...power of suppliers, availability of substitutes and competitive rivalry. Threat of new entrants There are many different barriers in the FMCG industry that a new entrant would have to overcome to enter. P&G has a huge competitive advantage over new entrants due to following : Established economies of scale: P&G has huge production capabilities and which has resulted in advantage over new entrants as it will be difficult for the new entrant to compete on cost, quantity produced and price. P&G also has the first mover advantage. Distribution network: Access to existing distribution channels is a substantial barrier that new entrants have to face. Supermarkets and other retail stores have a limited amount of shelf space available for consumer goods. It is difficult for new entrants to fight for these shelf spaces as the brand recognition, consumer relationship of P&G makes it difficult for new entrants to get shelf spaces. Legal barriers: Legal barriers can also make it hard for new entrants to enter the personal products industry. A new entrant has to overcome many regulations, laws, patents, and copyrights that they have to abide by when they are entering into an industry. It is a research oriented industry and hence has lot of copyright and legal issues. This almost eliminates the threat of a new entrant in the personal products industry. Power of buyers Although P&G is an extremely large company, its future is dependent on its buyers. P&G is heavily dependent on Wal-Mart...
Words: 1833 - Pages: 8
... BUSINESS POLICY SPRING TERM 2013 BUS 450 PROFESSOR BUCKLEY Case: Netflix’s Business Model and Strategy in Renting Movies and TV Episodes (case 6 in text) 1. How strong are the competitive forces in the movie rental marketplace? Do complete five-force analysis to support your answer. The five force model of competition contains 5 sections of competitive forces which include: suppliers, buyers, potential new entrants, firms in the industry offering substitute products and rivalry among competing sellers. * Suppliers- my analysis shows that this is the strongest force in the industry. They are the one that set market prices and control the distribution of their product. The amount of movies produced all depends on them. If suppliers decide to vertically integrate forward, businesses like Netflix and blockbuster will definitely be wiped out of business. * Buyers- these are the people that accept the market prices. They have no say although the market works to satisfying their needs. They have limited choice in terms of finding other entertainment sources except visual entertainment and therefore accept whatever restrictions the market sets for them. This is not a strong force in this industry. * Potential new entrants- considering that competition is high in this industry and many businesses...
Words: 2704 - Pages: 11
... Costa Coffee, Caribou Coffee Company | Starbuck’s Global Footprint Table 1 SOURCE: The Washington Post, (2013), A coffee giant’s global footprint [ONLINE]. Available at:http://apps.washingtonpost.com/g/page/world/a-coffee-giants-global-footprint/514/ [Accessed 12 March 14]. Starbucks’ External Environment Porter’s five forces Threat of new entrants: Medium-High New entrants could include local coffeehouses and companies like 7-eleven (more convenient than Starbucks) that offer new blends of coffee drinks. The entry barrier for the coffee industry is relatively low, even for premium coffee like Starbucks. Any large and well-funded company could be potential entrants. McDonalds, for instance, is able to quite easily add specialty coffee to their existing services and enter into the market. There is low product differentiation in the sense that coffee and pastries are made from basic ingredients that aren’t too difficult for one to re-create by oneself. And lastly, customers have no switching cost which makes it a bigger challenge. However, despite the above, for a company such as Starbucks, their well-established brand should be able to lower the threat due to...
Words: 4122 - Pages: 17
...converting offline and current online shoppers to Infibeam users. Also, by expanding as first-mover in the western Indian state of Gujarat where Infibeam has just entered into an agreement with the government that will make it a first-mover there. Success is dependent on a marketing campaign that will meet all of these goals. Infibeam grew rapidly during its first three years in business, but it did so only by word-of-mouth advertising. Infibeam has never undertaken a marketing campaign of the magnitude needed to attain its current goals. Several models were used to analyze the environmental and competitive challenges facing Infibeam and multiple alternatives were identified. These alternatives vary in complexity and anticipated effectiveness. The recommendation that is most likely to allow Infibeam to meet all of its stated goals is a combination of fundraising, marketing and corporate restructuring. Implementation of the recommendations in this analysis will propel Infibeam into the top 5 e-retailers in India. Background Infibeam entered the online retail market in India during 2007 when 5 former Amazon employees joined together to create an Indian version of the giant retailer. It was initially conceived as an online marketplace for consumer goods which could be purchased and delivered within a few days. During its first 3 years in operation, Infibeam invested in technology and infrastructure to meet its goals of wide selection, right prices and best customer...
