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Introduction:

A worldwide recognized credential that gives professionals a thorough understanding of theoretical concepts and real-world applications of quantitative finance is the Certificate in Quantitative Finance (CQF). Derivatives, risk management, mathematical finance, derivatives, risk control, financial programming, and quantitative trading strategies are some subjects covered in the curriculum. The Certificate in Quantitative Finance (CQF) will give you the specialized quantitative skills necessary for success, transforming your career. Because of this, a focus is placed on teaching relevant, practical skills you may use immediately. 

Professionals can acquire the knowledge and abilities necessary to succeed in computational finance roles through the CQF program. The flexible nature of the curriculum enables working professionals to retain their employment while enrolled. Probability theory, stochastic calculus, and the pricing of derivatives are some basic concepts covered in CQF Level 1. Building on these ideas, CQF Level 2 discusses more complex subjects, including exotic products, model validation, and algorithmic trading. Professionals who complete both levels of the CQF program will thoroughly understand quantitative finance, preparing them for various positions in the computational finance industry.

Availability of CQF Courses in Belgium:

Belgium has not had any particular businesses providing CQF Level 1 & Level 2 courses. On the other hand, Belgian citizens can sign up directly for the CQF course on the Fitch Learning website. The flexible curriculum offers access to various online tools and support, enabling professionals to continue working while they study. The company that provides the CQF program in Belgium, Fitch Learning, does not have a physical presence there. Belgian citizens can still apply to the program and take distance learning courses. Your career success, both now and in the future, is the goal of the curriculum. Your enrolment price includes everything you will need to complete the qualification. This covers pre-program planning, faculty assistance, tuition, assessments, textbooks, access to the CQF alum network, the CQF Portal, the CQF App, the Lifelong Learning Library, and a one-year membership to Wilmott Magazine. This guarantees that neither you nor your company will incur any additional charges. The CQF curriculum is revised every three months to include the most crucial market practices.

Because the program is delivered online, anyone can access it. Local institutions in Belgium can provide computational or quantitative finance courses besides the CQF curriculum. In finance, known as quantitative finance, financial data is analysed using mathematical models and tools to make predictions and judgments. Numerous academic institutions in Belgium provide undergraduate and graduate-level quantitative finance courses. This essay will concentrate on the curriculum, advantages, and employment chances of the level 1 and 2 computational finance courses provided in Belgium.

Quantitative analysts evaluate financial data and forecast future market patterns using mathematical models and techniques. They work for hedge funds, investment banks, and other financial organizations. Financial risk is assessed and managed by risk managers using statistical methods. Banks, insurers, and other financial organizations employ them. Financial engineers design and test economic goods and solutions using mathematical and statistical models. Banks, insurers, and other financial organizations use them. Portfolio managers manage investment portfolios, choosing investments based on risk analysis and market trends. Numerous institutions in Belgium, such as the Solvay Brussels School of Economics and Management, the Vrije Universiteit Brussel, and KU Leuven, offer level 1 quantitative finance courses. A foundation module for the Master in Quantitative Finance program offered by the Solvay Brussels School covers subjects including statistics and probability, financial mathematics, and financial markets. A core module on quantitative approaches in finance is part of the Master in Quantitative Finance program offered by the Vrije Universiteit Brussel. This module covers financial modeling, risk management, and investment analysis. A core mathematical finance module in the Master of Science in Financial Engineering at KU Leuven covers stochastic calculus, option pricing, and risk management. Taking level 1 and level 2 quantitative finance courses can lead to various financial employment prospects. Taking a level 1 course in quantitative finance has many advantages. In addition to developing a thorough understanding of the statistical and mathematical techniques used in finance, students will also obtain knowledge of financial markets and instruments. Many different financial careers, such as investment banking, asset management, risk management, and financial analysis, benefit from having this knowledge. Students who successfully finish a level 1 course in quantitative finance are also well-prepared to undertake more advanced or graduate-level coursework in the subject. By presenting increasingly complex mathematical and statistical

techniques used in finance, level 2 courses in quantitative finance aim to build on the foundation offered in level 1 courses. Advanced derivatives pricing, stochastic calculus, and financial econometrics are typically covered in the curriculum. Along with learning how to create and evaluate quantitative trading strategies, students will also learn about more complex financial instruments like exotic options.

