Strategic Information growth policy analysisâ€Myassignmenthelp.Com

Question: Discuss About The Strategic Information Growth Policy Analysis? Answer: Introduction Li Fung Limited is a leading global supply chain manager that is responsible for the maintenance of the supply chains of varied brands placed in the US and EU brands. Founded in 1906 and situated in the Guangzhou, Hong Kong, Li and Fung cater to the retail industry. The organization associates itself with over 12000 suppliers and 22,000 worldwide employees that are focused towards the product designing and development, the supply of the raw materials and factory sourcing as well as distribution. It has over 250 offices in 40 markets. It works with 15,000 suppliers to service 8,000 customers (Li and Fung, 2014). Founded by Fung Yiu-hing and Li To-ming, the firm grew out to be a limited company in Hong Kong and it soon expanded to globalize the companys business through foreign trade, and overseas retail (McFarlan, 2012). Over the years the concluding generations of the founding family have strived to resuscitate the business model of the company, through practices such as human resource management, overcoming the Chinese style management, mergers, and acquisitions and enabling of an aggressive digital business strategy to gain a competitive business advantage (McFarlan, 2012). In the recent times, the company has adapted the Inchcape Buying Services (IBS), opening gates to the European market, entered the market through Venture Capital Corporation and has evolved the model of global sourcing in the company for sustainable growth practice (Li and Fung, 2005). The business has also gained strength through their supply chain customization, holistic global chain model, virtual manufacturing and a model of border-less manufacturing in their operations to further gain business advantages, thus reflective strategic management and leadership through their operations (Malecki and Moriset, 2007). Report purpose Since its foundation, Li and Hung have established a culture of innovation and has developed a corporate culture of adaptability and growth through reaching out to wide scope of audience.As opposed to the other Chinese business, the company has not only enabled foreign operations, rather has also facilitated growth through foreign associations, giving focus to loyalty, over nepotism and familiar frameworks (Ungson and Wong, 2014). Focus towards the consumers as well as the employees, and strong business relations are among the few core strengths of the business model(Li, 2014). The world is experiencing changes, and like most adapt business frameworks, Li and Hung are reflective and considerate of the same. Recognized as a business model structured on technology, innovation, and adaptation, the company has adapted the technology for its growth model. One of the primary companies of its time to incorporate an intranet framework, Li and Hung tryst with technology has long since been acknowledged and appreciated in the industry (Hill and Jones, 2012). At the company, an awareness that business must be compelling as per the element of the environment has been understood. Every business needs a strategy for the adoption of the new technology, and the same is evident in the context of the present analysis as well. It is noted that the company has propelled the adaptation of intranet for the purpose of the workplace interactions and insider interactions (Hill and Jones, 2012). Through the means of this incorporation, the business benefitted in terms of the instant access to the media and allowed reduced risk through increasing the competencies for industry analysis (McFarlan, 2012). In addition, the process enabled increased connectivity with the consumers, the stakeholders and the suppliers, which further enhanced the relationship based business model framework for the organization, while giving it an image of competitive strength owing to the enabling of technology in the business (Malecki and Moriset, 2007). Amidst these trends, the business developed through an improved understanding of the trade protection, gained higher comprehension of the macro economic analysis, gained improved sourcing placement and established itself as a virtual factory. These variables are reflective of the changing models of economic in their