Words: 5029 - Pages: 21
...Bargaining Power of Suppliers: Since the primary inputs for CSD industry are sugar, sweeteners, color and packaging (bottles and cans), the suppliers of these raw materials have less bargaining power against the concentrate producers (CPs) and bottlers. i. Sugar: Sugar can be obtained from various sources on an open market and if price of sugar increases, the cola companies can easily switch to low price artificial sweeteners or high-fructose corn syrup. Though aspartame, used in diet beverages, gained the bargaining power for time-being while it was under patent protection ii. Cans: With abundant supply of inexpensive aluminum in early 1990s, several can companies competed for the contracts. These can suppliers had the little bargaining power in controlling the prices. Concentrate Producers (CPs) further negotiated on behalf of bottlers, reducing the number of suppliers. By 2009, only Ball, Rexam, Crown Cork & Steal were major can suppliers. iii. Plastic Bottles: Again there were more plastic bottle suppliers than the contracts, so direct negotiation by CPs reduced their bargaining power. b. Bargaining Power of Buyers: The distribution of CSDs took place through five principal channels: Supermarkets (29.1%), fountain outlets (23.1%), vending machines (12.5%), mass merchandisers (16.7%) and convenience stores (10.8%). Overall the industry enjoyed profitability due to lower buyer bargaining power. i. Supermarkets: End consumers have developed their loyalty to particular cola...
Words: 1784 - Pages: 8
...Apple Inc. External Analysis Asia Think Different. OVERVIEW Goals of an external analysis to help a company better understand its position against the other players in the industry. An external audit is not to create a laundry list, but to help identify key variables that offer actionable responses (Fred David), and further eliminate surprises by anticipating such opportunities and threats. Apple Inc., is an American multinational corporation that designs, develops, manufactures and sells consumer electronics, computer software and personal computers. The company’s best-known hardware products include Macintosh computers, iPod, iPhone and the iPad. Apple Software includes the OSX system, iTunes media player and multiple creativity software. The company’s brand is known for its high level of design, ease of use, and now iCloud, operating in nearly 400 retail stores in 14 countries (apple.com). To better understand Apple’s positioning against the other players, our team has divided Apple Inc.’s line of business into regions and retail: Asia, Europe, Americas, Japan and Retail. PORTER’S FIVE FORCES Porter’s Five (some may argue 6+) model is an analysis tool that helps “determine industry profitability because they influence the price, cost and required investment of firms in an industry” (M. Porter). Rothaermal further argues that the model reflects the industry’s attractiveness. First image below shows the traditional Porter’s model with the 5 forces, where...
Words: 2092 - Pages: 9
...Introduction Loblaw Companies Limited’s business strategy of “driving down costs through size and operational efficiencies, and differentiating both its products” has enabled the firm to gain 32% of the food retail market in Canada. Despite this success, Wal-Mart is looking to enter into the mature food retail market with the introduction of their SuperCenters (combining grocery and nonfood items). Wal-Mart is a forceful competitor, and the Every Day Low Prices strategy of Wal-Mart’s Supercenters could wean away traffic from Loblaw’s various value banners. The objective of this paper is employ a PEST analysis and Porter’s 5 Forces Analysis to access the Canadian food retailer industry to decide if Loblaw should continue its current “time-tested” business strategy or a create new strategy to protect against competitive attack by rivals, in particular Wal-Mart. Loblaw’s Strategy Due to the threat of Wal-Mart entering the food retail market, Loblaw first must understand its greatest strengths, weaknesses, opportunities, and threats if they maintain their current strategy. Loblaw’s existing strategy is driven by product differentiation with their President’s Choice (PC) control label product, combined with a multi-banner, multi format approach. This strategy has created a sustained competitive advantage for Loblaw in the Canadian market. PC products have added value by enabling Loblaw to exploit opportunities or defend against competitors in the ultra-competitive Canadian...
