Strategic Decision Making

Phoenix Organic’s strategic decisions allied with a full commitment and hard work enabled the beverage company clench the New Zealand industry. Their objectives of producing a healthy business has enhanced through generation of strategic decision-making, development of new products and identification of potential new markets.

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It produces products that comply with customer’s demands and those that consumers can rely on and trust. The company has opened communication channels through which their customers can drop their complaints or feed back. These channels might either be through the telephone network, through the newly updated websites or through personal visits. This will assist the company to come up with advanced products that will cater for the demands and services to their customers. Products produced by the company are highly concern with reliability and durability. The company also creates a serene and competitive environment that will boost the interest of the employees and customers.

The apprenticeship program that the company introduced with certificates rewarded will enable the staff to compete in their techniques and consequently improve the products standards that are the demands of the consumers. Phoenix also supports the staff team through educating those staff members enrolled in diplomas and degrees programs. Education will enhance the staff’s awareness and as a result, enhance service output. Advising inter-departmental meetings and workshops within Phoenix will allow thorough scrutiny of the company’s performance (Furrer, 2008).

Phoenix also plays a part in community development and initiatives such as the organic gardens imposed in school’s programme. This scheme is of great advantage to the business with many students indulging in the program. The company has committed itself towards getting to an eco-nation-drinks produced by Phoenix are expected to be certified organic.

Raw materials from all over the world are transported using fossil fuel. The packaging of the products is in glass jars to prevent them from contamination. Phoenix has established mechanisms to reduce on the importation and use of fossil fuels. It has developed a transport policy-GreenFleet, to regulate on the impact related to using small vehicles, a system of planning, to reduce consumption of fuel while trading products and other codes of conduct for employees.

Phoenix, in preference to purchasing locally available products, is reducing on importing raw materials and other products. The company for instance minimized on stylistic packaging glasses. However, it has indulged in using standard models. This consequently promotes and enhances the local economy. Though avoiding products made from fossil fuel, the company has prevented their consumers from chemically associated complications. This is with glass bottles as preferred from plastics.

Phoenix has the interest of organics and therefore reduces on the use of chemicals through adapting the BioGro certification, to prevent pesticide-associated complications. The company only acquires organically proficient products or those that meet the standards of BioGro certification. They also advocate the locals to get BioGro certified. This consequently will enable the company to purchase products from the local industry.

Phoenix’s positive impact on the natural ecosystem has been throughout. Committing itself to organics, the company enhances the environment; it participates in tree planting and provides the natural habitat for the plants and the soil.

To maintain sustainability and growth, Phoenix has to reduce on the consumer charges, take its products further to more foreign countries, such as Malaysia and develop new products. The products going at a much cheaper price and being available in more store outlets, the company will have high chances of selling and growing bigger (Parnell 2007). The company having new products in mind, hot beverages are of high production possibility. ‘Chai experience’, a creamy and spicy tea, is potential, having consideration of those not taking coffee. The success of Phoenix has seen to grow attention of other big companies in the beverage industry in New Zealand, but they claim they have not yet even reached halfway through.


Allison, J. (2003). Water in the garden. Dorking: Interpet. New York: McGraw-Hill Irwin

Furrer, O., Thomas, H., & Goussevskaia, a. (2008). The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research. International Journal of Management Reviews.