Numerous foreign banks and financial institutions operate in Belgium, where the financial services sector is expanding. There is a need in the industry for qualified individuals, particularly those with a solid grasp of quantitative finance. Graduates of the CQF are well-positioned to work as quantitative analysts, risk managers, and trading strategists in the Belgian market. With good pay and room for professional progression, these positions are in high demand.

Conclusion:

Despite having no physical presence in Belgium, Fitch Learning still allows residents to sign up for the CQF program and pursue distance learning there. Professionals who complete both program levels will thoroughly understand quantitative finance, preparing them for various positions in the expanding Belgian financial services sector. A CQF qualification can be a worthwhile career investment because it offers chances for job progression and competitive pay in a demanding and fulfilling field. CQF offers precisely the right mix of the theoretical underpinnings and the practical expertise required in applications to real-world use cases. The CQF, acknowledged by the financial services sector, is a requirement if you want to advance or take on a career associated with quants. It will give you various modern quantitative skills and strategies that will help you flourish in today’s markets.

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Introduction
The benefits of the utilization of the construction contracts include, the requirements of the
agreement while performing home building, the contract paper preserves the rights of the
contractor or builders, superintendent, principles and the other involved parties. In
accordance with the Crown Build project case study, the building construction is located in
the NSW area and it is going to be a four storey building with the fixed amount of AUD28
million and within a fixed timeline as mentioned in the contractual document of this building
project and the contract has been signed under AS4000-1997 regulation. But in the middle of
the project development, it has been detected that the beam size is incorrect and the
contractor has provided notice to the principal and superintendent of the project. The
superintendent has corrected the drawing with correct beam size and instructed to eradicate
the implemented wrong beams. Now gradually the quantity of the handrails has increased
with labour const and delivery delay. Now, the contractor can apply for different progress
claims under different clauses.
Task 1
The Australian building industry mainly follows the laws and regulations of ABIC or
Australian Building Industry contracts, HIA or housing Industry of Australia and the
government contracts. Each of the construction projects in Australia follows jurisdictions of

Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building
Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential
building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers
that the roof plumbing and Specialist work will be done in relation with dwelling. Governing
law Clauses refers to the transactions between the parties that are mainly operated in the
territories and the states and the parties generally maintain and follow the legislation
attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation
(Wang and Burdon, 2021). According to the considered mandatory of the general guidelines
of the construction projects, the scope, timeline and the allocation of roles and responsibilities

will be mentioned (Appendix 3) The payment schedule along with the provisional sum and
the contract sum will be written and also the dispute resolution, relief damage, limitation
clauses and available reliefs are also mentioned in the construction contracts. The general
principles of the construction contracts uses different objectives such as the type of work

4
(commercial, design, residential), size and value of the contract, legislative requirements for
state and the mention of the parties who are administering the contract paper such as
architect, contractor, superintendent and the principles.
In accordance with the Australian Standards (AS) there are different general conditions that
are prepared by Standards Australian Committee. The general principles of construction
contract laws are described here-AS 4000-1997: This contract is signed for the construction
delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is
mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is
mainly built for the construction delivery and design purpose and it is a variant of AS4000.

AS4905-2002 is signed for the minor contract conditions and it is administered by the
Superintendent. Thus, it is clear that the selection of the contract depends on the different
circumstances but there is some general reflection- The amendments or the body of the
contract, instruments of the contract or agreement that are written formally, and the annexure
parts. Some basic features of AS4000 are- the contractor of a construction project is required
to m\execute the completion of the construction project within a fixed timeline and at a lump
sum price. It is important to sign the agreement with the clearly mentioned date of completion
of the construction contracts, if the extension of time is required, and the contractor will have
to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the
construction project of Crown build that is facing structural difficulties due to the proposed

wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement
with the proper utilization of the clauses.
The advantages of using the standards forms of the Australian contracts are- it can reduce the
total cost, the scope of negotiation can be avoided with the signing of document and thus
influences the speediness of the process, However, in the agreement, the rights of the both of
the parties, the proper mentioning of the conditions of the contract, expected date of project
completion, the date of work commencement and the other terms and conditions related to
the construction project are clearly mentioned in the construction contracts. The benefits of
the utilization of the construction contracts include, the requirements of the agreement while
performing home building, the contract paper preserves the rights of the contractor or

builders, superintendent, principles and the other involved parties. The construction contracts
help to lay out the planning and conditions of the owner very clearly. It also ensures that the
owner of the building and the contractor are performing together in order to achieve a

5
common target, The clear guidelines of the contracts helps to perform a better construction
performance and the associate legislations add value to the protection of the builders and
traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential
defect or damage or complaint occurs during the process.