Words: 2296 - Pages: 10
...have large capital for heavy marketing research and development whereby, they are in a position to produce or distribute products of similar quality to P&G products. P%G spend more on research and development more than its nearest competitors. This allows them to efficiently signal the value of their products for consumption rather than advertising. NICHE MARKET Companies that specialize in niche market could pose a threat to P%G fragrances because the oud scent is common and liked in the Middle Eastern countries whereby if a new entrant produces a fragrance with the oud scent, it can help them gain consumers and market share. For e.g. Tom Ford recently launch a fragrance with oud scent whereby, this will attract consumers that want quality products and also satisfy there personal needs. Scale of products produced by P&G are on a large scale because they have about 500 different products. New entrants will find it difficult to produce products on that scale for effective competition. BARGANING POWER OF BUYERS INDIVIDUALS-(HIGH) The power of buyers is high because they have the decision to choose a substitute product or the competitors if they feel prices are too high or the quality of the product is not good enough but the success of P&G brand and consumer loyalty shows that the consumers are happy with the products. RETAILER-----(MODERATE) Bargaining power of retailers is moderate...
Words: 596 - Pages: 3
... 5 8. 1.4 Research objectives 6 9. 1.5 Significance of study 6 10. 1.6 Scope of study 7 11. 1.7 Dissertation Outline 8 12. 2.1 Introduction 8 13. 2.2 Defining topic 9 14. 2.3 Defining element in the framework 15. 2.3.1 Customer satisfaction 12 16. 2.3.2 Customer loyalty 14 17. 2.3.3 Customer perception 15 18. 2.3.4 Switching cost 16 19. 2.4 Theories 17 20. 2.5 Proposed Framework 19 21. 3.1 Introduction 20 22. 3.2 Research hypothesis 20 23. 3.3Research Equation 20 24. 3.4 Operational Definition 21 25. 3.5 Measurement 22 26. 3.6 Data collection 25 27. 3.7 Data analysis 27 28. Conclusion 28 29. References 29 Abstract This research is to determine the factors explaining the service quality in the Islamic banking system in Malaysia. Data collection is complete by using research questionnaire. The factors that affect the services quality of Islamic banking consists of customer satisfaction, customer loyalty, customer perception and switching cost. In the research study the questionnaire will be...
Words: 9563 - Pages: 39
...These are the: Threat of new entrants to a market Bargaining power of suppliers Bargaining power of customers (“buyers”) Threat of substitute products Degree of competitive rivalry He identified that high or low industry profits (e.g. soft drinks v airlines) are associated with the following characteristics: Let’s look at each one of the five forces in a little more detail to explain how they work. Threat of new entrants to an industry If new entrants move into an industry they will gain market share & rivalry will intensify The position of existing firms is stronger if there are barriers to entering the market If barriers to entry are low then the threat of new entrants will be high, and vice versa Barriers to entry are, therefore, very important in determining the threat of new entrants. An industry can have one or more barriers. The following are common examples of successful barriers: Barrier Investment cost Notes High cost will deter entry High capital requirements might mean that only large businesses can compete Lower unit costs make it difficult for smaller newcomers to break into the market and compete effectively Each restriction can act as a barrier to entry E.g. patents provide the patent holder with protection, at least in the short run Existing products with strong USPs and/or brand increase customer loyalty and make it difficult for newcomers to gain market share A lack of access will make it difficult for newcomers to enter the Economies of scale available...
Words: 1260 - Pages: 6
...CUSTOMER LOYALTY : THE CASE OF MOBILE PHONE USERS IN UNIVERSITI UTARA MALAYSIA Prepared by Meguellati Achour Pn. Nor Pujawati Md. Said Dr. Ali Boerhannueddin Abstract Service quality, switching barriers, and brand image are the major antecedents of customer loyalty, and loyal customers may buy more, accept higher prices and have a positive word-of-mouth effect. Also we know that the cost of selling to new customers is much higher than the cost of selling to existing customers, also the cost of attract new customers is much higher than the cost protect existing customers ten times. Although this fact is apparent to everyone, many companies are still losing customers at a formidable rate. In this context the main aim of this research is to examine the relationships between these factors and customer loyalty in the Universiti Utara Malaysia sector. Based on the theoretical model, a comprehensive set of hypotheses were formulated and a methodology for testing them was outlined. These hypotheses were tested empirically by questionnaires to demonstrate the applicability of the theoretical model. The results indicate that service quality, switching barriers, and brand image are separate constructs that combine to determine the loyalty, with service quality and switching barriers exerting a stronger influence than brand image. Finally hypotheses H1, H2 were supported, while hypothesis...
