Strategic Analysis

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Sanitarium Health and well being

Sanitarium Health and well being

Company overview

The health food company Sanitarium began in 1898 with the vision to help people "learn to be good." Their mission is "to inspire and resource Sanitarium community to experience happy, healthy life." They have been committed to this philosophy over 100 years, and this is the reason they exist today. Sanatorium's business is based on values, and they try to build trust, respect and community involvement. Sanitarium has a strong history of community education about healthy eating and healthy lifestyles. All Sanatorium "s activities have two objectives in mind which is to provide healthy foods that actively improve Sanitarium community 's health and wellness, and offer easy to understand nutritional information and practical health tips (Wilson, 2004, 115).

Sanitarium Sanitarium Australia and New Zealand is owned and operated by the Health and Nutrition Association Australia New Zealand Limited and the Association of Health, respectively. They produce over 150 products and employ about 1,700 people in their manufacturing and distribution throughout Australia and New Zealand. They are a leading manufacturer of breakfast cereals, soy beverages; alternative herbal extends meat and yeast. Sanatorium welcomes the opportunity to comment on the proposed National Food Plan. They believe that they can provide a unique and valuable perspective to give suggestions in this Plan. Need suggestions are high level at this formative stage of the plan, mainly focused on general issues and priorities that they see as a food manufacturer with a comprehensive nutrition education program (Lynch, 2006, 201).

Internal Analysis

The internal analysis reviews Sanitarium's resource requirements for its strategies, current resources, a gap analysis of its resources and innovations.

Resource Requirements

For the growth strategies identified above, resources including tangible and intangible resources will be needed by Sanitarium. These resources are required to achieve corporate objectives. Resources identified required to implement the marketing strategy for Sanitarium: physical resources including buildings and sites, raw materials needed for production, human resources including staff, technical and creative skills and expertise, plant and machinery, financial and capital resources and time (Wheelen, 2010, 90).

Current Resources

Sanitarium needs to be aware of its available resources to develop and implement a successful strategy Pin order to do this, McKinsey's 7Ss model will be reviewed including Sanitarium's staff, systems, styles, strategies, skills, structures and shared values.

McKinsey's 7Ss



Sanitarium has loyal staff that is committed to and enjoys working for the company. It builds from within and Sanitarium ages staff to take on responsibility and leadership which allows them to feel valued. The diversity of staff also means Sanitarium can meet product development and innovations.


Sanitarium's state of the art facilities and systems are very advanced in delivering shared services globally and at a low costs. Its GBSs ensure that best in practice services are provided locally to markets in which Sanitarium operates.


Management styles support accountability, creativity and innovation. Responsibility is given to staff by management from an early stage to ensure skills are built. In addition to this, learning and development is to ensure staffs are able to ...
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