Introduction
Zamil Air Conditioners Company (ZAC) strategic analysis gives an account of the changes that have taken place to the business since the time it started up to its current modern status. It details the events that the company’s management had to tackle, for example increase in the level of competition, and gives the reaction of the management to these circumstances, which most of the time involves transforming the business or its corporate level strategy. This case study strategically analyses Zamil Air Conditioners Company.
The history, development, and growth of the company over time
Zamil Air Conditioners (ZAC), one of the four business units of Zamil Industrial Investment Company, is based in Damman, Saudi Arabia, with a production facility in Italy. The company is the market leader in the supply of air conditioning systems in the Middle East and the world. ZAC produces and sells a wide range of air conditioning systems for both small-scale and large-scale use in various places.
The company designs, makes trials, sells, and provides services for the air conditioning systems and other products. ZAC business criteria are based on four Strategic Business Units (SUBs) that provide five in-house products and service brands under the Original Equipment Manufacturing (OEM) agreements. The five various products and services are sold under a range of brand names, “Classic, Cooline, Cool Care, Clima, Tech, Kessler Clima Tech and Geoclima,” which varies according to the targeted market.
ZAC is also engaged in manufacturing of branded air conditioning systems for a number of international companies under the (OEM) accord. The company is involved in collaboration between Zamil Industrial and General Electric, referred to as Middle East Air Conditioners Limited (MEAC) (“About Us”).
The four SBUs that ZAC operations are based on are the “Consumer Business Unit supporting Classic, Cooline, GE and OEM brands for consumers, Unitary & Applied Business Unit Supporting Cooline, GE and OEM brands for commercial and industrial customers.”
The other two are “Zamil CoolCare providing engineering and project management services, HVAC maintenance, retrofit services and parts,” and lastly Geoclima srl which is an autonomous business that assists the other three SBUs for their need of Chillers and double skin AHU’s.
The first three Strategic Business Units – “Consumer Products, Unitary & Applied Products, and CoolCare Service” base their production and marketing actions at the main headquarters in Dammam, Saudi Arabia, while Geoclima direct its manufacturing and production operations in Monfalcone, Italy, with a plant for design located in Austria. Although the four SBUs function are self-regulating, they complement one another’s operations in a way aimed at meeting the varied needs of the customers.
Since its establishment in 1974 as one of the first dealers in air conditioning systems in Middle East, Zamil Air conditioners has expanded its level of production to beat the other competitors in the market. Currently, the company has an annual production capacity of 550,000 room air conditioners, 300,000 mini-split systems and 50,000 central air conditioners. The other products are a range of residential, commercial and industrial air conditioning systems.
This broad variety starts from the “concealed units up to five tons, the ducted splits up to thirty tons, the packaged units up to ninety tons, the single and double skin air handling units up to 70,630 CFM and the water chillers up to six hundred and sixty tons cooling capacity”(“Our profile,” para. 18). The different products find market in more than fifty-five nations of the world. The main supply zones are the GCC, Middle East, Asia, Europe, and Northern part of Africa.
The company boasts of ISO 9001:2000 Certification. ZAC is the first company in Middle East to achieve the coveted ARI (Air-Conditioning and Refrigeration Institute, USA) and Eurovent official recognition for most of its manufactured products. The certifications also recognized its state-of-the-art trial facility-Ikhtebar.
Electrical Testing Laboratories (ETL) licensed the third party air conditioners trial equipment established by Interek Testing Services (ITS) while the Saudi Accreditation Committee (SASO) endorsed it for conformity with the International trial standards. ZAC is the only company in the region having a production facility that is able to provide products that conform to the local, regional and international requirements and guidelines for operating performance, desirable capacity of cooling, intensity of noise, and long-term strength.
Apart from the many different business endeavors, from 1997 ZAC has been collaborating with GE Appliances, Europe. The two have been engaging in a joint business enterprise referred to as the Middle East Air Conditioners (MEAC) that deals with production and selling of GE branded products.
MEAC was given the certification to make and sell “Window,” “Mini Splits,” and “Ducted Split types,” marketed using the brand names “GE,” “Hotpoint,” and “RCA.” The joint venture serves a widespread market around the world.ZAC has been on the process of enacting major changes on its operations in the past few years.
The aim of the ambitious growth path is to counteract the modern challenges in production and market of air conditioners. The company has increased its product lines by purchasing two plants built by Zamil Industrial in Europe-Clima Tech and Geoclima. ZAC has been on the look out for newer markets, searching for beneficial partnerships, and concentrating more on products improvement and development.
