In the summer of 2013, the managing director of Tata Chemicals Magadi, among the largest and earliest export earners in Kenya and Africa's biggest soda ash manufacturer, was contemplating how he was supposed to respond to a growing number of challenges. As a maker of a commodity product, the company was vulnerable to escalating oversupply energy costs and economic cycles. Global increase had been poor since the 2008 economic recession and competition was intense, particularly since the emergence of Chinese companies.
Magadi Township, where the business’s generation facility was found, was among the weakest in the nation, subject to droughts and without several of the fundamental public services commonly provided by authorities for example health care, roads, electricity, water and education. To address these needs, the organization migrated from a top-down, paternal, ad hoc and resource-intensive approach to a bottom up, holistic, collaborative and resource-sharing design that focused on community capacity building and self-governance. But, the issue is how to balance the powerful need to cut back costs and in correspondence remaining practical to sustainability of vicinity. Michael Valente is associated with York University.
Tata Chemicals Magadi Confronting Poverty in Rural Africa case study solution
PUBLICATION DATE: February 20, 2015 PRODUCT #: W15033-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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