will loose flavor and moistness when cooked. This strength can result into brand loyalty, because when customers see the name Perdue, they know that the product is fresh not frozen. Another strength is that Perdue leads the industry in quality. To ensure that Perdue continues to lead the industry in quality, it buys about 2,000 pounds of competitors products a week. Inspection associates grade these products and the information is shared with the highest levels of management (Hill & Jones, 1998). Perdues company policy is taught to all associates in quality training.Perdue has one weakness at this time. Perdue has rode down the experience curve and changed all of its other weaknesses into positives. For example, In the 1980s Perdue decentralized and formed separate business divisions. Soon after this was done, chicken sales leveled off. At on point the firm was losing as much as $1 million a week and, in 1988, Perdue Farms experienced its first year in the red (Hill & Jones, 1998). Perdue learned from this and quickly changed back to centralized.Currently, Perdue has the opportunity to produce other kinds of meat such as beef or pork. This opportunity could soften the financial impact if the threat of overcapacity continue to haunt the broiler industry.Corporate level strategyPerdue Farms Mission Create a quality product, be aware of your customers, deal fairly with people, and work hard, work hard, work hard (Hill & Jones, 1998).Perdue is a vertically integrated agribusiness (www.perdue.com). Perdue practices forward integration by moving downstream to distribution. Perdue owns it own trucking fleet by which they distributes it to the end users. Perdue also practices backward integration by formulating and manufacturing its own feed. By vertically integrating backward to gain control over the source of critical inputs or vertically integrating forward to gain control over distribution channels, a company can build barriers...