Task 2
According to the case study of the Crown Build, the construction of the four storey building
under Crown Build developer is facing structural deficiencies as the superintendent of the
project has proposed wrong size of beams in the design paper. This issue has been resolved as
the contractor has informed the superintendent and the superintendent has issued a new
design with the correct size of the beams. Moreover, the superintendent has informed us to
remove the used beams and replace them with the correct beams (Appendix 2). Now this
situation has increased the amount of the stair handrails and thus it is enhancing the cost and
the time period. In this case, the contractor will apply for the provision of the compensation
rate from the superintendent as the dispute occurs due to the provision of incorrect
information by the Superintendent. This is a communication problem in the construction
management project.
The construction project of the Crown Build has been made according to the law of AS 4000-

1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project
the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes
have been done in the building design along with the beam sizes, there is a qualifying cause
of extension of the time period. Thus the contractor can apply for the delay delivery of the
project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The
contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been
caused by the omission of the Superintendent. In this regard, the qualifying cause of delay
compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity
enhancement of the stair handrails, labour cost and beam removal cost.
Under clause number 25.3, the delay cost of the construction of Crown Build project involves
the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as

the changes have been made and thus the costing structure is changing. The constructor can
use the clause in order to include the additional expenses with the lump sum cost of the
project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake

6
has been done by the superintendent and the contractor can apply for achieving a relief. It
cannot be ignored that the principal of the project has also omitted the mistake made by the
superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the
contractor of Crown build has already sent a notice to the superintendent and the principal to
apply for EOT. This EOC will be received within 28 days after the claim has been done and
the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay,

CC, 8.1.
Task 3
According to the policies of AS4000, the contractor of Crown Build can claim for the
expansion of the time frame in order to carry out WUC and the contractor needs to prepare a
qualifying cause of delay statement with evidential attributes. There are fundamentally two
types of qualifying cause of delay- i) it is applicable when any omission or mistake is made
by the superintendent of a building construction project and ii) it is applicable when the
mistake or default is made by the contractor of a building construction project or due to
industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the
Crown Build project, the mistake has been performed by the superintendent of the building
construction as in the initial design the superintendent has proposed an incorrect beam size
which is shorter than the required beams. The Item number 23 can identify another factor
about the qualifying cause of delay as it measures if the EOT is not grantable in this situation.
After that the extension delay will be transformed into the calendar and the business days.
Under clause number 34.2, the contractor will be liable to submit the delay notice and in this

case the contractor of Crown Build has to submit proper documentation with the evidence of
the beam fault to the superintendent of the building project and the principal (RUGINĂ,
2021). This documentation will include the cause of delay and the estimated delivery date of
the project. In this regard it can be considered that claiming of EOC notice and delay notice
are different notices issued by the contractor. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
accordance with the regulation of clause number 34.3, the contractor of Crown Build has to
provide evidence regarding the fault in the beam size, responsible person and the extended
timeline in the notice of the EOT.

The process of claiming for EOT under AS4000 includes the submission and accessing of
notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number

7
34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay
damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the
clause number 34.4 (Appendix 1). The dispute in the construction building project will come
under 42.1 and the progress claim will be done as an activity of the payment security policy
according to clause number 37.1 (Montalbán-Domingo et al. 2019).
However, demonstration of the delay will be properly reported in the EOC notice. In
accordance with the policies, the superintendent of the Crown Build project has taken
mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective
steps, the superintendent has designed a new building drawing with correct beam size and
instructed to remove the wrong beams that are already implemented in the building.