In this dynamic market environment, ZAC is continually making efforts to get more efficient technology and fashionable standards of design with maximum performance and consistency that provides increased utility to the end users. The majority of the air conditioners manufactured under the private labeling accord are for window and mini-split devices. At present, ZAC is engaged in increasing its OEM offering to encompass residential and commercial air conditioners.
The identification of the company’s internal strengths and weaknesses
Zamil Air Conditioners has been in the limelight in the production and marketing of distinct products and giving an affordable way out for end users who have various needs, especially the governmental institutions and agencies. The company has won the trust of the government of Saudi Arabia; hence, inclusion into its programs of improving the quality of education has taken place.
ZAC is an extensive manufacturer of room air conditioning systems and central conditioning systems. It has exhibited efficiency in giving answers that addresses the particular cooling problems of the various consumers across the kingdom of Saudi Arabia and beyond.
ZAC has drawn strength from its long-term affiliation with its parent company, the Zamil Investment Company (ZIIC) or referred to as Zamil Industrial. This has assisted it in developing a formidable status for its existence. ZIIC started its operations as one of the first joint stock organizations in the kingdom of Saudi Arabia.
ZIIC started as a collaboration of three market leaders in Al Zamil organization that provided a variety of materials to building and construction companies. They were the major competitors in their line of business in the regional market. ZAC started as a certified manufacturer of window air conditioners back in 1974. The company now makes a good return from a complicated organizational structure with many products maintained by a number of other business units.
Its products are alongside the best in the region. ZAC collaborates with other companies for the supply of quality components and in coming up with excellent products that satisfies the needs of various users in the whole world. These relentless efforts have made ZAC to have a consistent market for its various products. ZAC is a company that is aiming at the sky to accomplish its mission.
Besides the internal strengths of the company, it has also been experiencing some internal weaknesses in its normal operations. Many obstacles that were to be trounced over marked the road to the development of the innovative culture in the company. Before the enactment of major changes to the company’s internal structure, accepting new products to be used under the company’s brand name was a bit hectic.
The innovation is most of the time portrayed in the form of profitable new business endeavors, which makes use of existing knowledge or technologies and may take the shape of methods, processes or products, to solve problems, or advance existing processes. For along time the Zamil Industrial Investment Company failed to adopt the corporate organizational chart in its organizational structure.
This deteriorated the rate of implementation of new innovative ideas and somehow failed to optimize the production capacity of the various affiliate companies. This weakness was addressed recently by the appointment of a new Chief Executive Officer (CEO) and a new Chief Operating Officer (COO). The CEO was now able to channel managerial issues expressly to the Managing Director (MD) whereas the COO channels the issues to the new CEO.
The nature of the external environment surrounding the company
There is no particular company that is able operate in a vacuum. Every company in a region belongs to a particular set of other links that influence its day-to-day operations. The analysis of ZAC’s external environment is important in comprehending the various external forces that assist it in shaping up its corporate goals. The external environment surrounding the company is able to enhance or distract the normal operations of the company (The International Development Research Centre, para. 2).
The identification of the micro and macro environment affecting ZAC plays a vital role in establishing any trends that may influence the marketing strategies and the opportunities that can be improved into competitive advantages. The Porte’s Five Forces model evaluates market structures to find out market attractiveness while reflecting on the micro and macro environments in its makeup.
Zamil Air Conditioners microenvironment appertains to the internal forces close to the company over which some control is possible. These include the company’s “top management, suppliers, marketing intermediaries (channel partners), customers, competitors, the public, employee unions, and other functions (for example finance accounting, manufacturing and purchasing”) (“The External environment,” para. 8-9).
The top management provides leadership to the company while the suppliers need attentive contact, reliable payment, and a good rapport to avail the much-needed raw materials. ZAC competitors give it the challenges in its attempts to reach the end users, hence enables it to make efforts to innovate better products that meet the requirements of the consumers. The employee union presents the workforce to undertake the tasks and the airing of the workers complaints to the top management.
A company’s macro environment is concerned with the larger forces that influence the entire public. A company is not able to control these forces hence can only incorporate a marketing mix to cater for the opportunities and threats that may come up. The main macro-environment forces include “demographics, economic, natural, technological, cultural, and political or legal forces.”
