Biotech Health and Life Products
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 Biotech
with the driving question of “what skills does a Biotech leader need to lead the company
now and in the future?”
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 provided 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 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s
Apothecary. At 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 they sold. By 1929, the product was well known in Yonkers. Encouraged by the
success in Yonkers Barney decided to branch out to New York City.
In 1932, Barney built a small manufacturing plant near the store where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter
of the apothecary shops in New York City. Sales were booming and customers inquired
about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief, another of his mother’s recipes.
This product offered relief from night sweats and anxiety caused by menopausal
symptoms or nerves. When this product proved a “secret success” with the ladies, Barney
decided to bring his mother, Irene, from Ireland, and put 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 1938 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 Barney’s products as
opposed to the medicine offered by doctors and hospitals. During World War II the
company 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 in 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 changed 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 chemistry from Harvard. She had been
trained as a child by her grandmother, Wilford’s mother, and knew how the recipes should
look. However, she 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, the 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 Barney’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 get 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 is an international business. Barney’s Elixir and Life Products was now Biotech Health
and 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 2012, Biotech had a 20% market share of the supplement business with
Approximately $25 billion in sales. The company is interested in expanding into infant
Currently sales for the company are at $45 billion. Maximillian Barney is still
President and CEO. The stock is still held by the family and all senior management
positions are held by family members.
Current Company Vision: To help provide everyone with the healthiest life possible
in the most natural of ways.
Current Mission: To develop products that are safe, effective, affordable and
natural with the customer’s health always their primary goal.
Current Fact Sheet
Worldwide web address
2016 Gross Sales
Yonkers, New York
US$ 45 billion
38,000 in 6 countries worldwide
Battle Creek, Michigan, Albuquerque, New Mexico,
Elkton, Maryland, Peoria, Illinois and Atlanta, Georgia
South and Central America and Caribbean
England, France, Netherlands
Protein and Fitness; Personal Care, Vitamins and
Food Supplements, Infant Formula (Pending)
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
Current Business Philosophy
Biotech has determined its long-term goal planning pattern should be no longer than
three years. Three years seems more flexible than the seven year planning pattern
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 company 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
Current Growth Plans
Business and Sales
Biotech is looking to expand and is exploring the opening of a new manufacturing, sales,
and distribution facility in the next year. Currently, products are sold through t h e U S
a n d i t s European division but there is a great demand for its current product in Malaysia
and China as well as in the United States. It was decided by senior leadership to explore
a potential manufacturing and sales presence in these three areas, which would potentially
increase sales and would fall under the control of a new Executive Director. As in keeping
with the all-natural products, the company wants to bring a greener footprint to its new
facility going beyond what many competitors have in place. This as an opportunity to gain
market share; and introduce a new product line. This effort would provide a good test case
for new products that would position Biotech as a leaders in innovative technology.
Biotech is looking to develop an infant food line. The company has recently expanded
and is now interested in pursuing infant formula.
Current Eco Sustainability Commitments
Currently, Biotech has current commitments to build housing for several communities
in Brazil and India where natural pharmaceutical ingredients are produced. The program
reflects the company’s strong commitment to making the company 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. The emphasis is to encourage the
exchange of ideas, create an environment that fosters new ideas and makes change
easier in implementation of initiatives. Biotech is concerned that the stateside
organization is driving the other overseas divisions and that new ideas are being
encouraged because of the cultural differences in staff.
workshops run by the various divisions have highlighted that R&D in Europe and
Australia see differences in consumer preferences from US consumer preferences, and
Biotech would like to incorporate this knowledge in its future facility. It is believed that US
controlled resources are ignoring these product preferences and are thus impeding
overseas sales. Corporate leaders are trying to examine how to answer this cultural gap.
Current Corporate Culture
Being a family owned business, Barney’s new image has made the family a little less
cohesive since it seeks to be a sleeker less clan like organization. Still the family leaders
are committed to keeping the family history as a symbol for the company. It is believed
that the family cultural connection gives support to collaborative decision making
something the Company has been successful in promoting throughout the organization.
It is also seen by the owners that their family and employees makes up the company’s
customers. The family wants to encourage a customer centric culture, one that allows
employees to see everything through the perspective of the customer and to make
decisions with the customer’s view always paramount. Furthermore, there would be a
companywide accountability to the customer in all departments. The owner wants a
workforce that gives an extraordinary customer experience in every product it makes.
Current Organizational Structure
This 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 liaison with headquarters to implement
the decisions made by them.
Above all the Divisions is the President and CEO
Maximillian Barney Housed in headquarters is the R&D,
HR, IT, and Finance Divisions
Biotech Business Proposal
In order to develop an efficient Infant Formula as an addition to Biotech’s already
existing products, a good location and good management need to be in place.