However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due
to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that
it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the
other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there
is no additional cost found in the case.
The quantum inclusion and the basics of claim need to be considered while preparing the
notice for the damage delay claims. The contractor has to submit and keep updating the
prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the
non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this
case, it can be considered the prevention steps will be evaluated by the contractor to measure
if the objectives are affecting his attributes or not. Moreover, according to clause number

42.1, the contractor can also provide a dispute notice if he found any disagreement with the
proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also
involve incurred cost that has been increased due to the replacement of the shorter size
beams, labour cost and the increased quantity of the handrails. These inclusions of the cost
will be done under clause number 36.2.
Task 4
There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has
extended the delivery date of the building construction and on the other hand the labour cost
associated with the extension of the project and the removal and implementation of the newly

proposed correct beams. These types of costs are regarded as the “global cost claim”. In this

8
regard the superintendent will be considered as a liable person to provide the compensation
cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost
structure can be claimed by Crown Build as the variation has occurred in the contractual cost
structure. The cost claim will be made as the superintendent has made a mistake in the
building drawing with incorrect beam size. In order to respond to the cost variation, the
contractor will provide the incurred cost quotation and this quotation needs to be verified and
sanctified by the superintendent as a sign of approval. This cost structure will include the
additional cost of the raw materials, labour cost and the extension period cost. It will be
called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown
Build project has taken mitigation steps in order to resolve the issue of the incorrect beam
size. For taking effective steps, the superintendent has designed a new building drawing with
correct beam size and instructed to remove the wrong beams that are already implemented in
the building. However, clause number 34.9 is identifying the compensable cause under
AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of the
superintendent,
the clause number 1.1 stated that it is a subject of compensable cause.
According to clause 26, the expense claim will involve the additional cost with the lump sum
cost in the contract. In addition to that the clause number 25.6 will be applicable as it
indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs
to be applied as there is a verified costing structure in the construction of the Crown build
project. The clause number 26 will also include the additional costs with the main costing
structure. Now the additional cost includes the labour cost, implemented beam removal cost,
extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu,
2017). The value of the raw materials will be added in the additional cost structure according
to the law of AS4000.
Conclusion
As the Crown Build project has been signed under the law AS 4000-1997, the financial and
delay dispute will come under different clauses. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost
that is a delay damage expense. Under clause number 25.3, the delay cost of the construction
of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is
also applicable in this regard as the changes have been made in the cost structure.

9

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The Modern Age is the age of Science. Now-a-days we cannot take a single step forward without taking the help of Science. Science has made us what we are today. The Wonderful Inventions of Modern Science are so numerous that all of them cannot be mentioned within the short space of an Essay. Ancient timings man was used to travel by bullock cart but now-a-days man can travel from one place to another place world-wide within a few hours time by Aeroplanes. Science has Invented many wonderful machines which made our daily life very easy and smooth. Like Machine learning, Artificial Intelligence which can make traffice signals without the help of man. Many Developed Countries like Europe, India can manage their traffic signals by Artificial Intelligence.

Heavy Duty Cranes can lift heavy weights, Tractors can plough fields.
Machines can cook our food and serve it for us. Electricity is another wonderful inventions of Modern science. Electricity made night to day itself. Science has made us wonderful inventions in case of medicines also.

Vaccines check the spread of infections as cholera, smallpox, etc. penicillin and streptomycin have proved to be a boon for humanity. Through the x-ray and cat scanners we can see the inner parts of the human body.  COVID-19 Pandemic also controlled by Science by inventing injections although it is on trial basis but yes, many human life save out of danger by wonderful inventions of life saving drugs.

Computer is another recent wonderful Inventions of Modern science. Computer is a machine which processes information and preserves memory. Computer makes calculation at very fast rate. Computer are being used in every field e.g. medicine, communication, space research, predicting weather, banks, industry, business and scientific research etc.

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Strategic Analysis of NutriNut 2

Contents
List of Tables 2
Introduction 3
Gap analysis: Capability Gap Analysis 3
Introduction 3
Capability narrative 5
Gap analysis: KSF – Capability Analysis 7
Introduction 7
Capability/KSF narrative 8
Strategy development 10
Introduction 10
Corporate-level strategies 10
Generic Business-level strategies 11
Strategies narrative 12
Strategy Evaluation 13
Introduction 13

Evaluative Models 13
Predictive Financial Indicators 14
Contemporary strategy evaluation 15
References 15
Appendices 20
Appendix 1 Resource Based Value 20
Appendix 2 Porter’s Five Force Model 21

List of Tables
Table 1 Capability gap analysis: NutriNut 3
Table 2 Capability rating by resource 5
Table 3 KSF Capability: NutriNut 7
Table 4 Rating KSFs Capabilities: NutriNut 8
Table 5 Product-market Matrix 1: NutriNut 11
Table 6 Product-market Matrix2: NutriNut 12

Strategic Analysis of NutriNut 3

Introduction
This critically analytical paper is in reference to the gap analysis made towards business and
corporate level strategies of NutriNut, the selected case study. In this paper the Capability
Gap Analysis, Capability Analysis of Key Success Factors, developmental strategies and
evaluation of the same by NutriNut are initiated for appropriate business development.