Demographics assess a range of attributes of individuals and social groupings that forms the larger community. The demographic trends that affect ZAC are the change in age structure, change in family structure, movement of people from one location to another, increase in the attainment of higher education and level of income, and lastly the rapid increase in the modernization of cities in the Middle East.
The economic environment is concerned with the forces that influence the customers’ purchasing power and trends in buying. The shift of per capital real income, savings and debt influences the way buyers purchase air conditioners. In addition, the high inflation rates, strict labor laws, change in interest rates and cost of living in the region that ZAC supplies its products hampers its operations. Some countries where ZAC is seeking for new markets have foreign currency restrictions, which directly influence the marketing of its products.
Natural forces consist of the natural resources utilized in the manufacture or those influenced by change in marketing activities. This may appertain to inadequate raw materials for the production of air conditioners, escalating prices of energy, rise in the intensity of contamination of the environment, and increase in the engagement of the government in the control of the natural resources.
ZAC’s technological environment consists of the scientific processes utilized in converting inputs (capital, resources) into viable outputs (products and services). The company has witnessed tremendous level of growth because it has been able to respond swiftly to new technological advancement.
The diverse cultural environment both within the Middle East region and around the other countries affects ZAC. The way that the consumers view air conditioning systems is different depending on the region that the company is marketing its products. This may at times influence the normal business operations of ZAC.
However, the company is manufacturing various designs of products to cater for the cultural differences and has put up spirited campaigns to advertise their products in the various markets. The political and the legal environment are favorable to the activities of ZAC. The tax laws, legislations that regulate business operations, and other business related regulations enforced by the Kingdom of Saudi is more permissive for the growth and development of ZAC.
This favorable political and legal environment provides a good framework for its activities. ZAC has recently won a number of prestigious awards both from agencies within its home country and abroad. These recognitions have increased its public image and reputation. The government of Saudi Arabia has also recognized the company’s role in supplying quality products by awarding it a contract to supply air conditioners to the learning institutions within the country.
A SWOT analysis
Every company experiences the complexity of the business environment. The circumstances often change regularly. In order for a business to make accurate decisions or transform the ongoing processes, a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis takes place. It involves the examination of the various parameters and gives solutions to the various hard circumstances.
Zamil Air Conditioners Company has a number of internal strengths that has made it to be a major competitor in the provision of goods and services to the consumers. The company has invested in various product lines in their production facilities in Italy and Saudi Arabia. It has come up with successful brands that induce end users confidence and validate its goal of maintaining the market leadership in the Middle East and beyond.
ZAC has a broad coverage of the market for its products that has been facilitated by the excellent marketing skills practiced by the marketing department. The varied products provide a competitive advantage to its competitors. The well-researched brand names have given it the reputation it needs to stay in the market.
The company usually involves its workforce in training workshops aimed at enhancing their skills in undertaking their duties. The management at ZAC offers appropriate leadership style that makes the working environment to be conducive for everyone at the company.
The company is always on the look out for upcoming markets in various parts of the world. The control systems at ZAC are up to the international standards; this provides a quick response time for in instances when a corrective action has to be done. The company practices routine internal and external audits to ensure that its good financial management is maintained. The company has appropriate research and development skills that have enabled it to provide innovative products to the consumers.
A number of potential internal weaknesses also face ZAC. The cost of raw materials used in production and the cost of energy has escalated in recent times. This has caused the company to endure increased cost of manufacturing the various products. This high cost of manufacturing has been passed on to the consumers who now have to pay increased prices for ZAC products and services.
The goodwill of the customers sometimes is lost when the services that ZAC provides fails to reach them in time. This weakness has been realized in regions especially where the company is seeking to penetrate new market for its services.ZAC, together with other four companies, are members of the larger Zamil Industrial. Sometimes the company experiences lack of proper coordination from the other partners in the business due to internal conflicts and politics.
Zamil Air Conditioners Company has numerous potential environmental opportunities for its growth and development. The company should seek to expand its core businesses by introducing new products in the market and venture into new market segments. This will involve diversification into new growth businesses and entering into new related businesses.
This is possible because the company has won the public admiration in providing excellent products and services. ZAC has the opportunity of expanding its market to more foreign markets because its innovative products are able to meet the varied consumer requirements in the various countries.
The implementation of the skills in research and development taking place in other areas can be re-directed to boost its efficiency in production. ZAC has the ability of surmounting the barriers to entry in the various markets, especially the foreign markets. This is possible through making efforts to reduce the rivalry that its competitors may give it. ZAC can also seek collaboration with other companies to enable it have a fast growth in the marketing of its products and services.
