Resource Integration Management for Wild Ferns

Overview

Wild Fern organization embodies a skincare enterprise dedicated to offering ranges of organic products that are indigenous to New Zealand’s exceptional landscape. The vital organic constituents, such as manuka oil, thermal mud, kiwifruits, and manuka honey, are designed to deliver the desired skin care benefits. As an owned family, Parr Products Ltd, the family-owned company, gained the stock market share after 20 years of establishment. With the company accessing over 21 markets across the globe, it bears a strong tagline of a gift of New Zealand to the World. The company ventured into the skincare and cosmetics industry, with a range of New Zealand eccentric skincare products. Its sense to align to its philosophy on sourcing natural, sustainable, and ethical ingredients, braves its path in protecting the company’s image and market value.

Wild ferns company faces stiff competition from its main competitors, the company’s significant competitors PureSource and Nature’s Beauty, whose service is based on selling similar products entangles the business perspective and orientational model for the market. A strategic concern to gain a competitive advantage devises the company method in retrospection on how to obtain the ability to control the product or brand experience (Bushe and Marshak, 2016). In such a case, prospects on the provision of multiple choices for customers in the retail environment are expected to align with its supply chain and production operations.

The paper purposes of assessing the key models and factors that support various contemporary resource integration management practices in Wild fern, and be able to resolute on conversant choices with respects to the validity and dependability for the general implementation of the company’s growth. Secondly, the paper purpose to critically analyses critical strategic factors in the firm which affect the planning, policy development, implementation, and management of resource integration in the Wild Fern society (Bamford et al., 2013). In this respect, the paper aims at analyzing the transformation and operational procedures of Wild Fern, while critically evaluating its market requirements. The company’s marketing requirement for operations and the set performance objectives set a critical path for its evaluation based on gaining viable advantage and a proper supply chain management.

Scope

In stabilizing its resource interrogation strategies, the company widens its scope in transforming the procedures, supply chain management practices, and considering the sources of ingredients of the skincare products it offers to its customers. The profound managerial practices in the resources department need prerequisite improvement and specialization for improved service and market value (Prajogo and McDermott, 2005). In this case, integration measures aligning to market research engages a critical perspective to showcase the positive contribution of the integration practices to the reliability and validity of the consensus for adoption.

Limitation

The paper faces market research that has been restricted to Wild Fern websites, and contestant websites, complemented with additional academic research. The exclusivity of the marketing strategies and operations being tamed in New Zealand on less publicity about skincare and cosmetics companies has resulted in less exclusivity of models and theories for application in the firm management. Further limitations on the paper indicate the inaccessibility of wild Fern’s business reports or data analysis journals. The incorporates literature includes all evidence and numbers that are sourced from academic references and resources.

Resource Integration management practices Analysis

Transformation Process

Wild Fern is entitled to its perceptible local resources, which are found as extracted ingredients from the local thermal mud pools in Rotorua, New Zealand. Wild Fern considers the basis in its raw materials such as the manuka oil, thermal mud, kiwifruits, and the manuka honey on the eccentric quality of organic raw materials’ inconsistent supply. As a resource, the availability of raw materials, which forms an inexpensive strategy contributes to the formation of efficient yet attainable use of expanded production platform for improved viability to the integration of management practices (Hislop et al., 2018). However, the limited resource acknowledges the need for an improved production process, rather than focusing on an exhaustive extraction process to the scarce resource. Which in this case, Wild ferns concern is integrated into maximizing the core extraction procedure to improve the quality of resultant raw materials.

Cultivating an improved transformation process for the Wild Fern, gears the company to develop a comprehensive and integrated resource value addition for the company’s product. Wild Fern reflects on its macro transformation process to underlay crucial strategies in managing the operational processes involved in producing the Skincare and Cosmetics products (Prajogo and McDermott, 2005). Concerns for Wild Fern to integrate its management resources in the internal and the external customers’ environment envisions the growth process of the company’s operations and marketing procedures. In this respect, the process purposes of integrating transformational aspects such as information technology and improved machinery services, which outlay the production level and quality procedures. Evaluation of the company’s market trends accentuates the leadership position to steer and focus on the future trends and restrict on taking action after changes in consumer desires have already occurred (Slack and Brandon-Jones, 2018). Wilde Fern’s motives in reclaiming control on resource integration is a priority, which intervenes concerns on the leadership quality to outmaneuver the previous strategies and implement necessitated policies for growth.