Gap analysis: Capability Gap Analysis
Introduction
The role of resources and their capabilities at NutriNut, concentrates in terms of creating
competitive advantage in the current market of Australia and its plan to be a part of
international business community. According to resource-based view (or the RBV), NutriNut
is very valuable as it has the R&D accumulated components of Macadamia oil. The
components of this oil are Palmitoleic and Oleic Acid that comes in combination with
Phytosterols and Linoleic Fatty Acid properties, whereby a unique skin care product gets its
shape. This is the ultimate strength of this company and the combination of the same is
restricted to its owner, Tracey Newman.

Table 1 Capability gap analysis: NutriNut
Functional area Capabilities
required

NutriNut
capabilities

Competitors’
capabilities

Operations Capability to
manufacture in
volume
Adding continuous

The manufacturing
units are limited to
Australian market, as
of now.

Red Earth Natio: has
the reputation of
growing faster with
appropriate service

Strategic Analysis of NutriNut 4

development to
operations
Prompt Services

Newman is particular
about the operational
developments
Services are already
prompt

responses

Neek Skin Organics:
is very popular and a
brand representing
extensive
manufacturing units
as per increasing
demands

Pricing Following income of
the targeted
consumers
Price ranges should
vary as per
manufacturing costs

High fixed costs of
the Nutri-Nut
products
Low level differences
among the products

MooGoo: Prices vary
as per the currency of
the respective nation
Iluka: Variations in
quantity and pricing
of the product for
different classes of
society
Mukti Organics: Got
fixed price as it
concentrates in upper
class of the society
for maintaining brand
image.

Strategic Analysis of NutriNut 5

Source: Adapted from Grant et al. (2014)

Table 2 Capability rating by resource

Source: Adapted from Grant et al. (2014)

Capability narrative
Based on the aforementioned status of the capabilities of NutriNut in comparison with its
competitors, this report lay focus on five basic capabilities that will assist the company in

Strategic Analysis of NutriNut 6

achieving better position amidst highly competitive market. These capabilities are discussed
hereafter.
Tangible resources, as in physical capability: In this analytical domain of assessing the
capability of NutriNut, it has bene discovered that the company is better than its competitors.
Its role is very clear in offering absolute organic product with excellent physical appeal
(Teece, 2007; Ichrakie, 2013).
Intangible resources, as in branding domain: Here, the position and role of NutriNut appears
same as Neek Skin Organics. However, it is important to note here that all the other
competitors are performing much better in establishing their brand image in the market.
Davila, 2009; Ichrakie, 2013)

Processes and systems, as in the selection of decision tools: According to the research
initiatives of Teece (2009) and Broadbent & Laughlin (2009) the business proceedings of a
company must have firm decisive tools. In this case NutriNBut relies absolutely on the
decision of its owner, whereas all the other companies follow the decision of the Board of
Directors, who are experts in diversified fields of manufacturing and marketing.
Organisational culture, as in the maintenance of workplace attitude: The competitive edge in
terms of workplace attitude has been widely discussed by Summers and Smith (2014) who
laid emphasis on transparency of communication among every section of the organisation.
NutriNut acts with excellence in this domain and this is better than its competitors.

Organisational culture, as in the maintenance of ethics & values: in terms of maintenance of
ethics and values, Bisbe & Malagueño (2009) and Schiller and Perera (2012) marks that an
organisational culture should be well established as per the selected marketing domain. The
role of NutriNut in this approach is remains average as it is also ready to take on adaption of
different cultures as per the targeted market in international expansion process.

Strategic Analysis of NutriNut 7

Gap analysis: KSF – Capability Analysis
Introduction
In order to develop organisational status the implementation of key success factors from the
external environment and the internal industry conditions must get the necessary competitive
capabilities for gaining sustainability and growth (Grant, et al. 2014). According to the
interpretations of Wu, et al (2010) for attaining regular growth, an organisation must have
adequate amount of understanding about its activities, skills and resources. These are the
aspects that must get analysd and reviewed in accordance to the competitive trend of the
market. There are some relevant resources and professional skills among the employees of
NutriNut that remain liable to get noted when it comes to the analytical platform of
understanding the market positionin
g of NutriNut.