A number of environmental threats to its operations face Zamil Air Conditioners. There is increase in competition from upcoming companies from the Middle East region and in the foreign markets where it sells its products. The competition is rifer in the foreign market because of presence of new or substitute products and services than in the home region. The consumers are constantly changing their values and perceptions regarding air conditioning systems.
ZAC has always counteracted this threat by creating new innovative products. The top management is always worried about the new forms of competition that come up and increase in rivalry from the unpredictable competitors. Demographic factors and economic factors are constantly changing in the Middle East region that slows down the market growth. The cost of labor in Saudi Arabia and Italy has been on the rise recently.
The kind of corporate-level strategy that the company is pursuing
Zamil Air Conditioners vision states that, “We are the partner-of-choice for environmental control solutions that are based on lifetime affordability,” while its mission states that, “Our drive is to make air-conditioning Affordable, Reliable and Energy-Efficient.” ZAC’s corporate level strategy is to accomplish the goal of supplying quality and reliable air conditioning systems to its customers.
The company is involved in actions meant to acquire a competitive advantage by means of choosing and controlling a variety of businesses in competition. ZAC’s corporate strategy sets for it the direction to follow. ZAC is a sector business enterprise of the larger Zamil industrial, which acts as its corporate parent. Zamil industrial is concerned with adding value across the various four business units that form it. The business units are ZAC, Zamil Steel Industries, Zamil Glass industries, and Arabian Fiberglass Insulation Company limited.
Although the corporate parent does not generate any direct revenues since it does not deal directly with the customers, it offsets the costs by giving tangible benefits to the four businesses in its portfolio. The corporate parent allows these businesses to carry out their operations more efficiently than if they were working single-handedly.
Zamil Industrial adds greater benefit by its good management and coordination of these individual business units. Zamil Industrial is able to achieve synergy by doing this since the total output from combining businesses exceeds by far the output of the individual businesses if they were to operate alone. The principle in use here is economies of scale that ensure that the merit got from combining the businesses is higher than the merit got from the separate business units.
To ensure that ZAC demonstrates some growth, a variety of growth strategies is implemented in its organizational structure depending on the degree of risk it is able to tolerate, availability of resources, and the leadership skills. ZAC is presently pursuing the following growth strategies: market penetration, product development, market development, and diversification. In carrying out market penetration, ZAC has embarked on efforts to increase its market share in its existing market of Middle East by employing the existing products.
Market development takes place by venturing into the foreign market by using the existing innovative products and services. Currently, the company manufactures the following category of products: residential, commercial and industrial, Zamil coolcare services & contracting, and Zamil controls. The existing products are modified a bit to fit in the new market segments.
ZAC is involved in research to come up with new products to market in the existing regional and foreign market. The company is seeking to broaden its scope by practicing diversification into various businesses in order to move from the present products and markets into new products and new markets.
In order to mitigate the risks involved in doing this, ZAC practices related diversification whereby it ventures into markets having same links with its value chain. In this way, development of synergy takes place because it is able to retain a close match with the resources and capabilities that gives it a competitive advantage in its present market segments (Henry, 224).
In order to implement its growth strategies, ZAC, one of the business units of Zamil Industrial, has merged with other smaller companies in order to share their combined resources and complement one another’s strengths and weaknesses. At the Apex of the merger is the Hamad Al Zamil & Brothers Company. The large business family started back in 1930, when the Al Zamil family started undertaking business operations in and around the Kingdom of Saudi Arabia.
After about eighty years, the business that had humble beginnings has changed into a reputable, large group of companies. Its corporate tree has developed to encompass over thirty business enterprises, of which about twenty of them are under the management of the Group Company. The pinnacle company manages a significant number of shares in the other remaining affiliate business units.
The merger of companies deals with the production of a variety of air conditioning systems, food products, plastics products, manufacture of glass, and provision of transport services. The group has also extended its affiliation to include other international companies that has been of tremendous help to its participation in the other sectors such as banking, chemical products, and information technology solutions.
The nature of the company’s business-level strategy
For Zamil Air Conditioners to realize above average returns, it must take into consideration the varied requirements of the customers and strive to fulfill them. Business level strategies make this to be possible. Business level strategies involves steps taken that ensure that the requirements of the customers are met while the company benefits from competitive advantage by taking advantage of core competencies, precisely, single product or service markets.