business, thus displaying strategic business practices and competitive edge. Through the development of technology and the adoption of the information system, the business succeeded in terms of the supply chain management(Gupta et al. 2013). This enabled the business to establish a proprietary information network that served as a means for the data mining (McFarlan, 2012). It is noted that through this adoption the business was able to follow many principles of the Maslow hierarchy of the needs, where the primary needs of cost effectiveness and availability were met with a sense of engagement and satisfaction, to enable a more holistic relation for consumers (Kaya and Azaltun, 2012). This further allowed the business to develop consumers more vehemently and adapt the data in terms of continuous development and exchange. However, through this exchange and adoption, the active social exchange is lost, and the failures in the sense of the threat of loss of familiarity and a sense of connectivity were made evident with the suppliers and buyers as per the social relation theory (McFarlan, 2012). In addition, challenges associated with the retention of the employees, lack of the maintenance of the relations with the masses and the challenges in the light of enabling of technology in the business framework emerged (Kaya and Azaltun, 2012). Through the means of the present review, the challenges in the IT policies of the business are reflected in a comprehensive light, and recommendations are shared for improvement. IT strategy of Li and Hung It is noted that the business in the present framework seeks growth through globalization and increasing the reach of the consumers, irrespective of the geographical limitations. These principles of the social theory of the business were enabled in the business model of Li and Hung when they adopted e-commerce practice (Li and Fung, 2013). They enabled an inbuilt house framework to focus growth in the sector and formed LiFung.com to shape the in-house online business and financial discussions with the staff. The business strategy of Lifung.com was to focus on the SME showcase which was directed towards reaching the stakeholders and promote LF (McFarlan, 2012). They enabled a framework of forwarding their market data that further allowed the stakeholders to view their action plan and hence develop risk strategies. With the new B2B Portal, the company expected to have the capacity to aggregate the SMEs little requests, keeping in mind the end goal to achieve a client restricted measure of customization, through clustered feedback, and aggressive costing strategy (Li and Fung, 2013). It is noted that these practices allowed the business to attain advancement in the business which changed 10-15% of the commission in which the SMEs used to pay significantly more (Li and Fung, 2006; Macha-Krol et al. 2014). In this sense, Li-Fung.com connected with the group in the company through an extensive reach out the program, Furthermore, interior instructional classes and everyday introduction to new innovation demystified the dread of LF's staff (Baltic Sea Academy and Hogeforster, 2012). LF depicted such IT procedure that safeguarded their position against online dangers while at the same time expanding operations into the SME (small medium sized enterprise) and advertising segment (Li and Fung, 2005; Zheng and Wong, 2016). Through these steps, the business has been able to gain success in the operations where development through resource based principles has been noted. In this sense, it is reflected that through this resource based growth principle theory, the business has also profited in terms of the reduction of the middle man(Oshri et al. 2015), and has gained presence of the higher connectivity in the operations (Wong, 2011). In this sense, the company has gained prominence through the resource utilization of the social and connectivity aspects of the company. Yet, it is also noted that through these principles there has been some challenge in the operation as well. In this sense, it is noted that albeit many advantages are related with going on the web, dangers go with the new methodology as well. The dangers are separated into the accompanying zone: Competitor, industry, Customer, People, and Financial. Fiscally, the cost of setup is colossal and LF