Table 3 KSF Capability: NutriNut
Key Success Factors Capabilities
Research and Development Unique use of Macadamia Nut Oil
Innovation The management in particular ask for new ideas
and innovative approaches to extend marketing
expansion of the company

Communication Transparency All the employees and staff members are
comfortable in getting communication with the
owner of the company

Workplace Attitude At NutriNut there is a positive vibe in the

Strategic Analysis of NutriNut 8

workplace and there is no trace of discrimination
at any ground

Adaption The company is well prepared to adapt every
possible change that the new market demands

Source: Adapted from Grant et al. (2014)

Table 4 Rating KSFs Capabilities: NutriNut

KSF’s 1 2 3 4 5
Capabilities          
Research and Development          
Innovation          
Communication Transparency          
Workplace Attitude          
Adaption          
Technology          
Price          
Delivery Services      
   

Source: Adapted from Grant et al. (2014)

Capability/KSF narrative
Research and Development: The R&D of NutriNut is very highly sophisticated. Its optimum
and unique way of extracting the Macadamia Nut Oil is the strongest point of the
organisational business of the company.

Strategic Analysis of NutriNut 9

Innovation: Pollock, et al (2009) considered the essence of innovation as the key to the
success of any organisational strategy. In this case, NutriNut is very open to suggestions from
the employees and the staff members. It even encourages innovative ideas and changes for
organisational development.
Communication Transparency:This is sector that is in great demand for international
expansion of any firm or organisation (Felice and Petrillo, 2013). For NutriNut the
transparency within the organisation is very visible and the same is assured to reach the
consumers for building customer loyalty in the market.
Workplace Attitude: Positive workplace attitude is the key to organisational growth of
NutriNut in Australia. However, the company should also need to accept changes in its
workplace attitude as it decides to expand markets in Asian nations (Bentes, et al 2012). It is
here that the company must have resistance the risks and demands of the competitive market
abroad.

Technology: Currently, NutriNut is in demand of highly sophisticated technological backs up
for managing the extensive online selling in the European nations. This is a domain that must
get well nurtured and monitored with regular upgradation (Sara and Michael, 2007).
Price: The current pricing strategy of NutriNut is very fixed. This must be changed to more
flexible status as the company decides to cross borders (Kotler, et al., 2013).
Delivery Services: Based on the speculations of Poveda-Bautista (2012) on international
expansion, it is important that NutriNut organise its delivery proceedings as per the
favourable services in every particular country. In case, there is a delay the possibilities of
losing the client gets high.

Strategy development
Introduction

Strategic Analysis of NutriNut 10

According to the research led by Bogomyagkov and Machulskyi (2012), the corporate-level
strategies concentrate in the process of identifying the core competitors of a company, along
with the kind of businesses that can create threat for the company. It is also a strategic
management level, whereby the headquarter must remain efficient in handling all the other
business corporate units of the company. On the other hand, business level strategies is about
the adopt of the appropriate strategic structure to meet the competitive demands of the
company. This is about the process of making decisions in favour of eeting business oriented
competitive edges for a company (Bogomyagkov and Machulskyi, 2012).

Corporate-level strategies
In order to meet the current organisational demands, NutriNut must follow Resource-Based
View, in combination with agency theory for its global expansion. As marked by Daniel
(2015) the implementation of ‘agency theory’ concentrates in ‘value creation’ among the
consumers, and targets towards ‘wealth creation’ for the shareholders. An addition of RBV to
this theory can add the elements of innovation and uniqueness of the products of NutriNut
(see Appendix 1). As noted by Kraaijenbrink, et al (2010) the formulation of RBV can offer
room for new ideas in the new markets. This is something that can combine with agency

theory and will assist in the growth of NutriNut as shown in Table 5 below:
Table 5 Product-market Matrix 1: NutriNut

Strategic Analysis of NutriNut 11

Source: Grant, et al. 2014)

Generic Business-level strategies
For NutriNut, it is important to consider the cost leadership strategy and unlimited resources
model under Porter’s generic strategies. According to Drnevich and Croson (2013) the
generic strategic approach assists the company in pursuing the competitive advantage over
the targeted market. Since NutriNut is very fixed with its costing strategy, the generic
approach to the same will add consumer-oriented effectiveness to the prices of the products.
A detailed assessment of “advantage or necessity” led by unlimited resources model will
create demand oriented channel in terms of manufacturing the products for the respective
market as noted in Table 6:
Table 6 Product-market Matrix2: NutriNut

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Introduction

The outstanding rise of three major Full Service Carriers of the Gulf area, namely, Emirates, Qatar and Etihad; has reshaped entire market of global aviation, especially around Dubai, Abu Dhabi, and Doha. These airlines are adopting diversified means of business strategies in order to meet the increasing global competitiveness. with initiations of these FSCs the Gulf airlines are developing as “global super-connectors” that has the capability of connecting any of the two determined global points, with single stopover in the Gulf (Editorial, 2013, see Figure. 1).

