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Gulf Falcon Air-Conditioning Systems Fixing Company: Managing The Market Essay Help From Professional Writers

Executive Synopsis

Gulf Falcon Air-conditioning Systems Fixing (G.F.A.S.F.) is a small company that specializes in split & Sheller system package systems. G.F.A.S.F was founded in 2006 as a modest firm with offices in Dubai. G.F.A.S.F is able to execute its strategies and undertake a thorough market analysis of its products. In addition, it conducts routine research of its catchment areas, which has enabled it to integrate beneficial technology while decreasing its operational expenses.

G.F.A.S.F. is responsible for the production of chilled water for all clients from a central location. Professionals at G.F.A.S.F. serve the diverse needs of clients. G.F.A.S.F pulls in the same direction as a team.

District cooling involves piping chilled water from a cooling plant to residences, businesses, and industries (Coyles & Gokey 2002).


Global economy

The world has gotten increasingly competitive, and for businesses to succeed, they must a competitive edge. In order to sustain above-average returns in its financial portfolio, G.F.A.S.F will therefore create and implement tactics that its competitors cannot replicate. The 21st century encourages businesses to keep ahead of the competition. Rapid changes in global marketplaces, where traditional sources of competitive advantage are losing efficacy, have necessitated massive investments in order to compete internationally. These items produce less noise pollution. Similarly, greater economic interconnectedness between nations in which commodities and services flow unrestrictedly, as well as financial capital and expertise, has contributed to an increase in performance, quality, high productivity, production introduction time, and operational efficiency.

This has increased the company's strategic flexibility, allowing it to respond to a variety of market needs and possibilities in a competitive setting.

Gulf Falcon Air-conditioning Systems Fixing's mission

We provide thermal energy to consumers as an efficient method of cooling. In doing so we:

Team satisfaction: management and employees are dedicated to working as a team to achieve both firm profitability and satisfaction.

Client satisfaction: G.F.A.S.F. is an established business that strives to meet customer demand, maintain positive customer relations, and offer reasonable prices.

Community fulfillment: G.F.A.S.F. will provide work in a safe and secure setting and take steps to ensure its corporate duties are met.

G.F.A.S.F. will ensure that its goods meet high market standards and consumer confidence by utilizing cutting-edge technology and flexible product customisation to fulfill unique client requirements.

Enhance the monetary prosperity of our shareholders (Gale & Chapman 1994).

G.F.A.S.F.'s statement of purpose

G.F.A.S.F's vision is to be a leading provider of environmentally friendly and innovative cooling systems and solutions.

Marketing Purpose

There are numerous methods in which businesses gain a competitive advantage over their rivals. A good strategy will yield competitive returns relative to competitors. For a business to have a competitive advantage, a number of conditions must be met. This includes the presence of alternatives for the core skill; it should be difficult for any other firm or organization to imitate or copy this plan and implement it. Moreover, the rate of competence arising from the environment is really important (Mockler 2003).

Internal Evaluation

resides at the center of most successful enterprises. Internal analysis is the procedure carried out within a business in order to determine the rate of return of the internal components. In internal analysis, it is essential to comprehend the firm's financial status. In addition, the firm's high-performing and low-performing departments must be recognized, with the high-performing departments receiving additional support and the low-performing departments receiving the appropriate actions to improve their performance. In internal analysis, it is also necessary to do an outcome analysis to identify how to redistribute the firm's resources and capabilities. Establishing goals with a global mindset entails an organization's capacity to identify environmental hazards and opportunities while setting goals that exceed its available resources.

As a firm, G.F.A.S.F has devised plans ambitious enough to test its resources and capabilities, and it has focused primarily on global objectives rather than local ones; that is, it has engaged in global-mind setting. In value-chain analysis, the primary activities are the physical creation of the product, its sale and distribution, and the provision of after-sales support. As a small company that specializes in the packaging system and Sheller system, G.F.A.S.F engages in both internal and value-chain analyses. In terms of value-creating potential for the primary operations, there is procurement to ensure effective supply of inputs, development of human resources and its leaders, and technology development to ensure manufacturing and distribution activities are finished on time. G.F.A.S.F. has been performing effectively in all the above-mentioned operations, and is among the leading providers of efficient and high-quality packaging systems. It has a well-equipped system for human resource management and is led by individuals with the highest qualifications and extensive experience (Van, Hans, Hoyer & Inman 1996). See appendix 2.


An organization's strategies are the means or plans it employs to attain its objectives. Strategic management refers to administration designed to align precisely with the company's stated goals.

G.F.A.S.F. employs a variety of strategies to achieve its goals. They consist of global and multi-domestic tactics. Under a worldwide approach, G.F.A.S.F standardizes its products throughout all of its markets and ensures that they are well-equipped to satisfy the needs of the target markets. The many Strategic Trade units rely on one another for effective operation, and economies of scale are heavily utilized to reduce production costs while simultaneously increasing sales. Under multi-domestic strategy, the small business units formed by the parent company have the authority to make specific strategic decisions.

Strategic structure

G.F.A.S.F as a business enjoys numerous strategic advantages. For example, it has a substantial market share. Its products have dominated the market for a considerable period.