has challenges in the name of the budgetary issue as well as the training of the staff and the management of the service (Gupta et al. 2013; Ling and Fung, 2013). It is further noted that the business has faced improvement in the light of the individuals insightful, where existing LF representatives have been allowed a chance to share their insights, however, this has also raised challenges in the terms of the office conflicts, which has further contributed towards higher worker turnaround rate (Wong, 2011). Discussing the contender, this plan of action obstruction is not high; and it is noted that in the terms of the competitors the business gains a chance of improvement in the light of increased connectivity with the stakeholders (Hercheui et al. 2012). However, it is also a point of challenge in the face of contenders that could build up a much comparative interface with similar technology overnight(Li, 2014). When discussing industry institutionalization of the product and equipment there arises a need to additionally bring down the benchmark and assess the arrangement of Lifung.com. It is noted that the business model encourages by connecting the interior framework to the web, LF is presented to a higher rate of infection assaults/security break that would upset the whole framework that may colossal reason harm to LF. Inside the range of client, existing disconnected key client (real shippers, wholesalers) dread of Lifung.com will harm their business by the disposing of the connectivity" (Hercheui et al. 2012). When reflecting on the plan in the present case it is noted that the last the entire plan of action is shaped under the presumption of ready to permit customization and aggressive cost phishing for the end stakeholders. In the event, it is noted that the requests are not adequate to legitimize, and LF could just pick between fulfilling their client needs at the cost of destroying their general edge; or by dismissing the request on the danger of discolouring LF since a long time ago settled notoriety (Li and Fung, 2006). Business analysis It is noted that the Li and Fung's outsourcing network is reflective of its worldwide position and action. This association shows favorable position in fulfilling particular business needs of the company such as maintenance of the relations. Moreover, this aspect ensures that the business benefit in terms of associations and interactions that cultivate between the divisions(Georgise et al 2012). This enhances the relevance for the stakeholders and enhances their empowerment and engagement towards the organization and each other. As far as Li and Fung's plan of action, it is noted that the business strengthens through "a virtual industrial facility" which implies it represents considerable authority in giving item itself, not brand or advancement (Macha-Krol et al. 2014; Swan, 2008). Despite the fact that there is enormous scale justification underwent for the retail industry, it is troublesome that each organization has a major production line as there are loads of contenders and design of the garments are continually changing, as is thought by Swan (2008). The added pressure upon the organization in the face of the tailored marketing and distribution channel complicate the supply chain model of the organization. Through the present e-commerce framework, the business is limited in the sense of a generic framework of management (Ungson and Wong, 2014). The primary motivation behind why Li and Fung should be towards enabling the advantages from the internationalization based internet and IT strategy into the business, to gain a better sense of connectivity and consolidation in operations (Wong, 2011). At the point when Li and Fung pick organizations, they search for what the organization is having around then, the sourcing, the clients, and the representatives and their retail experience. However, with the evolving business needs, Li and Fung can supplement their values through a concise business model(Jung et al. 2014). It is well known that Li and Fung are the biggest world's provider of retailers and through the enabling of an internet based framework model based on B2B, the possibility of the union is enhanced (Li and Hung research center, 2008). Over the years Li and Fung have made a change group survey authoritative procedures