The derivations of Ulrichsen (2015) showed that the culminated achievements of these airlines in Jan. 2015, made Dubai International Airport overtake the Heathrow Airport of London, and thus, it is recognised as the busiest airport in the world. The report added that there is 6% increase in the annual collection of international passengers, which was 70 million (approx.) in the year 2014, as against least increasing rate led by Heathrow operations at near-peak capacity in terms of regulatory and space related constraints. Moreover, the analytical discussion led by Mutzabaugh (2015) states that Emirates, Etihad, and Qatar Airways are much benefited by the absence of any kind of legal or political constraints, as in the “legacy carriers” of Europe as well as the North America. It has been also mentioned that the models of state capitalism, in both economic and political development process, further add to these constraints.

In this paper, the achieve approach is to gain in-depth realisation about the aviation market and the distribution of the major airlines of the world, which are Emirates, Etihad and Qatar. The business models, along with their strategies and networking systems will be analysed for more elucidated understanding of this business domain. The technical, regulatory, and legal concepts of these airlines will be illustrated with the aim of achieving a closer and comprehensive ways knowing their business practices. Significant emphasis has been led over Emirates’ commercial co‐operation, in reference to Qantas joint service deal, Etihad’s investments in multiple carriers from diversified international markets, and Qatar’s participation in the global alliance. These selected commercial strategies get analysed with supportive illustration from Etihad’s approach in particular.

Commercial Co‐operation: Emirates

According to the records of CAPA (2013) Emirates is identified for its wide ranged and very broad international connectivity. It is a company that is getting the key position in creating competitive edge for all the other global aviation companies. The report adds that among all the major three Gulf carriers, Emirates comprises of the most mature networking functionality in the entire North American region. This is the reason that this company gains the leverage to have strong hold in aviation industry for a longer duration. the strategic approach of this company depends on its way of managing commercial co-operation with various aviation companies. CAPA (2010), refers to the established carriers networking of this company in European and the Australia market. These deals perceive the strategic approach of Emirates as strong and dynamic in the global carrier business. This happens through the increasing commercial co-operation of Emirates with Europe, North America, Asia and Australia.

Partnership Ventures

CAPA (2013 a) laid focus on the commercial co-operation of Emirates with Qantas and American Airlines. The profitability has been inscribed by this report by stating that in a couple of year there is the transformation programme, whereby Qantas avails underlying profit prior to the tax amounting 192 million AUD (or 172 million USD) for FY 2012-13. Moreover, it is important to note that Emirates still is on the form of offering cooperation rather than getting in to long-term alliances. The research initiative led by Parker and Löfberg (2009) noted Emirates for its anti-competitive elements and the ideology that through alliances, a company tends to gain artificial speed in the business. This can be referred to the relationship of Emirates with American Airlines that was led with the aim of offering more benefits to the consumers through the availability of multiple airlines.

In the same thread there is the codesharing initiated by the Emirates with Malaysian airlines (Cole, 2016). The report by Cole (2016) analyses the purpose of this commercial co-operation of Emirates to the Malaysian airlines and notes that this venture looks forward to offer more seamless kind of travel options to the passengers to 15 Malaysian cities, with convenient connectivity to Kuala Lumpur. On a reciprocate ground these travellers are also benefited by the expanded network, that comprises 90 destinations from the Middle East, Europe, America and Africa.

Futuristic Holds

Though there is no room or extensive alliances led by Emirates, yet even in the future Emirates aims to continue with its strategic approach of offering commercial co-operation to various airlines. As reported by The Emirates Group (2012) the company added seamless connections between Dubai International Airports and Lisbon. It is through the reciprocal codesharing that the customers are availed with the benefit to enjoy single-combined ticket for the Emirates as well as TAP flights as operated from Portugal. Apart from that The Emirates Group (2013) further notifies that Emirates SkyCargo along with Qantas freight are getting into partnership for gaining new trading and business opportunities. This is a partnership that is offering seamless access to the consumers from their network to other networks.