Evaluation of quality levels of input and output dictates the transformation process level of actualization and control, which prompts necessary for an improved understanding of the customer’s desires and the Wild Fern’s ability to perform (Prajogo and McDermott, 2005). Wild Ferns inputs comprise of factors of production, which are labor capital, land, and raw materials for the production process. The intrigued perception of composite internal and external customers provides the contemporary variables on input and output resources for Wild Fern company. Instances of improved principle output resource integrate value-added concept to enable redesign and producing an attractive, distinctive packaging for consumers (Stouten et al., 2018). Such an overview prompts the long-run prospects of delivering customers demand, in collaboration with the positive and satisfying experience integrated into the brand value without distortion.

Figure 1: Wild Ferns transformation process

Tangible and Intangible resources

Wild Fern’s adoption and implementation of intangible and tangible resources, optimize the use of a transformative agent aligned by the termed resources. The incorporation of tangible resources actualizes the company’s need to improve in the production of products, not in the market. The presence of locally available ingredients optimizes the niche for an advantage competition and improved, valued variety production (Heirman and Clarysse, 2007). Secondly, incorporation of lifetime acquired intangible resources such as operations knowledge ascertains the degree of quality and advanced production for Rotorua mud mask ingredients. The involvement of Human resources as a guarantee in a prospective productive environment engages brand equity, reputation, and intellectual property (Greco et al., 2013). The prospective enables resource integration, a respective strategy in aligning variations intangible resources such as warehousing, land, ingredients, and firm equipment.

Operation Processes

Wild Fern operations base the full description of its focus on the scenario of its direct majority on labor for sustained quality, cost, availability, and quantity. Wild Fern’s eagerness for monetization on effective production accounts for the measures of optimization, which can be used to increase the degree of the company’s operability.  In this case, the adoption of processes such as variety, visibility, variation, and volume, are endeavored to increased efficiency, with consideration to recognized value in the surviving competitive market (Phelps, 2010). The management breakthrough to the focus on the enhanced quality and customer satisfaction, which to Wild Fern ascertains exposure for staff training, increased premium production, and inception to attain global market share. Such a company’s degree in processing labor inputs in different ways through time and transformation (Kamada et al., 2018), which declares the tertiary delivery of the company’s volume, variety, variation, and visibility.

Visibility

Wild Fern encounters low-visibility in its production process as it lacks its physical retail stores. In this prospect, Wild Fern engaged in distributing the majority of its products through third-party retail stores, which are inclusive of departmental stores, pharmacies, convenience stores, and tourist souvenir shops. Wild Fern’s concern in reaching its customers engages the actual user-based experience in improving the procession of order tracking. Consideration of the service skill of Wild Fern employees’ attributes to the customer experience and redistribution of the company to increased visibility dimensions of the business (Bowonder et al.,2010). The prospect, undertaking an exposure procedure, such as advertising and sensitization campaigns to improve product awareness and increased visibility for the company, proves critical to its growth. Wild Fern improvising on the staff skills to optimize customer dissatisfaction and experience within the company product proximity, proves a change for a higher satisfaction rate and visibility.

Variety

Wild Fern offers a wide range of Rotorua mud products to cater to the extensive nature of skincare and cosmetics products available in the market. In this manner, the variety dimension of Wild Fern provides a limited series of packaging and ingredients, which is also associated with the contribution of the company operations, and have subjectively constricted its expansion (Gandhi et al., 2017). This is because the prevalent of the company to embrace diversity in its production, led to the exotic consideration of such a product in the market, giving it limelight a foreign market. In this case, the company’s marketing operations, such as advertising and creating awareness campaigns, cannot match customers’ requirements and the correlation of volume to variety. A noted gap in Wild Fern’s marketing management initiated a resource integration process that is reliant on subjecting strategic modification operations.

