. Managing Diversity at L'Oréal
  13. The animation of men
    1. The authority
    2. Influence of the orientation leaders
    3. L'Oréal and adhocracy
    4. Background
    5. Description of features of the structure adhocratic found for L'Oreal
  14. Study of the Management Development Center
  15. Strengths and weaknesses of the MDC Latin America
  16. Recommendations
  17. Conclusion

Some preliminary figures to better define the contours of the Russian industry: Industry represents about 35% of GDP and employs 22% of the workforce. The main industries are inherited from the Soviet period. The privatizations of the early 90s and loans against shares' operations of 1995-1997 led to the dismemberment of the Russian industry for the benefit of the oligarchs. Since Vladimir Putin came to power, the Russian state is trying to lay hands on these industries.

These conditions relate to the natural resources sector and heavy industry. This specialization leads to the Russian industrial sector's vulnerability to the global vagaries and particularly the evolution of commodity prices. Since 2000, the index of industrial production rose steadily, in January it dropped by 16% due to the global economic crisis. This crisis is beneficial for Russia. Periods of growth are not conducive to structural change as opposed to periods of crisis. By highlighting the vulnerability and weaknesses of the Russian industrial fabric companies, this crisis could eventually act as a shock to the leaders of the Kremlin.

While this is not yet in the acts, the speech has at least changed. President Dmitry Medvedev said last February, "Russia cannot afford to maintain the old economic structure, which does not meet modern requirements", justifying his wishes to diversify the economy, develop infrastructures and strengthen the financial system.

A global industry leader: recent setbacks in the European Union with Gazprom and Naftogaz have placed on the center stage decisive comparative advantage of Russian industry in terms of raw materials and in particular with regard to hydrocarbons. Russia is the second largest producer of oil and natural gas. According to the estimates, Russia has 13 to 16% of the world oil reserves, 32% of coal reserves and 28% gas.

The Russian economy is highly dependent on the resources of the subsoil, the latter contributing 40% to industrial production, 50% of tax revenues and representing 80% of exports and70% of the investment. Huge conglomerates got their hands-on these natural resources, for example, the giant Norilsk Nickel, detained since April 2008 to 25% by the group Rusal, which is the world's largest producer of nickel (20%) and palladium (75%).

The lack of investment: Because of dependence on natural resources, the Russian industry is subject to the international situation closely. One dollar per barrel of oil can cause a loss of 1.5 to 2 billion for Russian industry. In addition to this dependence, the Russian industry is a victim of under-investment concern. Although Russia has one-third of world gas reserves, the deposits are difficult to access and require significant investments that have been reported so far.

According to recent estimates, the oil sector requires a capital contribution of $ 40 billion per year by 2015 to maintain current production levels. The recent tax cuts proposed by the government to facilitate business investment in the hydrocarbon sector should not be a sufficient measure to address this problem long term.

Tags: Russian industry, Soviet period, economic crisis, the financial system, global industry leader, oil and natural gas, tax revenues

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