The CAPA (2013 a) report declared that in the FY 2012-13, entire international aviation commercial strategy revamped with and around the co-operations as offered by Emirates. There are competitive platforms marked from Virgin Australia. It is here that the Qantas makes some distinct progress and gains transformational international look in the aviation business, until FY 2014-15. The approach is in terms of putting these commercially equipped partners in the position of preparing extensive expansion of their routes from 2016 (Emirates, 2015)

Investments in Multiple Carriers: Etihad

Following the commercial success of Dubai in the aviation industry, the rulers from Abu Dhabi, UAE, decided to meet the economical gap by the establishment of a flag carrier meant for UAE. As in the year 2002, Qatar gets withdrawn from Gulf Air, the Abu Dhabi rulers planned to establish a new airline (Etihad, 2015 a). Initiated by a royal decree in the month of July 2003, the Etihad Airways had its first flight in November 2003 (Opu, 2010). This airline came with the commercial strategic approach of investing in the venture of getting hold over multiple carriers across the world (UAEInteract, 2003). Since then, Etihad grew with 70 aircraft to meet 80 destinations and designated itself as the world’s ‘fastest growing airline’ (Al-Sayeh, 2014). As recorded by Al-Sayeh (2014) until 2014, this airline was operating to all the continents, with extensive announcement of expanding multiple carriers in the European and Asian nations.

Increasing Stake Ownership

The commercial strategy of making investments in multiple carriers by Etihad Airways offered it with the mode of quick growth scope in a very short span of time (Etihad, 2013). By the last part of  2011 the Etihad Airways decides about increasing its ownerships in the stakes that are spread over multiple international markets. The strategy started by increasing stake ownerships with Air Berlin, and soon covered Aer Lingus (by 3%), Virgin Australia (by 20%), Jet Airways (by 24%) and Air Seychelles (by 40%) (Etihad, 2013). By 2014, this airline acquired 49% of stake ownership over newly re-launched flights of Air Serbia. This is the commercial strategy of Etihad, which allows the company to buy or invest in stakes of multiple carriers, as per ‘craft codeshare agreements’ being in its favour.

Summary

Conclusively, obvious rise and development of the three major Gulf airlines, namely Emirates, Etihad, and Qatar get noted in the international aviation market. As a result, of this the global market is in great demand of implementing exemplified or similar commercial strategies for sustainability amidst the competitive platform as created by these Gulf airlines. The study of Emirates’ commercial co‐operation, as through Qantas joint service deal; Etihad’s commercial strategy of investing in global multiple carriers; and Qatar’s decision to be a part of global alliance, show that the airline industry should start functioning in more innovative commercial way. It is highly important for all the international airlines to abide to international agreements and maintain transparent consumer–oriented service deliveries to all the stakeholders of the aviation industry.

As exemplified by the ‘Big Three’ airlines from Gulf, irrespective of operating from closely located hubs, these airlines are successful. The reason is that they follow different commercial strategies of aviation business.

  • Emirates stands as the pioneer with long-haul network, fiercely dominated competitiveness, along with incumbent carriers in order to connect traffic. The partnership of Emirates with Qantas strengthens this trend of dominance, especially in the routes connecting Australia and European nations.
  • As for Qatar Airways, it has been a process of meeting a huge ambition and the same gets achieved through its opening up to the global Oneworld alliance. As a result, Qatar Airways transforms its carriers into various connecting routes.
  • Lastly, the commercial strategic approach of Etihad appears more outstanding. Etihad is a company that joined the bandwagon very late, yet is equally offering aggressive competitive edge to its contenders. Its success is in its decision of investing over multiple carriers with more service-led facilities and offers in both regional networks and long-haul connections, on a parallel basis.

Thus, it is to be noted that to gain positive edge of the global competitiveness, the international airlines must have right commercial strategies, as in case of Emirates and Qatar, to be specific; and follow change in both fundamental as well as strategic approaches. The basic approach of any international airline should be in creating critical customers, specifically assessed destinations, and offering innovative services and products, in order to gain competitive advantage over the selected region and attain upward mode of mobile clientele; as in the case of Emirates, Etihad, and Qatar.

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