Volume

In the prospect of the amount of Wild Fern, the production and marketing levels align hand in hand to outlook on its growth and momentum. The fact that Wild Fern produces simultaneous high-volume products, the reaction does not indicate a concurrent and efficient change on increased profits. The presence of associations to the company’s low-visibility challenges expresses its 14-product category viability to increased exposure of uncertain shifts intimidating focus to the intended audience (Phelps, 2010). The concern subjects Wild Fern company in ascertaining the objectivity of integrated management for systematization work. The notion of resource integration indicates subduction of Wild Fern production volume and return; hence the prospect of increased operational and marketing practices preludes as beneficial to return on investment.

Variation

According to a variation perspective, Wild Fern company optimizes the high-variation process in the engaging seasonal workforce for productivity. Retrospection on growth and production sustainability, the company counteracts seasonal employment. More concern about peak seasons portrayed the ultimate goal of engaging in training more employees. This brings about its production level, which in this case, risks an opportunity in creating a culture by increasing its production levels during the utmost peak seasons (Jia, 2013). The company fortifies its engagement in modified variation through prefabricating organizational adjustments to customer demands, therefore setting predictive alignment levels of demand changes over time. Taking the company’s production volume into consideration, resource integration implicates its variation by increasing Wild Fern’s variation rate. Occasioned improving in variation scouts for risk, associated with culture interference, illustrating subjectivity as a consequence of diversity.

Market Requirement

Through experimental projection to market, Wild Fern imitative nature in obtaining market value refutes its prospects in increased operational and marketing. Therefore, the process devised different perspectives in basing objectivity in alignment with a customer’s center stage and desired satisfaction. A therapeutic benefit in association with Wild Fern accustoms distinctive ingredients, whose value in measure supersedes the rationed demand (Jia, 2013).  Prospective elaboration on product diversity is uncertain of possible internal and external factors and viable to the conditioned marketing environment.

Diversity as a growth promoter compares Wild Fern’s consistent variation on value addition, upholding the illustrative nature of the product measure when compared to the industry product line. Resource Integration on aromatic products across Wild Fern variety indicates a priority to customer demand and value adjudicating priorities for order qualifiers and order winners. Order qualifier tags in the organic market, have a limited standard level that mitigates on quality and outsourced retailing procedures (Vanpoucke et al., 2017). Therefore, a restriction in influencing order winner’s growth endows subjectivity to the limiting factors of the available ingredients forming any unique product. Wild Fern local market customers are subjective by patronizing the eccentric product, whose continued support qualifies tourists’ experience in the purchase of the local product. Therefore, Wild Fern’s intrusion to the market renders some favored brands and products order qualifiers for new customers and order winners with the local customer experience and exposure. According to Bowonder et al., (2010), different external factors in different products indicate bounds in different performance and resultant implications are limited to venturing into the new and exotic global market. Thus, limited marketing procedures, affected the various Rotorua products, and exposure of the company’s management processes, harboring its stagnation in acquiring viable market shares.

Wild Fern Main performance objective and associated trade-offs faced

The company’s strategic attainment in its performance objectives is critical on quality because the products must meet specific standards, else Wild Fern risks downfall and denial of operational services. Wild Fern’s effective business strategy bases its prospects on SWOT, porters and VRIO analysis, because of the comprehensive global marketing environment harnessing internal and external principles associated with marketing (Hegde et al., 2005). The subjective concern on quality, product availability, and reliability positions a strategic objective in the valuation of Wild Fern operations and recognition of competitive advantage in the marketing environment.

SWOT

The signature value of Wild Fern products is based on the strengthening ability to be naturally sourced and organic ingredients to New Zealand culture. The company’s recognition is depicted by the competitive market positioning, in New Zealand, which is indicated to ta substantial identity in organic aromatic mud products (Hegde et al., 2005). Indication of quality assurance is subjected to the originality of the product and production processes, which under physical resource integration, the precedence of quality on Manuka honey and kiwifruit products, points towards increased authenticity.  High-quality standards associated with the production process are resultant to effective testing, which in Wild Fern, increased corporate culture and technology substantiate a competitive outlook (Zhao et al., 2017). Wild fern engagement to global network distribution across the Asia Pacific Region and other countries increased the cultural, political, and technological variance; as a result, widening the variation of the product and increased production embodies the capability for improved marketing operations.

