Case Study and Ideas on Strategic Management

1. Introduction

The five-forces model of Porter is a platform used as a technique tool to make an examination of the worthiness of a business structure. It really is a vital analytical tool produced by Michael E. Porter of Harvard Business School in 1979. It captures the key elements of industry competition. 2

2. The five-forces model of competition

A business can face competition that comes from rivalry businesses producing and advertising similar products to the same market. A competitive environment can be considered a brutal and even cutthroat environment, or even governed by unwritten rules, what we call "gentlemen's agreements, " that assist the industry to pun intended, the damage that increased price-cutting, advertising and campaign expenditures can have on the business' income.

To gain an improved understanding and knowledge of a business's industry and competitive market, managers should target more on the task at hand somewhat than gathering all the information they can get and waste a lot of their own time digesting it. Managers may use some well-defined concepts and analytical tools to believe strategically about the business's competitive environment. One way of analysing and understanding the type of this competitive environment is using Porter's five-forces model. The five causes are

Substitute products of services

Rivalry among contending businesses

Bargaining electricity of buyers

Potential New Entrants

Bargaining power of suppliers2. 1 Alternative products of services

Competitive pressures which come from companies beyond your industry seeking to win buyers to their products.

Competitive stresses from substitutes are more robust when

Good substitutes are readily available.

Switching to substitutes has low costs on end users.

Substitute products are attractively priced, attracting buyers over to buy their products.

Substitutes have similar or better performance features than the existing business.

Constant usage of substitutes has become a habit for the end users growing more comfortable each time.

Competitive pressures from substitutes are weaker when

Good substitutes are unavailable or non-existent.

Switching to substitutes has high costs on end users.

Substitutes aren't nearly as good in performance or are at a higher price set alongside the current business.

2. 2 Bargaining electricity of suppliers

Competitive stresses that stem from supplier bargaining ability and collaboration between your supplier and seller.

Supplier bargaining electricity is more robust when

Businesses transitioning their buys to substitute suppliers may incur higher costs.

Needed inputs are in short supply, gives suppliers more leverage in arranging prices.

The suppliers' products are a valuable or critical part of the sellers' development process.

Products required are available with only a few suppliers.

Some suppliers threaten to integrate forward into the business of industry members and perhaps become a powerful rival.

Supplier bargaining ability is weaker when

The item being offered is a commodity that is available from many suppliers.

Seller moving over costs to different suppliers are low.

Good alternative inputs exist or new ones emerge.

There is a surge in the option of suppliers thus greatly weakening supplier's rates power.

Seller collaboration with selected suppliers provides beneficial opportunities.

Industry participants are a danger to combine backward in to the business of suppliers and also to self-manufacture their own requirements.

2. 3 Rivalry among fighting businesses

Competitive pressures created by jockeying for better market position, increased sales and market talk about, and competitive benefits.

Rivalry is more robust when

Buyer demand is low.

Buyer demand comes off and businesses find themselves with excessive capacity and/or inventory.

The range of rivals increase and competitors are roughly identical size and competitive potential.

The products of rival businesses are commodities if not weakly differentiated.

Costs in transitioning brands for buyer are low.

Rivals make competitive moves to appeal to more customers.

Outsiders have just lately acquired weak competitors and are trying to flip them into major contenders. 4

Rivals have rigid strategies.

Rivals are struggling with over for the same market.

Rivalry is weaker when

Industry associates move only infrequently or in a non-aggressive manner to attract sales and market talk about away from competitors. 4

Buyer demand is high.

The products of rival businesses are strongly differentiated and customer devotion is high. 4

Costs in switching brands for buyer are high.

A rival's actions have little immediate impact on the current business because of already saturated market.

2. 4 Bargaining power of buyers

Competitive pressures that stem from buyer bargaining ability and collaboration between the buyer and retailer.

Buyer bargaining electricity is better when

Buyers' consumption of rivalling brands or substitutes is low.

Bulk acquisitions are vital to the success of a company. Potential buyers can demand for savings when purchasing in large amounts.

Buyer demand is vulnerable or declining.

There are only a few purchasers.

Buyers have the ability to postpone purchases until later if they do not like the present deals being provided by sellers.

Some customers are a threat to assimilate backward into the business of vendors and become an important competition.

