Please see attached for the project and advise.  

Biotech Health and Life Products Company Profile Welcome to Biotech ! The assessment projects for this class will examine different facets of the leadership of Biotech Health and Life Products, Inc. You will be exploring leadership within Bi otech with the driving question of “what skills does a Biotech leader need to lead the company now and in the future? ” History Wilford Barney was a young apprentice working for Peter Ulan, owner of a small apothecary shop in Yonkers, New York . During his apprenticeship, Barney created a general energy elixir that was based on a home remedy of his mother’s back in Ireland. The elixir was produced specifically for many of Ulan’s special customers. Made of all natural ingredients the elixir pr ovided B12 and other vitamins to promote a healthy immune system. The energy boost was noticeable after only a week’s use. The reputation of the elixir grew. In 1 922 , Barney took over Ulan’s apothecary shop renaming the business, Barney’s Apothecary. A t that time, Barney decided to bottle his elixir and sell the formula to everyone rather than selected customers. Barney also gave bottles of the elixir to local peddlers who sold the product along with their wares receiving a commission on each bottle th ey sold. By 1929 , the product was well know n in Yonkers. Encouraged by the success in Yonkers Barney decided to branch out to New York City. In 1 932 , Barney built a small manufacturing plant near the store where he mixed and bottled the elixir for sale. By 19 34 , Barney expanded sales by putting the elixir in a quarter of the apothecary shops in New York City. Sales were booming and customers inquir ed about other products that Barney ’s had . In 19 36 , Barney started a new product called Night Relief, another o f his mother’s recipes. This product offered relief from night sweats and anxiety caused by menopaus al symptoms or nerves. When this product proved a “secret success” with the ladies , Barney decided to bring his mother , Irene, from Ireland , and p ut her to work making new natural products. With his mother’s help, Barney grew the business into a small but successful manufacturer of natural “life products ”. Barney coined “ life products ” because the products tracked natural life events in the human body and attempted to improve the customer’s discomfort in dealing with them. The name of the company was changed to Barney’s Elixir and Life Products . The business continued to grow and with his mother’s death in 19 38 the company had a gross revenue of $178,000 a year. The depression took a toll on company profits but people still needed the boosts to their health and were able to afford B arney ’s products as opposed to the medicine offered by doctors and hospitals. During World War II the co mpany supplied the troops with a natural caffeine (Stay Clear) product that would keep soldiers awake for long periods of time and heighten their mental alertness. Government contracts derived from Stay Clear boosted the revenue of the company considerably and ushered i n a new wave of interest of natural products. By 1950 Barney turned over the reins of the daily operations of the business to his children but remained on the Board of his family owned company . By this time, the company had expanded its manufacturing plants and sales nationally to include Detroit , Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia. The revenue of the company was now close to 2.5 million dollars. In the 1960’s the social climate in America had chang ed and pharmaceutical companies took on greater importance in the treatment of people’s health. The discovery of new drugs and better health care shifted the confidence in the American perspective away from natural products to traditional western medicine . Although the counter culture of America still supported natural supplements , popularity for Barney’s products waned. In 1965 , Wilford’s granddaughter, Geraldine, took over the Research and Development Department (R&D) after receiving a degree in chem istry from Harvard. She had been trained as a child by her grandmother , Wilford’s mother, and knew how the recipes should look. However, s he had new ideas and with the approach of the 1970’s, was ready to join the “Anjolie perfume commercial” lifestyle depiction of a 70’s women that “they could bring home the bacon and fry it up too.” Due to the downturn in sales by 1970, t he company turned to other countries for its sales base. Starting in Germany and other European countries where natural products are highly credible , Barney began to license the sale of the company’s products to local manufacturers. The name recognition grew and by the 1980’s the company was grossing over 4 million dollars in gross sales. The company moved to overseas operations and manufactured in Germany. Wilford Barney died in 1981 shortly after seeing his first grandchild , Maximillian Barney, take over the President’s positon of the company. Studying the trends in the 1990’s about the resurgence of natural health products “Max” as he liked to be called, decided it was time for B arney’s to focus on the new interest in homeopathic and natural products especially at home in America where sales were static. In 1996, Max, wanting to ge t a sleeker and more modern feel to the company’s products changed the company name and logo. No longer was Barney’s a mom and pop operation but now were part of the Biotech nutraceutical market. Barney’s Elixir and Life Products was now Biotech Health an d Life Products. While the products would continue to show the old Barney logo, for name recognition the new logo would take prominence on the packaging. By 2000 the company was grossing about 1.1 billion in sales with an increase in market share . By 20 12, Biotech had a 20% market share of the supplement business with approximately $20 billion of sales. The growing interest