The presence of weaknesses to Wild fern operational processes can have a long-term subjective impact on the marketing objectives. Responses to cases of improved marketing procedures, in extension to the global environment, incur high operational costs, indicating a contribution to its weaknesses. Wild Fern is inadequate for a viable online presence. Indications of low accessibility to Wild Ferns marketing information led to social media restrictions on an advertisement, promotion, and creating awareness in response to its operability and modernization of the marketing procedures (Khan and Wisner, 2019). Physical resources have been fruitless in harboring the strategic marketing risks associated with technological, competition, and operational management, therefore, evident to reduced profit margins and futuristic investments in Wild Fern.

Interrelated processes are monitored continuously to reduce errors and find opportunities for increased improvements. However, Wild Fern’s digitalization on a global scale for enhanced product purchasing, creating awareness on brand purpose, and increased social media content takes advantage of the digital footprint attains significant influence (Zhao et al., 2017). Lean management practice in maximizing physical resources such as machinery, and optimizing on supplier turnaround through political and economic baseline by instantiating competition. As a result, the objectivity in resource integration boosts compliance and reputational, labeling a brand’s online viability for sustainable exploitation.

The presence of Nature’s Beauty and PureSource competitors intensifies the variation of Rotorua mud mask products; this guides threats’ impact on accessing the corporate culture. Hence revitalization and remuneration on affected resources surpass operational expenses in cases of uncertainty in the society and the unpredictable market (Fernandes et al., 2017). Secondly, a similar range of Wild Fern products are available and distributed to retail shops, decreasing the competitive ability and strength of the brands’ value. Denial of ability in showcasing and controlling the brand equity in the retail environment weakens the buying power for the core products in the company. The implication on corporate culture and brand reputation ascertain risking operational processes; as a result, Wild Fern embeds diversity in associating technological changes to resource integration and value attainment (Vanpoucke et al., 2017).

Figure 2: SWOT analysis of Wild Fern

                                                Cost                 Wild Fern production service 

            Speed                                                               Dependability 

PureSource

Quality                                    Flexibility

Figure 3: Polar diagram comparing PureSource and Wild Fern competitive production services.

Wild Fern competitive advantage(s) and sustainability

Wild Fern cements its productivity and competitive advantage from Rotorua mud skincare products as a result of natural, clean, and sustainable organic sources. New Zealand organic and quality ingredients are as an inspiration of pure, pristine natural flora, clean air, and glaring natural environment. Productivity in the organic industry leveraged the market industry, devising competitive niches (Zhu et al., 2017). As a consequence, indigenous product availability increased in the global market, resulting in a sudden free market. The exposure of a new product to a new market aggravates towards profitability and market segmentation.

Porters Analysis

Figure 4: Wild Fern Porters Analysis

Wild Fern eminent concentration on competitive intensity and attractiveness, enacting formal forces in detailing the position of power in a business environment. Wild Fern subjects understanding and the strength of the organizations’ competitive position in monetizing buyer power, supplier power, the threat of substitution, competitive rivalry, and the threat of entry.

Engagement of Porter’s analysis prompts concerned parties though considerations on the industry’s ecosystem and the developing competitive strategies in the market (Hiriyappa, 2018). Wild Fern considers the political and democratic impact on the industry, instigating rivalry between the organization, heightening similar products substantiates market attractiveness. Evitability on a company’s lifecycle stages ascertains Wild Fern statutory in enacting a sustenance position in protecting new entry and substitution of key competitors (Zhu et al., 2017), sidelining the power and avail likelihood of switching alternatives, eradicating alternative to price increases.

VRIO Analysis

VRIO analysis widens the scope of Wild Fern’s competitive advantage upon rearing the firm’s facts on value, the rareness of the company’s product, organization operability, and chances of the product’s imitability in the market.

