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Essay / Research Paper Abstract
This is a 20 page paper that provides an overview of De Beers and the diamond industry. Forces are analyzed and a new business model is proposed. Bibliography lists 1 source.
Page Count:
20 pages (~225 words per page)
File: KW60_KFdebeer.doc
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Unformatted sample text from the term paper:
which develops the flexibility to adopt and amend new strategies as the environment of the market mandates. One excellent example of this is De Beers, the world-famous diamond manufacturer, which
has had to radically alter business models after several major industrial upheavals, and now seeks to establish a new identity for itself through the adoption of appropriate corporate strategies.
Environmental Analysis of the Diamond Industry In order to effectively propose new strategic solutions for De Beers, it is first critically necessary to conduct a thorough environmental analysis
of the diamond industry from a variety of perspectives. To begin with, legal and regulatory mandates, absent for decades, are now beginning to be enforced en masse throughout the industry
(Shor & Weldon, 2010). For instance, in South Africa, diamond manufacturers must now adhere to standards requiring that some 26% of equity go towards black-owned and -operated organizations, as part
of a broad Black Economic Empowerment (BEE) initiative (Shor & Weldon, 2010). As part of this initiative, local operations have the right of first refusal for any rough diamonds excavated
in the area, a process which is overseen by an independent party known as the state diamond trader (Shor & Weldon, 201). Elsewhere, sanctions have impacted diamond trade, such as
Madagascars stopping all rough gemstone exports in 2008, and Myanmars exports dropping by 90% themselves (Shor & Weldon, 2010). Political conflicts have also played a major role in changing
the face of the diamond industry. In recent years, it came to light that capital from the diamond trade was being used to fund bloody civil wars in countries such
as Sierra Leone and Angola, and western customers were horrified to think that their purchases had supported such endeavors, no matter how indirectly (Shor & Weldon, 2010). As such, many
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