Buyer bargaining electricity is weaker when

Buyers choose the item infrequently or in small volumes.

Costs in transitioning brands for buyer are high.

There is a surge in buyer demand that creates a "sellers' market".

A seller's brand reputation is important to a buyer.

A specific supplier's product gives better performance or higher quality that is important to the customer, and no other brands can match it.

Buyer cooperation or partnering with chosen sellers provides beneficial opportunities.

2. 5 Potential new entrants

Competitive pressures that come from the risk of new entrants (rivals).

Entry hazards are more robust when

The volume of new entrants is large.

New entrants are formidable market contenders because of their resources open to them.

Lower requirements / obstacles for new entrants.

Buyer demand is high.

When existing industry customers want to extend their market reach by entering product sections or geographic areas where they currently do not have a existence. 4

Newcomers can expect to earn attractive income.

Businesses are unable to highly contest with the entry of beginners.

Entry dangers are weaker when

The volume of new entrants is small.

Existing rivals are struggling to earn healthy profits. 4

The industry's perspective is dangerous or uncertain. 4

Buyer demand is low.

Businesses will highly contest with the new entrants to get market stronghold.

Higher requirements / barriers for new entrants.

2. 6 Usage of the five-forces model

How to use the five-forces model to determine the nature and strength of competitive stresses in confirmed industry is to create the image of competition in three steps

Step 1: To recognize the competitive pressures in relation with each of the forces.

Step 2: To judge how strong the stresses of each of the causes are.

Step 3: To ascertain if the collective power of the forces is conducive to getting profits.

3. Case study - MOS Burger

For this, I have decided to choose a fast food store such as MOS Burger, as a research study to look for the nature and power of its competitive stresses in Singapore's food industry.

A) Hazards of new entrants

In Singapore, risks of new entrants are rather high as there are little distinctions with the merchandise among the competition and the price to enter the market is low. Since Singapore utilizes workers from regional areas mainly from the Philippines, Malaysia, Indonesia and China, labour is available in abundance.

MOS Burger is a fast-food restaurant string (fast-casual) that originated in Japan. It really is now the second-largest fast-food franchise in Japan after McDonald's, and owns numerous overseas stores over East Asia, including Taiwan, Singapore, Hong Kong, Thailand and Indonesia. 5 In Singapore, this is a recognised junk food organisation locally but as for western foreigners, they could still choose to eat at McDonald's. Stiff competition will come from the top established string restaurants alternatively than from small self-employed newcomer.

B) Bargaining ability of buyers

Consumers in Singapore have a variety of junk food restaurant choices they can choose from, so they actually have some bargaining power. However, kind of food and location of the premises may reduce this bargaining ability. The situation with most junk food restaurants including MOS Burger is that most of the consumer purchase in small quantities at low and affordable prices. Therefore, it might be necessary to charm to a huge crowd of individuals in order to be profitable, and for that reason, MOS Burger outlet stores might not likely prosper in remote areas but does well in high traffic move areas such as with stores.

As consumers would not have the same equipment and food supply employed by MOS Burger, it would be problematic for consumers to reproduce the same meal at home, in addition to the same atmosphere that allures them.

C) Bargaining ability of suppliers

Bargaining power of suppliers within Singapore would be small, unless the primary ingredient of the product is not available or non-existent. For instance, the MOS Grain Burger runs on the bun made of rice mixed with barley and millet. 5

D) Dangers of substitutes

This could range between competitive competitors to family restaurants to home grilled meals. MOS Burger is well known for using distinctively Japanese sauces, flavours and more fresh vegetables in its meals which is hard for any person or organisation to duplicate.

E) Rivalry among existing competitors

Singapore has already been saturated numerous fast food shops and large founded string restaurants with strong brand identities such as McDonald's, Pizza Hut, Burger Ruler and KFC. However, to stand aside, it might be highly recommended for new entrants to focus on product differentiation; making their product and services unique and various from others. Thankfully, MOS Burger's products are somewhat not the same as the other average burgers. Eating at MOS Burger can be a different experience. Most MOS Burgers put together the meals al carte. The burgers are ready only after obtaining an bought and customers may have hold out 10 - 15 minutes.