Research has been done to provide the best location possible, considering the
three options that Melanie prefers. The Infant Formula will be produced in a
green environment, affordable to manufacture and stay relevant to Biotech’s
Melanie narrowed her preferences down to three locations: Malaysia, Ohio
United States and China. Based on the 2019 Index of Economic Freedom,
United States is the best option for manufacturing the Infant Formula. United
States’ overall score is 76.8 and it is higher than China at 58.4 and Malaysia at
China ranked the lowest out of the three countries. It stands at the 100th freest
country in 2019. There is an increase in tension between U.S. and China and
that economic turmoil makes it difficult for China to be a top option for Biotech’s
Malaysia was ranked in the middle of China and the United States. Malaysia has
an open trading system and there is no minimum wage, meaning employees
could be paid any amount.
The United States is the 12th freest country in the 2019 index. The tax and
government issues have improved from previous years. There is great trade
freedom with almost the rest of the countries. These topics are attractive for
building a Biotech plant. The problem with Malaysia is the environment.
Malaysia’s current situation is that there is much pollution and agricultural losses
due to decades of mining in the country. For this reason, the United States
makes a better location.
Ohio is considered to be the leading state in the green economy. Ohio is
situated in the east coast and a lot of the transportation corridors that run from
the east coast to the west coast go through Ohio. This would make the state a
great option, transportation wise. The distribution of the product would be easily
done in Ohio. The state was ranked number 2 in the country for best business
climate and ranked top ten for best business-friendly tax system. Out of the three
options Melanie chose, Ohio is the best location. Ohio stays true to the
Sloan Jessie, Maddie Cooper and Bentley Hughes have been interviewed and
considered for the position. Melanie has specific skills and attributes she is
looking for. After reviewing the three candidates, it has been determined that
Bentley Hughes is the best candidate.
Sloan Jessie has a lot of experience in the organic and green department. She
was a manager and was considered a fair manager by her former subordinates.
Sloan Jessie possesses the skills of being a good manager, however she does
not have any marketing experience.
Maddie Cooper was the second person to be considered. She has much
experience with Asia and in the infant formula field. She does have a strict
management style and that is not what disqualified her. She recommended in
her interview for Biotech to loosen focus on the green initiative, which goes
against the company’s mission.
Bentley Hughes is a leader. He is the owner of a successful company that
focuses on organic infant products. Bentley falls under the definition of a leader.
He has a long-term view for his current company and makes things happen.
(Leadership vs. Management, paragraph 3).
United States. (2019). Retrieved January 24, 2019, from
Malaysia. (2019). Retrieved January 24, 2019, from
China. (2019). Retrieved January 24, 2019, from
Leadership vs. Management., paragraph 3
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What Is Organizational Behavior?
As a field of study, organizational behavior is concerned with the impact
individuals, groups, and structures have on human behavior within
organizations. It is an interdisciplinary field that includes sociology, psychology,
communication, and management. Organizational behavior complements
organizational theory, which focuses on organizational and intra-organizational
topics, and human-resource studies, which is more focused on everyday
Edgar Schein’s Organizational Culture Model
There are three central components of an organization’s culture: artifacts
(visual symbols such as an office dress code), values (company goals and
standards), and assumptions (implicit, unacknowledged standards or biases).
Types of Organizational Behavior
Organizational studies examine organizations from multiple perspectives, using
various methods and levels of analysis. Micro organizational behavior refers
to individual and group dynamics in organizations. Macro organizational
theory studies whole organizations and industries, especially how they adapt;
and the strategies, structures, and contingencies that guide them. Some
scholars also include the categories of meso-scale structures involving power,
culture, and the networks of individuals in organizations. Field-level analysis
studies how entire populations of organizations interact.
Many factors come into play whenever people interact in organizations.
Modern organizational studies attempt to understand and model these factors.
Organizational studies seek to control, predict, and explain. Organizational
behavior can play a major role in organizational development, enhancing not
only the entire organization’s performance, but also individual and group
performance, satisfaction, and commitment.
Topics in Organizational Behavior
Organizational behavior study is particularly relevant in the field of
management because it encompasses many of the daily issues managers
face. These include leadership, decision making, team building, motivation,
and job satisfaction. Understanding not only how to delegate tasks and
organize resources but also how to analyze behavior and motivate productivity
is critical for success in management.
Organizational behavior study also concentrates on culture. Although difficult
to define, corporate culture is extremely relevant to how organizations behave.
A Wall Street stock-trading company, for example, will have a dramatically
different work culture from an academic department at a university.
Understanding and defining these work cultures and their behavioral
implications is also a central topic within the organizational behavior field.
Why Study Organizational Theory?
Organizational theory studies organizations to identify how they solve
problems and how they maximize efficiency and productivity.
Correctly applying organizational theory can have several benefits for an
organization and society at large. Developments in organizations help
boost economic potential and help generate the tools needed to fuel a
Once an organization sees a window for expansion, it begins to grow,
altering the economic equilibrium by catapulting itself forward. This
expansion induces changes in the organization’s infrastructure, in
competing organizations, and in the economy as a whole.
One example of how development in organizational theory improves
efficiency is in factory production. Henry Ford created the assembly line,
a system of organization that enabled efficiency and drove both Ford
and the US economy forward.
efficiency—the extent to which a resource, such as electricity, is used
for the intended purpose; the ratio of useful work ...
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