Business level strategy appertains to the company’s place in the business, comparative to challengers and the five competitive forces. ZAC’s top leadership decides on the customers to receive the products, requirements to be realized, and the method of meeting these requirements. Their demographic characteristics, geographic locations, value systems, behavioral characteristics, and others determine the type of consumers that use ZAC products and services.
Understanding the varied needs of the consumers is vital for any organization’s increased growth. Proper prediction and fulfilling the future requirements of consumers is of essence. ZAC has maintained its lead in the Middle East market by practicing this important principle. ZAC is constantly engaged in research to find out the method of establishing resources and capabilities to develop core competencies, which are then utilized to meet the varied consumer needs through the application of value-creating plans.
ZAC’s business level strategy is not engraved in a stone; however, it is a living document that undergoes routine transformations based on opportunities and threats. These often come up in the company’s external environment as well as changes in the competitive advantages that are a product of resources, capabilities, and core competencies in the company’s internal environment.
There are five types of business-level strategies: “cost leadership, differentiation, focused low cost, focused differentiation, and integrated cost leadership/differentiation” (Ireland et al., 89). Cost leadership strategy involves a company making goods and services that are at a lower cost than that of the competitors. This strategy enables a company to increase its market share. ZAC is constantly engaged in efforts of regulating its prices so as not to surpass those of the competitors.
In practicing cost leadership, ZAC is involved in construction of modern proficient facilities that are difficult to be copied by the competitors, regulating manufacturing and overhead expenses, and reducing expenses incurred in sales, and R&D. This strategy has enabled it to penetrate unique markets that have low-income levels. This strategy has usually been beneficial even with the presence of the other competitive forces of “rivalry, new entrants, suppliers’ power, substitute products and buyers’ power.”
Competitors usually find it hard to outdo the cost leader in terms of price of the products. Competition based on price with the cost leader often puts the competing company in a compromising situation and at a potential risk of experiencing losses. The rivals of ZAC are currently competing with it across the foreign markets. However, in the Middle East region, the company has a competitive advantage since it has won the confidence of the consumers in supplying competent products.
Differentiation strategy is an action plan that a company may practice such that it makes products or services, which a particular group of customers regard as having unique features and characteristics. In producing its varied products, ZAC practices this plan by providing high quality products, adequate customer service, routine re-creation of its products and services, enhanced technological attributes, and many other attractive quality features.
The company usually creates value by reducing the purchasing costs since improved quality implies minimal breakages and swift response to hitches, increasing the consumers’ performance by experiencing a higher utility, and making the products sustainable by retaining their unique characteristics.
ZAC is practicing focused low cost strategy by choosing an exclusive market section to supply its products. Recently, it has been awarded a contract by the government to supply air conditioning systems to the various institutions of learning in Saudi Arabia.
Focused differentiation occurs when a company chooses a specific section of the market to supply its differentiated products in. The competition is not only based on differentiation, but also on the capability to penetrate selected market segments.
The use of the integrated low cost/differentiated strategy has gained popularity with the rise in worldwide competition. In implementing this strategy, ZAC has recorded increase in the adjustment to environmental transformations, embracing of modern technological improvements, and efficiency in the production of low cost unique products and services.
The company’s structure and control systems and how they match its strategy
Zamil Air Conditioners Company has survived for about eighty years now. Few companies have managed to register such an outstanding record of accomplishment. Is there a secret that propels this company to achieve so much in eighty years? The secret can be found in the efficient organizational structure and control systems that the company adheres to.
ZAC has a number of guidelines that describe and direct the tasks of its executives together with those of the administrative functionaries. These guidelines outline the tasks of the chief executive officer, chief operating officer, director, general manager, executive manager, chief information officer, manufacturing general manager, and other workers in the company. ZAC is composed of a large number of personnel who work together as a cohesive unit to accomplish the company’s corporate goals.
A formalized organizational structure of reporting and control is in place that encompasses the various members of the company. This is essential in establishing a concise course for achieving its corporate strategy and assisting in the strategic management process.
The success of a company’s organizational structure is based on inclusion of certain characteristics such as division of labor (breaking up the various chores in the company into specialized work areas), hierarchy of authority (who manages whom), line versus staff positions, extent of control systems, and decentralization. ZAC practices vertical differentiation in its organizational structure.
The division of the company is into various levels of hierarchy in its management profile, from the manufacturing general manager to the chief executive officer of the company. It adheres to the principle of minimum chain of command as the stipulation of the duties of the personnel states.