and actualize a unit-by-unit progress operational framework. However, rather than compiling the progress after the merger, Li and Fung has enabled a culture of the collective growth through their IT policies. At the point when the size of the organization expands, the operational method of the organization needs to continue changing also. And with this understanding, Li and Fung has changed its mode into a more effective and reasonable one (Lavie, 2006). This alignment has made the administration to be more expert and has made the generation more productive (Georgise et al 2012).Furthermore, enabling of the IT framework like in most cases has allowed the business to grow in terms of increased sourcing network of Li and Fung and territorially planned sourcing administrations while reducing work based conflict (Acedo et al. 2006). In the meantime, Li and Fung can increase high notorieties among the developing organizations, in light of the fact that the objective of the LFI is not secure these organizations (Swan, 2008). For this situation, these organizations could unconstraint themselves. Thus allowing the company to gain more comprehensive market prominence and new consumer base. Recommendations and reflection In perspective of the considerable number of advantages and hazard that the internet business displayed, it is suggested that the business of Li and Fung needs a more comprehensive understanding of the implications for the IT enabling and adapt a stage combination for adoption in their business (BPP learning media, 2015). In this sense following process is discussed, Stage 1, Beta dispatch of the framework to "test the water" of the new market. Amidst this underlying stage, committed promoting/deals group are gathered to focus on the SME aspects of the market (though that market can receive significantly less demanding) (Baltic Sea Academy and Hogeforster, 2012). Integrate the E-business with their Key existing clients which enable the Key existing client to profit by a similar procedure (Jung et al. 2014). incorporate the whole E-trade module inside its foundation to additionally enhance its exceptional production network and administration framework. On the off chance that at any phase, the administration finds that the task is not any longer doable, at that point, it is prescribed to cut the risks. In perspective of the conceivable negative f of the current client, LF can offer certain connectivity options for the key clients on some plan to help the key client to keep up aggressive challenges (Hill and Jones, 2012). Likewise, some further rebate on the commission plan could be offered to the key client for bigger mass requesting. As the innovation being created, it is dependably an alternative to consider the utilization of a more institutionalized stage that can effectively connect with LF intranet/extranet as the setup cost would be insignificant and support too (Hanna, 2009). To the end, LF ought not misfortune its attention on what it is great at the whole all-encompassing store network administration framework that LF has actualized in the recent times (Wong, 2011). In perspective of the conceivable disappointment of the framework, a choice is to utilize Distributed DBMS is made. The Distributed database is amidst the few databases which identify the similar data. Notwithstanding, they can have diverse arrangements and distinctive administration on them. This is the reason, in the event that one of them in any place confronts disappointment, the regardless others continue working and no client gets mistake caused by that disappointment. These databases may be at a various piece of the globe with the slightest shared data with the assumption of sustained connectivity with the contingency plan (Bpp learning, 2015). Conclusion Through the means of the present framework it is reflected that the business success can be seen with the consideration of challenges and opportunities of this transgression. It is countered that there is a need to enable a contingency plan for this policy in the business.Safety efforts is a vital consideration for any business (Hanna, 2009). To maintain a strategic distance from the discussed IT challenges, it is concurred that there is a need for training and understanding of the IT threats based on malwares (Oshri et al. 2015).Solutions in the form of Antivirus, protection against spam, hostility to worm, and other forms of risk management are suggestive for an effective framework. Online business is a vital and crucial piece and a reflection of innovation, yet there is a need to channelize the gains, otherwise the process can lead disastrous implications. Reference Acedo, F.J., Barroso, C., Galan, J. L. 2006. The resource-based theory: dissemination and main trends. Strategic Management Journal, 27, 621-636. Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.595.6262rep=rep1type=pdf Baltic Sea Academy and Hogeforster, M. 2012.SME Relevant Sectors in the BSR: Personnel Organisation, Energy and Construction. Elsiever.Available at:https://books.google.co.in/books?id=NrnWuIuCCeECprintsec=frontcoverdq=SME+Relevant+Sectors+in+the+BSR:+Personnel+Organisation,+Energy+and+Construction.hl=ensa=Xved=0ahUKEwjbmt2cu_zVAhUBgI8KHQBUCwgQ6AEIJzAA#v=onepageq=SME%20Relevant%20Sectors%20in%20the%20BSR%3A%20Personnel%20Organisation%2C%20Energy%20and%20Construction.f=false BPP Learning media. 2015.CIMA - E3 Strategic Management. BPP Learning media.Available at:https://books.google.co.in/books?id=sf0uDwAAQBAJprintsec=frontcoverdq=BPP+Learning+media.+2015.CIMA+-+E3+Strategic+Management.hl=ensa=Xved=0ahUKEwjR0OWpu_zVAhURSY8KHd3sAsAQ6AEIJzAA#v=onepageqf=false De Man, A. P. 2004. The Network Economy: Strategy, Structure and Management. Edward Elgar Publishing, Inc. Northampton, MA.Available at:https://books.google.co.in/books?id=sFnuAAAAMAAJq=The+Network+Economy:+Strategy,+Structure+and+Management.+Edward+Elgar+Publishing,+Inc.+Northampton,+MA.dq=The+Network+Economy:+Strategy,+Structure+and+Management.+Edward+Elgar+Publishing,+Inc.+Northampton,+MA.hl=ensa=Xved=0ahUKEwjWlPvJu_zVAhVJNI8KHbbXD5wQ6AEIJzAA Fung, V. K., Fung, W. K., Wind, Y. 2008. Competing in a flat world: building enterprises for a borderless world. Pearson Education, Inc., NJ.Available at:https://books.google.co.in/books?id=Hvm15LaOAroCprintsec=frontcoverdq=Competing+in+a+flat+world:+building+enterprises+for+a+borderless+world.+Pearson+Education,+Inc.,+NJ.hl=ensa=Xved=0ahUKEwjOkq_fu_zVAhWBpo8KHQRTBmQQ6AEIJzAA#v=onepageq=Competing%20in%20a%20flat%20world%3A%20building%20enterprises%20for%20a%20borderless%20world.%20Pearson%20Education%2C%20Inc.%2C%20NJ.f=false Georgise, B., Thoben, K and Seifert, M. 2014.Supply Chain Integration in the Manufacturing Firms in Developing Country: An Ethiopian Case Study. Journal of Industrial Engineering. 2014 (251982). 1:13 pages. Available at:https://dx.doi.org/10.1155/2014/251982 Gupta, P., Guha, S. and Krishnaswami, S. 2013. Firm growth and its determinants.Journal of Innovation and Entrepreneurship: A Systems View across Time and Space. 2:15. Doi: https://doi.org/10.1186/2192-5372-2-15 Hanna, N. 2009.Enabling Enterprise Transformation: Business and Grassroots Innovation for the Knowledge Economy. Springer.Available at:https://books.google.co.in/books?id=hkOfLFqFGVICprintsec=frontcoverdq=Enabling+Enterprise+Transformation:+Business+and+Grassroots+Innovation+for+the+Knowledge+Economy.+Springer.hl=ensa=Xved=0ahUKEwjqyZDtu_zVAhVHq48KHXehDhcQ6AEIJzAA#v=onepageq=Enabling%20Enterprise%20Transformation%3A%20Business%20and%20Grassroots%20Innovation%20for%20the%20Knowledge%20Economy.%20Springer.f=false` Hercheui, M, Whitehouse, D, McIver Jr., W and Phahlamohlaka, J. 2012.CT Critical Infrastructures and Society: 10th IFIP TC 9 International Conference on Human Choice and Computers, HCC10 2012, Amsterdam, the Netherlands, September 27-28, 2012, Proceedings. Springer Available at:https://books.google.co.in/books?id=LRyBMAEACAAJdq=,+M,+Whitehouse,+D,+McIver+Jr.,+W+and+Phahlamohlaka,+J.+2012.CT+Critical+Infrastructures+and+Society:+10th+IFIP+TC+9+International+Conference+on+Human+Choice+and+Computers,+HCC10+2012,+Amsterdam,+the+Netherlands,+September+27-28,+2012,+Proceedings.