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Heineken defines its internal environment by following behavior principles, which are respect for people and the planet, competition, and safeguard for its assets. The company respects the rights of people who work for them and ensures a healthy environment in the workplace. Heineken encourages employees to share their concerns in case of violations of the companys policy. Also, the company invests in local brands, which not only allows it to optimize its supply chains but also helps to decrease its carbon footprint by reducing shipping the product from the home country.
Heineken, along with other partners, developed a sustainable plastic recycling system in Rwanda to reduce the environmental impact and bring the worlds attention to the existing problem of pollution (Heineken). It shows the companys commitment to ensure respect for its employees and its environmental awareness.
Moreover, Heineken is emphasizing the importance of the competition, and its profitability for the business profoundly. The company often organizes team-building activities and parties for works to create a team spirit. In contradiction, the management implements restrictions to ensure transparency of business and organization. They say, we are committed to conducting business with integrity and fairness, with respect for the law, our values, and our company manifesto (Heineken). It shows that their high priority is not only working for the benefit of a customer but also creating a healthy internal environment.
As it was mentioned in the first essay, Heinekens core competency is in developing a strong relationship with suppliers. By analyzing inbound logistics, Heineken takes into account customers preferences in the product development phase. This policy can help ensure the competitive advantage of the company according to customers preferences in different regions. Heinekens operational activities, such as receiving raw material, processing it into the end product, packing, testing, high-quality equipment, etc., can guarantee the competitive success of the company and economic growth.
They continually optimize and make sure that the end product is delivered to the customer fast and in high quality, mostly by opening local brewers in the regions of distribution. It helps to reduce the cost of delivery and gives a source of competitive advantage. Heineken effectively uses advertising to improve the brand to stand out among other products (Bhargava 81-82). Through the years, the company holds a stable position on the market and has a reputation as one of the best brewers.
Heineken considers its staff as a valuable competitive resource; they regularly train employees, which helps them to be more productive. The company promotes competition; however, it put many restrictions on sharing its information and secrets. Heinekens patents are valuable financial resources, which is essential for the companys sustainability and competitive advantage in the market. The availability of Heinekens product in different regions ensures it to be the customers choice. It includes distributing networks, prices, promoting it in the local language, and advertising according to the regional preferences (Heineken). The mentioned above makes it a valuable resource for the competitive advantage of the company in the local and international markets.
The internal environmental policy of the company ensures the loyalty of its workers who are a valuable resource for its competitive advantage. Analysis of the product on different phases, from receiving the raw material to delivering the end product to the customer, guarantees the companys profitability and sustainability in the local and international markets. It gives Heineken the advantage among other companies to be a highly competitive business.
References
Bhargava, Akhil, and Bafna Arpit. A review on Value Chain Analysis as a Strategic Cost Management Tool. International Academic Journal of Accounting and Financial Management, 2018, vol. 5, no. 1, pp. 80-92.
Heineken: How we run business. Web.
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