The second of its tactics is to maintain a large market share, which necessitates allocating greater resources to advertising and maintaining production quality.

Its economies of scale are another strategic advantage that the company enjoys, as a result of which it incurs lower manufacturing costs and generates a greater overall profit.

However, it is also noteworthy that the company boasts advantageous location. This decreases the costs associated with transporting raw materials from distant locations. It also reduces labor costs because staff are drawn from the region where the company's branch is located, as opposed to being recruited from specific regions to work elsewhere.

Return on investment is another strategic component that contributes to the expansion of the company. Long-term investments are especially important for a company's future development, as their returns contribute to both internal and external expansion.

Cooperate strategy is a plan in which multiple companies agree to collaborate in order to achieve a given target. If more than two companies are engaged, it is known as a network alliance (Peltier, Schibrowsky & Davis 1998).

G.F.A.S.F. Analysis of Pestle and Forces


Political stability will be crucial for the success of G.F.A.S.F.'s economic venture in the United Arab Emirates. It should be noted that the UAE has experienced considerable political stability since its formation. It may be argued that the UAE's competitive economy and limited trade regulation will go a long way toward guaranteeing that G.F.A.S.F operates in a favorable environment.


The UAE's economic growth began shortly after 1970, following the founding of the federation. This corresponded with a large increase in oil output, which provided the country with a solid economic foundation (Woods 2001).


The social characteristics of a society include its conventions, attitudes, and cultural values. The government of the UAE has expended vast sums of money to modernize the country.


The UAE government has encouraged the formation of various packaging-based businesses through its limited regulation. This has encouraged foreign direct investment in industries related to packaging.

Five-factor model

The five forces model is a more in-depth market study that considers the threat of replacement items on the market, new entrants, clients' bargaining power, and competition among competitors.

Entry obstacles

New entries into a market might pose a threat to established competitors. In light of this, G.F.A.S.F can only pursue strategic alliances with already-established firms to capture market share from existing competitors. This will also ensure that the company's inventory expenditures are kept to a minimal, contributing to its profitability. Government policy dictates that 51% of foreign enterprises must have local control; this could impede G.F.A.S.F's market entry (Sutton 2007).

Buyer power

Despite the fact that good economic conditions in the UAE have led to a strong spending power among the population, G.F.A.S.F's marketing strategy of dealing directly with clients and bypassing middlemen will ensure that our pricing are competitive and affordable. Through cost reduction, we will be able to market our items at a reduced price.

Supplier power

In the packaging sector, supplier influence has never been so dominant. Regarding the control and distribution of inputs, G.F.A.S.F has always employed a vertical integration method of operation. In an effort to reduce costs, G.F.A.S.F will find it necessary to do duties traditionally performed by suppliers and distributors. This is known as complete vertical integration (Chaudhuri & Holbrook 2001).


In the information era, substitute items do not pose a significant challenge to the packaging sector.

Comparative analysis with other rivals

Even though there is no strong government-backed enterprise in the UAE, there will be rivalry and competition from overseas companies. G.F.A.S.F's performance in the UAE will primarily depend on the manner in which it collaborates with established distribution channels in the country to get market access.

Description Our business's Competitors' Notes

Central of Dubai's industrial district

Small size of the company's middle

Standard of Product Quality on the Chinese Market Depends on Projects

Standard of Maintenance Greater than them fewer than we

Cost of Goods Sold Fewer than 20 Expensive

Charge for Maintenance fewer than fewer than us

Distribution network Manage the ducts Purchase supplies from outside

Market Share No. 1 in our size category. difficult to find customers

Financially Stable Excellent New business

See appendix 1.

Market analysis (analysis of SWOT)

In order to achieve its goals and carve out a niche in Dubai, "G.F.A.S.F. will need to formulate and evaluate its threats, strengths, opportunities, and weaknesses (SWOT). A thorough analysis of the aforementioned will serve as the foundation for developing a more effective strategic management plan" (Podolny 2001,p.86). Strength will illuminate the organization's strengths and areas for improvement. This may include a professional work team and adequate and up-to-date facilities to facilitate their job. Weaknesses may reveal what the company is incapable of achieving and its inadequacies. Opportunities may highlight what the organization can use to its advantage in order to achieve its goals; this may include taking use of government subsidies and tax breaks to strengthen its business plans. Threats are environmental elements that may have a detrimental impact on the Middle Eastern endeavor. This may involve legislation agendas that are detrimental to resources.


These are the company's capabilities and internal resources that provide it a competitive advantage. G.F.A.S.F's main strengths that will be advantageous to its Middle East endeavor include the following: Dealing directly with clients will ensure that the company receives immediate product feedback. This bodes well for the company's objective of developing solutions for all consumer needs.


In light of its strengths, the corporation will need to devise countermeasures for its weaknesses in order to achieve market equilibrium. A G.F.A.S.F vulnerability can be attributed to single sourcing, a reliance on the corporate market that is excessive. To address this, the corporation will need to diversify its Middle Eastern markets to accommodate individual buyers.


