Question 1:
Greg Stamboulidis started his business by purchasing the firm of small business with very low profit margin at 10-15 percent and without any competitive advantages. By 1990, the very young Stamboulidis managed the company under the surviving stress of increasing input price of shark. That was also the time of late 1980s; Greg realized the best potential supply of shark in South Africa with lower price. His findings, using a SWOT analysis, could really solved the enacted Southern Shark Fishery Management in 1988, which limited the volume of exploiting and as it turns out, raised the price up to twice. By this way, he achieved the goals of low-cost input, resulting in higher profit margin up to 100 percent. Then he drove off the local competitors with international suppliers instead of trying in vain with the overexploited one around local regions. Greg made such a risky revolution in the fishy industry as starting a new venturing with his first steps to the international suppliers, and choosing South Africa as target, not Singapore, the Philippines or Malaysia. However, to avoid apartheid and political constraint, once again, Greg made use of his brilliant mindset to repackage the raw material in Namibia before importing to Australia. Up to that moment, Greg had helped Stambos to gain the competitive market position outperformed other rivals and with above-average returns.
As Singapore, Philippines and Malaysia are unreliable partners (They tend to mix shark with other kinds of fish) to make joint venture like South Africa, Greg began to find other international suppliers. During the period of unstable political situation in 1995, the leader of Stambos chose Chile and New Zealand as the additional suppliers to avoid the uncertainty of source of supply.
Until 2000, Stambos had gained customers’ satisfaction for its competitive price, quality and reliability. By focusing on low-cost management and retaining long lasting and multilateral relationship...