Friday, June 21, 2019
Corporate Strategy of Tate & Lyle Company Term Paper
Corporate Strategy of Tate & Lyle Company - Term Paper ExampleMarkets, food and boozing and industrial are the most signifi reart. It principally sells ingredients, ingredient solutions, and services to manufacturers in these two markets and they use the ingredients to manufacture their consumer and industrial products. In the food sector, it also sells windup products directly through retail distribution channels to retail customers in certain markets. The customer base includes many of the worlds major global food, beverage, and industrial companies. Their ingredients can be found in the products of nearly all the worlds top 100 food and beverage companies. The products include cereal sweeteners and starches, Proteins, Acidulants Sweeteners, Enrichers, Stabilisers, Acidulants, Biogum, Ethanol, Aquastat, Bio-PDOBlending, Nutritive Low-calorie Non-nutritive Dietary fibers Fortifiers Hydrocolloids Emulsifiers Fat-replacers Speciality protein, Starch, Gums, Starches, Proteins, Maltod extrins, Polydextrose, citric acid (Product Display) Acquisition refers to a dodging wherein a company can enter a foreign market rapidly and retain maximum control. new-fangled acquisitions underline the UK groups strategy of achieving a truly diverse added value ingredients portfolio. These bolt-on acquisitions are an excellent fit with Tate & Lyles stated growth strategy. They represent a further look in broadening the product mix, technology and customer base in rapidly expanding areas. The group continually evaluates acquisition opportunities that would add strategic value by enabling it to enter new markets or add products, technologies, and knowledge more efficiently. The acquisition of CCI has enabled Tate & Lyle to advance these initiatives by bringing new expertise in the areas of dairy farm stabilizers, hydrocolloids systems, emulsifiers, vitamins, and flavors. Together they will be more responsive in developing distinctive and innovative solutions for the food indust ry as part of value-added growth strategy (Fletcher, 2006).