Words: 4026 - Pages: 17
...CUSTOMER LOYALTY : THE CASE OF MOBILE PHONE USERS IN UNIVERSITI UTARA MALAYSIA Prepared by Meguellati Achour Pn. Nor Pujawati Md. Said Dr. Ali Boerhannueddin Abstract Service quality, switching barriers, and brand image are the major antecedents of customer loyalty, and loyal customers may buy more, accept higher prices and have a positive word-of-mouth effect. Also we know that the cost of selling to new customers is much higher than the cost of selling to existing customers, also the cost of attract new customers is much higher than the cost protect existing customers ten times. Although this fact is apparent to everyone, many companies are still losing customers at a formidable rate. In this context the main aim of this research is to examine the relationships between these factors and customer loyalty in the Universiti Utara Malaysia sector. Based on the theoretical model, a comprehensive set of hypotheses were formulated and a methodology for testing them was outlined. These hypotheses were tested empirically by questionnaires to demonstrate the applicability of the theoretical model. The results indicate that service quality, switching barriers, and brand image are separate constructs that combine to determine the loyalty, with service quality and switching barriers exerting a stronger influence than brand image. Finally hypotheses H1, H2 were supported, while hypothesis...
Words: 4026 - Pages: 17
...| | Have supermarkets become too big to the extent that they are damaging competition? Executive Summary Table of Contents 1. Introduction 3 2. Economic Structure 4 3. Non-Price Factors 7 4. Legal Framework and Political Structure 8 5 Conclusion 9 6 Recommendations 9 7 References 9 8 Appendices 9 1. Introduction 2.1 Purpose The purpose of the report is to decide whether supermarkets have become too big to the extent that they are damaging competition by explaining and analysing the changes in legal framework and economic and political structure that has enabled them to become dominant in UK grocery retailing. 2.2 Supermarkets background: The first supermarket opened in the UK after World War 2 (1948), which introduced the cheap agricultural food revolution. Today there are several different supermarkets and grocery stores all over the UK. In the supermarket industry the most dominating firms are Tesco with 30.4% of the market share, Asda with 16.6% of the market share, Sainsbury with 16.2% market share, and Morrisons with 11.2% market share. All these supermarkets opened their first self-service stores during 1950 – 1963. Joanna Blythman, SHOPPED The shocking power of Britain’s Supermarkets (2004: 4) states that ‘in 1950, supermarkets had only 20 per cent of the grocery market while small shops and traditional Co-ops had 80 per cent between them’. The average size of the Big 4 supermarkets has increased significantly in the past...
Words: 2365 - Pages: 10
...major evolutions that became prevalent in the textile apparel industry, M&S were not reacting to these factors well and so they were becoming quite lost in their own market. Macro Economic Factors/PEST Analysis. Technological Issues The textile apparel industry is becoming to rely on technology for faster production systems and better quality products. We have seen that M&S have had a successful technological component to their organization, close co-operation with suppliers and the use of the latest technology has been the foundation for achieving the highest quality in their products. The fashion industry is going to keep evolving with the newest technology, it is vital that brands react to this macro-economic factor as it will be what may differentiate you from your competitors. Economical Issues A recession will have an enormous effect on M&S and this industry, along with their consumers. Costs will increase and prices will go down, leaving possible profits at a low. Consumer will have less disposable income and so spending will also decrease. M&S market share had dropped in 1999, and it could happen again. M&S need to be aware of...
Words: 1878 - Pages: 8
... OBJECTIVE OF PAPER The purpose of this paper is show the risks concerned with the differentiation strategy and compare them to those of the cost-leadership strategy. The amount of profit made by a firm is determined by the attractiveness of the industry in which it operates and the quality of its opposition within the industry. Even though an industry may have below average profitability, a firm that is optimally positioned can generate superior returns. Michael Porter argued that if a firm leverages its strengths in either a narrow or broad scope, three generic strategies result; cost-leadership, differentiation, and focus strategies. He said that these strategies are not firm or industry dependent. (Porter, 1999-2010). What is differentiation Strategy Differentiation strategy can be seen as a strategy employed by businesses or firms to increase the...
Words: 1113 - Pages: 5