De Beers Case Study

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De Beers was established in 1888 and is the world’s leading Diamond Company with unrivalled expertise in the exploration, mining and marketing of diamonds. From its mining operations across Botswana, Canada, Namibia and South Africa, De Beers produces and markets approximately 40% of the world’s supply of rough diamonds. In 2000, it mined 45% of the world’s diamond output and distributed 50% of the world’s rough diamonds. Throughout the 20th century, De Beers dominated the global diamond market. In the 1990s, De Beers was faced with a number of new challenges. Diamond production had doubled globally in the previous 20 years, pulling ahead of the increase in demand for diamonds. De Beers’ diamonds stock had grown to over $5 billion. De Beers also faced a number of new challenges regarding social issues. Consumer awareness of “conflict diamonds,” also known as “blood diamonds,” was increasingly becoming an important factor for De Beers. Similarly, concerns about labor conditions and child labor, particularly in India, were shaping consumer attitudes. In 2000, De Beers responded to the new competitive pressures by realigning its strategies and developing new approaches to managing the diamond value chain. To do so, the company went private, and introduced a new four-part strategy for the future. The plan involved stimulating demand, improving efficiency and margins, leveraging the De Beers brand, and implementing a new “Supplier of Choice” strategy. In my opinion, to deal with climate change in the diamond producing nations, other than four strategies listed above, De Beers should make more efforts to build the brand for maximizing the profits based on that its diamond-exporting countries take a share of the profits. First of all, De Beers’ should work with governments to help them realize their long-term visions and, through education, training and shared

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