Figure 5: Wild Fern VRIO Analysis

Wild Fern strongly bases its valuable resource of the Rotorua mud mask products as a recognition of the global presence, the required specialty, and terms for upscaling the business. Wild Fern offers a global presence, equaling to great importance as company assets revitalize in sales, size, and the market share. In offering distinct skincare service, retrospective competitors gear increased production, and variation on the appeal of customers variety (Cardeal and Antonio, 2012). Wild Fern locality, and centrally to its raw material, engage value to advance proximity and competitive advantage.

Wild Fern dictates its rareness in the provision of organic yet valuable skincare products bearing eccentric nature. Presence of Nature’s Beauty and PureSource as competitors are irrefutable in allowing specialty in Wild Fern Rotorua mud Products. Bearing the products limited is not to Wild Fern, which offers the ability of sophistication and advance the prioritization of products to customers to realize competitiveness (Barney and Hesterly, 2010).

The inimitable and non-substitutable ability for Wild Fern service and operation is inapt to competitors. A cultural yet customed global presence, allows Nature’s Beauty and PureSource to imitate the product, but rather be devoid of its operational procedures for production. They are enabling a relative environment for growth and upscale, production level, and quality sustenance for the Wild Fern products.

Wild Fern utilizes the organized to exploitability in signing and retailing its products over an international market, composing variations in products; this engages a variety of people and options in production (Vargas-Hernández and Garcia, 2019). The subsequent advantage over a range of customers in offering product variety optimizes on upscale, and a realized temporary competitive advantage, over Nature’s Beauty and PureSource.

Critical analysis of the adopted SCM practices

Adoption of Supply Chain Management (SCM) practices by Wild Fern, resulted in objecting an indication of the process leading to efficient practices in the SCM. Improved SCM practices are set to point towards layered upstream and downstream perspectives evident in the supply chain control protocol.

Figure 6: Wild Fern Upstream and Downstream production

Cases of increased Wild Fern upstream production on ingredient sourcing relates to the extraction process of the Rotorua mud. Upstream process echoes Wild Fern extracted and sterilized thermal Rotorua mud, under procession, and production of the SCM in eradicating foreign substances such as volcanic ash residue. Based on the above sentence, SCM is recognized as comprehensive, Impact on local suppliers of ingredients, aids sustainable features under environmental packaging framework (Leung et al., 2017). The growth impacted by upstream attribute to cosmetic packaging conditions and sustainable and applicable measures.

Engagement of downstream production in Wild Fern skincare manufacturing process, showcasing manufacturing processes for the product. Elaborate prospects on finished Rotorua thermal mud masks, subject reaction to each process incurred human resource (Hiriyappa, 2018). Requirements associated with staff and warehousing facility, indicate an epicenter of inventory, products packaging, performance supervisory, and sales. Therefore, reaction to shipping practices on the ready product to mobilized distribution points engaging available goods and enact availability of products to customers.

As discussed, Wild Fern engages SWOT analysis to indicate threats and implications faced under Wild Fern management. Great competitors of Wild Fern abdicate the market by delivering the same Rotorua mud mask product, which has reacted to the competitive environment, engaged in multiple brands and product options, as a concern of diversity (Leung et al., 2017).

Conclusion

In conclusion, Consequent integration of Wild Ferns marketing and production factors engaged a focus in evaluating the market presence and increased awareness of the company. Critical consideration on modification and implementation of strategies are regarded to endorse a new platform relegated on an improved technological base for the company’s online presence.  Absolution on surpassed information regarding expanded Wild Fern inclusive of operational evaluation and the development process. Informed judgment on Wild Fern’s marketing requirements entangles the optimization of marketing variables to mitigate Wild Fern’s adopted options. Wild Fern’s strategic conceptualization declares an informed solution on viability to market value and competition.

Resource integration and improved managerial position at Wild Fern eradicate unnecessary marketing procedures and planning, developing social media curricular and online engagement increasing interaction between. Further Indications of product quality enhancement engage in avoiding speculated potential risks identified in the study. Indication of analysis benefit on cost-analysis benefits, marketing opportunities, and improved marketing and operational costs for the company.

The analysis implies that increased competition and operational processes in Wild Fern production operations. Increased exposure ascertain technological build-up and maximization of operations to attain high customer satisfaction within a competitive environment.

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