in the bio -nutraceutical marketplace was catching the attention of the big pharmaceutical companies. Glaxo, Merke and Dupont began a massive shift to the new biotech business products. Currently sales for the company are at $35 billion. Maximillian Barney is st ill President and CEO. The stock is still held by the family and all senior management positions are held by family members. Current Company Vision: To help provide everyone with the healthiest life possible in the most natural of ways. Current Mission: To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal. Current Fact Sheet Headquarters Yonkers, New York Worldwide web address www. biotechlife .com President Maximillian Barney 201 6 Gross Sales US $ 35 billion Employees 35,000 in 6 countries worldwide Manufacturer Operations United States Detroit , Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia Europe Wittllch , Germany, Baltimore, Ireland Asia Pacific Melbourne, Australia Latin America and Caribbean Sao Paulo, Brazil Canada Product Lines Major Competitors Alberta, Canada Protein and Fitness; Personal Care, Nutraceuticals, Vitamins and Food Supplements Protein and Fitness -GNC, Personal Care - Nestle Skin Care - Galderma, SA; Glaxo, Merke, General Mills. Vitamins and Food Supplements - GNC, Natures Plus, Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial Group, Inc, Schiff Nutrition International, Nestle, General Mills, Now Foods and New Chapter Current Business Philosophy Biotech has determined its long -term goal planning pattern should be no longer than 3 years . Three years seems more flexible than the seven year planning p attern previously used as change in the business climate is making it imperative to be more flexible . The need for innovation and competitive advantage ideas are the main focus for the next two years along with the company’s commitment to becoming a triple bottom line company . Sustainability both for profit and planet is foremost in the minds of the leadership. The development of a triple bottom line company is in the best interest of the comp any because of the need to keep a strong natural product image link to the community and the desire for the company to be socially responsible . Protection of the suppliers and control over product quality is critical to the development of a sound “life pr oduct.” Current Growth Plans Business and Sales Biotech is looking to expand to Saudi Arabia in the next year. Currently products sold through European division but demand is great in the Arab countries. Although the company would like to sell in Israel as well , Arab countries are seen as a more lucrative expansion opportunity. Expansion of the production capacity in Sao Paulo is being considered as company can no longer keep up with sales projections. Product De velopment Biotech is looking to develop its cosmetic and food lines. Currently have lip balms but seek s to make a line of lipsticks, foundation, powder, eye makeup and cleaners from natural ingredients. Develop ment of natur al flavorings and whey products are under consideration. Current Eco Sustainability Commitments Currently , Biotech has commitments to build housing for several communities in Brazil and India where natural pharmaceutical ingredients are produced. The program reflects the company’s stro ng commitment to become a triple bottom line company by the year 2021. Innovation and Adaptability Development of organizational structure and culture changes are being made to introduce more collaborative decision making as well as bringing the divisions closer together in the area of shared resources and communication. Emphasis is to encourage the exc hange of ideas, create an environment that fosters new ideas and makes change easier in implementation. Biotech is concerned that the stateside organization is driving the overseas divisions and that new ideas are being encouraged because of the cultural differences in staff. Customer innovation workshops r an by the various divisions ha ve highlighted that R&D in Europe and Australia are differences in customer preferences from US customer preferences. It is believed that US controlled resources are ignori ng these product preferences and are thus impeding sales overseas. Corporate leaders are examin ing the matter in an attempt to answer this cultural gap. Current Corporate Culture Barney’s new image of a sleek , less clan -like organization has resulted in a family that is less than cohesive . Still , the family leaders are committed to maintaining the businesses’ cultural heritage because of the sense of unity and belonging, and to provide employees with a better understanding of the previou s generations and to show how far the company has come. It is believed that the cultural heritage of the business demonstrates support for collaborative decision making something the company has successful ly promo ted throughout the organization. The fami ly sees its employees as being customers and therefore encourages a customer -centric culture . Employees are encouraged to look at their work through the perspective of the cust omer and to make decisions using the customer’s viewpoint. Currently there is a company -wide accountability to the customers and the entire workforce is expected to provide an extraordinary customer experience in every product made. Current Organizational Structure Th e company has a geographical division structure. However, within each division is a functional structure with production and sales at the hub . R&D, HR, IT and Finance have small staff in each division whose primary job is to liais e with headquarters to implement the decisions made . Executive Director South America Division Executive Director North American Division Executive Director European Division Executive Directive Asia Division Giles Hartford President and CEO Maximillian Barney Housed in headquarters is the R&D, HR, IT, and Finance Divisions