Question 1: The Indian wine industry presents some interesting characteristics that can be analysed using the Porter’s five forces framework to understand to what extent it is a profitable one, and why it is attractive or not. Let us get started with Rivalry: here it is important to differentiate between the Indian and the global market. In fact, at the time the case was written, the Indian market was expanding so rapidly (25/30% per year) that business opportunities were flourishing and all the existing participants could easily sell their products without the need to attack others’ customer base. However, if we broaden our point of view to the global industry, rivalry is way fiercer and exports are likely to be a less profitable business than the domestic one. Overall, LOW/MODERATE.
Buyers’ power: in this industry, it is incredibly difficult to “lock in” a solid customer base made of individual consumers that face virtually zero switching costs and have different tastes for wine. Additionally, wholesalers and retailers can exert significant pressure on wine producers for what concerns shelf space and wine selection. Therefore, it seems that buyers’ power is HIGH compared to producers’, thus lowering profitability.
Suppliers’ power: if we think in terms of the raw materials needed to produce wine, i.e. grapes and juice, we can state that, being them commodities, these are subject to the seasonal fluctuations in price, quantity and availability typical of agricultural products. In periods of excess supply, high quality grapes could be purchased for lower prices and vice versa. Also, regulatory changes in 2001 reduced both sales taxes and the costs of imported bottling items, thus increasing profitability. However, India has a major issue that turns out to be of crucial importance to farmers and producers, i.e. the lack of stable electricity supply; this could in