In order to progress its commercial agenda, G.F.A.S.F will need to capitalize on existing opportunities. More prospects exist in terms of new markets and clients as a result of the industry's continued exponential growth. This allows the company to capitalize on opportunities to develop its operations in the Middle East and introduce new goods to the market.


In conducting its commercial operations, GFASF will face a number of dangers. This includes the constantly evolving technology. Technology can only improve, so for G.F.A.S.F. to survive, it must evolve with the technology or perhaps surpass its rivals. The global economy, which will be saturated with competitors, will also significantly influence the financial elements of business participants. In an effort to improve its products, G.F.A.S.F. will also need to remain ahead of its competitors' growing plans. New market participants may introduce new items, hence complicating access to distribution channels when lower-priced substitutes are introduced.

Important success factors

In order for G.F.A.S.F to realize its objective and expand its profit margins, the concept of one-on-one customer service is vital. This will be essential for reducing costs associated with middlemen and ensuring that customers receive higher quality items and more robust systems. This will improve client interactions and consumer loyalty, allowing the business to build a larger market niche. G.F.A.S.F must be aware of its competitors' tactics in order to devise counterstrategies and deploy its investments and resources appropriately in order to achieve its market goals. G.F.A.S.F will rely on its high reputation in the United States market to increase its market share in the United Arab Emirates. Consumer satisfaction will be of utmost importance in its new markets; consequently, customer awareness and customer surveys will be essential to establishing a positive brand image. Timing and planning will also be crucial for the introduction of new products and the development of counterstrategies in the dynamic and competitive technology market.

Plan stratégique for 2009-2011

Strategic Plan Based on an Evaluation of

As a packaging company, GFASF is experiencing a lack of revenue. The following strategy is likely to aid in its realization.

The following is an evaluation of the company's potential vulnerabilities, threats, and opportunities (Reinartz & Kumar 2002).


The G.F.A.S.F will operate out of Dubai. It plans to double its existing sales volume. In addition to delivering value-added services to its customers in both existing and new market areas. The G.F.A.S.F services are anticipated to offer a number of advantages over those of competitors.

Corporate Objectives

The following are the long-term business aims:

To recover complete market dominance. To become the market leader in the packaging system industry.

Key Strategies

Maximize its potential for international product sales. Stabilizing the selling price of things. Enhance customer service and focus on consumer requirements. Develop strategic connections with industry players.

Major Goals

Boost sales by threefold by 2011. Boost the existing profit margin by twofold. Obtain a 50 percent market share by 2011.

Strategic Initiatives

Enhanced infrastructure Within six months, the financial plan will be implemented. Develop strategic partnerships both within and outside of the sector. Complete the AAPL merger procedure within six months.

A tabular representation of the merger's finances and resources.

Sources of capital Resources

Humans who borrow loans from the bank (labor)

Stock issue

Cash settlement (to reduce

probabilities of eroding EPS)

Transfer of capital assets (packaging)

Factoring is the discount sale of accounts receivable and financial assets.

Utilization of both cash and debts.


Technology is always evolving, and the global economy has shrunk to the size of a village; those who can successfully analyze the market environment by utilizing their strengths to identify prospective chances will have the most success. The G.F.A.S.F strategy in the UAE is an illustration. A lot of attention should also be placed on marketing, and some analysis should be conducted to facilitate effective client feedback. Effective planning and strategy are typically sufficient to lead businesses to success regardless of market circumstances.


The Chain of Effects from Brand Trust and Brand Affect to Brand Performance: The Role of Brand Loyalty, by A. Chaudhuri and M. Holbrook, 2001. 81-93 in Journal of Marketing, volume 6, issue 65.

Coyles, S., and T.C. Gokey. "Customer maintenance is insufficient." Quarterly McKinsey Report 2.

Gale, B.T., and R.W. Chapman, Managing Customer Value: Creating Quality and Service Customers Can See, New York: Free Press, 1994.

Mockler, R. (2003). Advanced Strategic Analysis. Haworth: Haworth Press.

Using Attitudinal and Descriptive Data Information: Understanding Interactive Buyer-Seller Relationships. Journal of Interactive Marketing, vol.12.3, no.12.2, pp. 32-45. Peltier, J., J. Schibrowsky, and J. Davis.

Podolny, J. 2001, Strategic management system. John Wiley is located in New Jersey.

Reinartz, W., and V. Kumar. "The Mismanagement of Consumers Loyalty." Harvard Journal of Business Review, vol.80, no.80, pp.86-97, 2002.

Sutton, R, 2007,.

Modern Strategic Management for Businesses: Management-Related Evidences, Harvard Trade Press, Harvard.

Van Collins, Hans C. M., Wayne D. Hoyer, and Jeffrey J. Inman, "Why Switch?" (1996). Reasons at the Product Category Level for Genuine Variety-Seeking Behavior." 33, pp. 281-292, Journal of Marketing Research, volume 33.

A. Woods, Technical Strategic Organization, 2001 London's K. Page Publishers.

Appendix 1

Compare our firm to those of our rivals.

Appendix 2

Internal versus external marketing and its distinctions

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