Examining the structure of different businesses includin ✓ Solved

Examining the structure of different businesses includin

In groups of 5-6, you are required to produce an infographic and deliver a five to ten (5-10) minutes verbal presentation or recorded video to illustrate potential value creation and growth for a given business venture. The case study business is Milspeed, and your task is to examine potential value creation and growth for Milspeed with specific reference to its sustainability focus. Select ONE Sustainability Development Goal (SDG) and use this as your focus for exploring how Milspeed can potentially add value and grow in pursuit of this SDG.

In order to do so, carry out the following steps: Research the company and its background – include reference to its legal identity and structure. Identify how it currently adds value and how this is measured both in terms of economic and non-economic measures. Explore the current work that Milspeed does in relation to sustainability. Present suggestions as to how Milspeed can potentially grow the scale of its operations and add value through increasing its focus on the selected SDG. Consider the impact on both economic and non-economic measures and how you can measure growth.

Support your submission with relevant literature using the Harvard Referencing system. This requires citations (references to relevant literature) within the infographic, which must also be listed in full in a reference list at the end of your work.

Paper For Above Instructions

Examining Milspeed’s Value Creation and Growth Through Sustainability

The concept of sustainability has gained prominence in recent years, driving businesses like Milspeed to adapt their operations and value propositions. Established as a leading manufacturer of footwear components with a significant recycled content, Milspeed has utilized its expertise in innovative materials to not only create economic value but also foster environmental responsibility. The company’s mission statement, which emphasizes partnership, environmental care, and quality assurance, illustrates its commitment to sustainable practices.

The Sustainable Development Goals (SDGs), established by the United Nations, provide a universal framework for addressing global challenges, including poverty, inequality, and climate change. Milspeed’s operations align with these goals, reflecting a strategic intent to harness sustainability as a pathway to value creation and business growth. In this analysis, we will select one SDG, specifically Goal 12: Responsible Consumption and Production, which is particularly relevant to Milspeed’s focus on sustainability.

Understanding Milspeed’s Structure and Current Value Addition

Milspeed operates with a clear legal structure aimed at minimizing its environmental footprint while maximizing customer satisfaction. The company produces footwear components comprising over 40% recycled materials, contributing to the reduction of plastica waste. This alignment with sustainability not only enhances Milspeed’s brand image but also fulfills customer demands for more responsible production processes.

Value Measurement: Economic and Non-Economic Aspects

Value creation for Milspeed can be examined from both economic and non-economic perspectives. Economically, the company measures its value through profit margins derived from selling high-quality, sustainable products to large footwear brands. Non-economic value, on the other hand, is reflected in customer loyalty, reputation, and the company’s contributions to environmental conservation. According to Freudenreich et al. (2020), the perception of value is subjective and must incorporate the stakeholder's interests, including customers, employees, and society at large.

Sustainability Practices at Milspeed

Milspeed's commitment to sustainability encompasses various initiatives aimed at enhancing its operational efficiencies while minimizing waste. The company has prioritized the use of sustainable materials in its manufacturing processes, demonstrating a proactive approach to tackling environmental issues. They actively engage in recycling initiatives, which supplement their primary business activities. This capacity not only establishes Milspeed as a responsible player in the footwear industry but also aligns with global sustainability goals.

Growth Opportunities: Focusing on SDG 12

To explore Milspeed’s growth potential, it is essential to link the analyzed SDG—Responsible Consumption and Production—with actionable strategies. One significant recommendation is the expansion of Milspeed’s product line to include biodegradable footwear components. This innovation can cater to the increasing demand for eco-friendly products, simultaneously widening Milspeed's customer base and establishing the company as a leader in sustainable footwear manufacturing.

Impact Analysis: Measuring Growth

Impact assessment for the proposed growth strategy involves developing tracking mechanisms for both economic and non-economic indicators. Economically, growth can be measured through revenue generation from new product lines, achieving a projected increase in sales volume. Non-economic measures could involve tracking customer engagement levels and brand sentiment through surveys and reviews.

Linking Growth Option to Value Creation

The proposed initiative not only presents a unique selling proposition but also strengthens Milspeed’s brand ethos rooted in sustainability. By improving product offerings through innovation, the company can potentially increase customer satisfaction and retention rates, further driving revenue growth. This dual impact highlights how focusing on SDG 12 can maximize Milspeed’s value creation through sustainable practices.

Conclusion

Milspeed stands at a pivotal point in its sustainability journey, with robust opportunities for value creation through the lens of SDG 12. By leveraging its existing capabilities in sustainable manufacturing, Milspeed can enhance its market positioning and fulfill its commitment to responsible business practices. Future efforts must continue to integrate sustainability into all aspects of its operations to ensure long-term growth and success.

References

  • Bowman, C. and Ambrosini, V. (2000). "How Value is Delivered by Products". Long Range Planning, 33(2), 227-248.

  • Freudenreich, B., et al. (2020). "Sustainable Value Creation Through Business Models: The What, the Who and the How". Journal of Business Models, 8(3), 62-90.

  • United Nations. (2015). "Transforming our world: the 2030 Agenda for Sustainable Development". United Nations General Assembly.

  • Là¼deke-Freund, F., et al. (2020). "Sustainable Value Creation Through Business Models: The What, the Who, and the How". Journal of Business Models, 8(3), 62-90.

  • Brassington, F. and Pettitt, S. (2013). Marketing: An Introductory Text. 5th ed. Pearson Education.

  • Porter, M.E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.

  • Sustainable Development Solutions Network. (2020). "The Sustainable Development Goals Report 2020".

  • Social Enterprise, UK. (2018). "Growth strategies for social enterprises".

  • Strategyzer AG. (2017). "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers". Wiley.

  • Kaplan, R.S. and Norton, D.P. (1996). "The Balanced Scorecard: Translating Strategy into Action". Harvard Business Review Press.