It has a narrow span of control that means that one supervisor watches over about fifteen to twenty-five subordinates, which results in a tall organizational structure. This type of span of control is advantageous because there are increased opportunities for advancement due to the high number of hierarchy levels present. Innovative growth is enhanced as the supervisor pays close attention to the progress of the work. However, the narrow span of control is more costly to implement since there are increased number of managers.
This brings communication difficulties amongst the different hierarchy levels. ZAC’s organizational structure is decentralized whereby the role of decision-making is not left to the CEO and the COO, but is spread all through the company. Managers are placed at various hierarchy levels where they are able to make vital decisions regarding their area of operation. Decentralization strategy is particularly helpful to ZAC since its plants are not situated in one country.
ZAC follows the matrix organizational structure. This structure brings together the functional and the projectized organization whereby the personnel involved in undertaking the projects forms part of a particular department. This organizational structure amalgamates the merits of both the functional and projectized structures as it makes the process of apportioning resources to be efficient.
Figure 1: Matrix organizational structure (“Organizational structure”).
The management at ZAC desists from actions that can reduce the morale of the employees. Their drive to work is let down when someone always pushes them to accomplish tasks. The company has various reward systems for its workforce. Individual employees are usually awarded with promotion and various incentive systems to stimulate their morale at work. The various stakeholders in the company are getting appropriate rewards for their inputs.
Recommendations
A company that is properly structured is in a better position of coming up with competent decisions and adjusting to innovative changes much faster. A structure that fails to enhance the flow of decisions made is unable to foster productive growth, hence lowers the company’s revenues.
ZAC should focus more on making its structure to be more efficient to ease the flow information. The duties of the managers should be properly understood in the company. Training sessions, especially when the company comes with new decisions, should be held to achieve this. Communication forms the foundation of the success of any company. Communication that appertains to the flow of information and the structure of an organization is of essence in lowering discrepancies in the business.
The crucial role of decision-making is most of the time left for the executives of an organization. Middle managers ought to sustain the decisions arrived at by the company, instead of dictating them to the workers. When a duty has been assigned to the managers, they are to bring all the resources together to help the workers accomplish the duty. An efficient manager ought to act like a moderator between the workers and the executives and someone ready to offer assistance for duties to be completed promptly.
The managers at ZAC ought to practice this fundamental principle. ZAC should make efforts to increase the amount of money allocated for research and development projects. The market of the company is fast spreading to other places in the world. In order to penetrate effectively these markets, ZAC must increase its investment in research and development projects.
ZAC can also consider divesting certain obsolete business endeavors and invest in enterprises that are more profitable. This was partly achieved when it launched the newest modular packaged air conditioning systems.
The company should also consider shifting to a different type of structure in order to apply a more efficient business-level strategy. ZAC should focus on maintaining a constant supply of their goods and services to the international market in order to create customer confidence and repel the forces of competition that are particularly rife in the international market.
Adhering to its mission and vision statements is vital for it to continue improving and creating more value to its products. The manufacturing department should make efforts to capitalize on opportunities that may arise and ensure that things are done in time to avoid accomplishing tasks in a hurry, which always leads to low quality products in the market.
ZAC is one of the business units of Zamil Industrial. This engagement should be maintained since the other business units in the group complements its operations. Although ZAC has maintained an innovative environment in its culture, any innovation ought not to be stifled by too much administration and monitoring of unnecessary details.
Conclusion
This case study demonstrates that Zamil Air Conditioners Company has an appropriate management style that has steered its leadership in the provision of innovative goods and services to both the local, regional, and international market. The company has continued to record outstanding results while at the same time keeping up with a calculated and sustainable growth all through its sector business enterprises.
Works Cited
“About Us.” Zamil Air Conditioners. 2009. Web.
Henry, Anthony. Understanding strategic management. New York: Oxford University Press, 2008. Print.
Ireland et al. Understanding Business Strategy. 5191 Natorp Blvd Mason: South Western Publishing, 2008. Print.
“Organizational structure”. Public procurement best practice guide. Public Procurement Directorate, 2008. Web.
“Our profile.” Zamil Air Conditioners. 2009. Web.
“The External environment.” Cliffs Notes. Wiley Publishing, 2010. Web.
The International Development Research Centre. “Key Forces in the External Environment.” IDRC-CRDI. IDRC, 2009. Web.