+Springerhl=ensa=Xved=0ahUKEwjlvoq6vPzVAhWKRY8KHVsmBEcQ6AEILzAB Hill, C and Jone, G. 2012.Strategic Management Theory: An Integrated Approach.Cengage Learning.Available at:https://books.google.co.in/books?id=8M84CgAAQBAJprintsec=frontcoverdq=Strategic+Management+Theory:+An+Integrated+Approach.Cengage+Learninghl=ensa=Xved=0ahUKEwiT2IHPvPzVAhXCOo8KHS7rAZ0Q6AEIJzAA#v=onepageq=Strategic%20Management%20Theory%3A%20An%20Integrated%20Approach.Cengage%20Learningf=false Jung, M., Hultman, M., Opoku, R. and Salehi-Sangari, E. 2014.Internet Usage in Supply Chain Management, and its Impact on Overall Efficiency: A Swedish SME Perspective. Proceedings of the 2007 Academy of Marketing Science (AMS) Annual Conference. Springer.262-266.Available at:https://link.springer.com/chapter/10.1007/978-3-319-11806-2_114 Kaya, E and Azaltun, M. 2012. Role of information systems in supply chain management and its application on five?star hotels in Istanbul. Journal of Hospitality and Tourism Technology,3 (2): 138-146. Available at:https://doi.org/10.1108/17579881211248808 Lavie, D. 2006. The competitive advance of interconnected firms: An extension of the resource-based view. Academy of Management Review, 31(3), 638-658. Available at: https://www.jstor.org/stable/20159233 Li, X 2014.Operations Management of Logistics and Supply Chain: Issues and Directions.Discrete Dynamics in Nature and Society.2014 (701938): 1-7. Available at: https://dx.doi.org/10.1155/2014/701938 Li Fung Limited. 2011. https://www.lifung.com/eng/business/network.php Li Fung Research Centre. 2008. Supply chain management?Practices and experiences of Li Fung Group. Joint Publishing Company Limited, Hong Kong.Available at: https://www.funggroup.com/eng/knowledge/research/china_special_071022.pdf Li and Fung. 2014. Annual report.Available at: https://www.lifung.com/wp-content/uploads/2014/05/2014-Annual-Report.pdf Li and Fung. 2006. Annual report. Available at:https://www.trahk.com.hk/eng/download/annual_eng2006.pdf Li and Fung. 2003. Annual report. Available at:https://www.hkexnews.hk/listedco/listconews/SEHK/2003/0407/00494/EWF119.pdf Li and Fung. 2017. Website. Available at: www.lifung.com Li Fung. 2005. (A): Internet Issues. Harvard Business School publication, 9-301-009, pp 1 20. Available at:https://saict.wikispaces.com/file/view/Li+%26+Fung+case.pdf Li and Fung. 2006.Li Fung: Strategic Role of E-Commerce. Available at:https://www.aect.cuhk.edu.hk/~ect7010/Materials/Lecture/Lec2-LiFung.pdf Mach-Krl, M. Olszak, C and Pe?ech-Pilichowski, T. 2014.Advances in ICT for Business, Industry and Public Sector. Springer.Available at:https://books.google.co.in/books?id=zfrEBAAAQBAJpg=PA89dq=Advances+in+ICT+for+Business,+Industry+and+Public+Sector.+Springerhl=ensa=Xved=0ahUKEwi17cKyvfzVAhXBQo8KHbrIDoUQ6AEIJzAA#v=onepageq=Advances%20in%20ICT%20for%20Business%2C%20Industry%20and%20Public%20Sector.%20Springerf=false McFarlan, F. 2012. Li Fung 2012. Harvard Business School Case 3: 12-102. Available at:https://www.hbs.edu/faculty/Pages/item.aspx?num=41381 Malecki, M and Moriset, B. 2007. The Digital Economy: Business Organization, Production Processes and Regional Developments.Routledge.Available at:https://books.google.co.in/books?id=WFd8AgAAQBAJprintsec=frontcoverdq=The+Digital+Economy:+Business+Organization,+Production+Processes+and+Regional+Developments.Routledgehl=ensa=Xved=0ahUKEwi2lbbKvfzVAhXIvI8KHYavBMsQ6AEIJzAA#v=onepageq=The%20Digital%20Economy%3A%20Business%20Organization%2C%20Production%20Processes%20and%20Regional%20Developments.Routledgef=false Oshri, I., Kotlarsky, J. and Willcocks, L. 2015.Achieving Success and Innovation in Global Sourcing: Perspectives and Practices: 9th Global Sourcing Workshop 2015, La Thuile, Italy, February 18-21, 2015, Revised Selected Papers. Springer. Available at:https://books.google.co.in/books?id=tBYpCwAAQBAJdq=relevance+of+internet+in+supply+chain+google+scholarsource=gbs_navlinks_s Swan. 2008. Agri-Future; trendspotting future thinking. Available at:https://swan-futurethinking.blogspot.in/ Ungson, M and Wong, Y. 2014.Global Strategic Management.Routledge,Available at:https://books.google.co.in/books?id=zEvfBQAAQBAJprintsec=frontcoverdq=Global+Strategic+Management.+Routledgehl=ensa=Xved=0ahUKEwjcqd_lvfzVAhWHs48KHdY2AXsQ6AEINTAC#v=onepageq=Global%20Strategic%20Management.%20Routledgef=false Wong, J. 2011.A Relational View of Resources-based Theory: The case of Internationalization of Li Fung Group.The Journal of Human Resource and Adult Learning. 7 (2): 34-39. Available at:https://www.hraljournal.com/Page/4%20Jeng-Min%20Wong.pdf Zheng, V and Wong, S. 2016. Competing for leadership and ownership: the Li Fung Groups legendary and strategy. Journal of Entrepreneurship in Emerging Economies, Vol. 8 Issue: 3, pp.304-320. Available at:https://doi.org/10.1108/JEEE-06-2015-0034