Besides offering the standard kind of hamburgers on the menu, MOS Burger also offers burgers that are unique and cannot be found at Burger Ruler, McDonald's or other fast food restaurants in Singapore. One of these unique burgers is named the Grain Burger, which replaces the typical bun with two flat round rice patties manufactured from grain with millet and barley. The Rice Burgers may be hard and sloppy to carry with your bare hands, however, most people in Singapore have a tendency to maintain burgers using the wrappers. Other offerings include the "Kinpira" grain burger, made out of root fruit and vegetables that are sauteed with soy sauce and other flavourings. The "Ros Katsu" burger is made with deep deep-fried pork cutlet (tonkatsu) offered with a great barbecue-like sauce and cabbage.

The MOS Burger menu is not limited by burger type items. They also offer fowl nuggets, fried chicken breast, plain hot pups and chilli canines. Exactly like their competitor, McDonald's, MOS Burger likewise have set foods and special items which may be offered on special situations. Part menu items include French fries, salads and onion rings. The kid's selections will include a tiny sized hamburger or grain burger with French fries on the side and an orange juice.

MOS Burger sweets include milkshakes, iced cake bars and parfait type desserts; all made out of Japanese style ingredients. The drink items offered include soft drinks, the various kind of coffee/tea (hot or frosty), orange drink, white grape soda pop, melon soda and iced cocoa.

The giants of the fast food industry like Burger Ruler, McDonald's, Pizza Hut, KFC could impact how successful the business could be insurance firms marketing campaigns to get rid of their competition.

4. Other ideas and concepts

There are many other concepts and theories that may be used together with the five-forces of Porter to effectively analyse and assess factors (mainly exterior) that have an affect on the success of the business enterprise.

4. 1 SWOT analysis

It can be used in tactical planning, a method used to evaluate the Advantages, Weaknesses, Opportunities and Threats in a business venture. The SWOT examination provides information that is useful to professionals in corresponding the organisation's capabilities and resources to the competitive environment where it functions.

Environmental Scan

Internal Analysis Exterior Analysis

Strengths Opportunities

Weaknesses Threats

4. 1. 1 Strengths

An organisation's advantages are its resources and capabilities. It can be used as a basis for developing a competitive advantage. For instance, each of the following may be considered strengths


Recognised brands;

Customer commitment;

Low operating costs; and

Favourable usage of distribution programs.

4. 1. 2 Weaknesses

The lack of certain strengths is seen as a weakness. Types of such weaknesses include

Not the sole-owner of the merchandise;

A fragile/unrecognised brand;

Poor reputation;

High operating costs; and

Lack of usage of distribution networks.

4. 1. 3 Opportunities

The external environmental research could show new opportunities for extension and profits. For instance, each one of the following may be looked at opportunities

A customer need not being catered for;

The development of new solutions or improvements;

De-regulations; and

Removal of international trade barriers.

4. 1. 4 Threats

Changes in the exterior environmental may present dangers to the organisation. Types of such threats include

Changes in style which in turn causes consumer likes to shift;

The option of alternative products;

Implementation of new regulations; and

Increased of international trade barriers.

4. 2 PESTEL analysis

PESTEL comes from Political, Economic, Social, Technological, Environmental and Legal factors. A PESTEL research is a company measurement tool, taking a look at factors exterior to the company. It is used within the strategic SWOT examination.

It is a vital tactical tool for determining and understanding

The position of the business;

Potential market expansion or market decline; and

Operational guidelines.

The PESTEL research is often used to find out where an organization or product is in the framework of what is happening outside that will at some point effect what is happening inside an organisation. D

4. 2. 1 Political factors

Political factors are what sort of federal encourage or hinder growth in the economy and to what degree. A few examples of political factors include

Labour laws;

Environmental regulations;

Tax guidelines;

Restrictions on trade;

Tariffs; and

Political stability.

Political factors could also include services and goods which the government wants to provide and those that the government does not want to provide. In addition, governments have affect on the nation's education, job, health, security and infrastructure.

4. 2. 2 Economic factors

Each of the next may be looked at economic factors

Economic development (GDP /GNP);

Interest rates;

Recessions / depressions;

Exchange rates; and

Inflation / deflation.

These factors have large effects about how organisations run and make decisions. For instance, exchange rates have an effect on the expenses of exported goods and have an effect on the costs of imported goods.

4. 2. 3 Social factors

Examples of communal factors include


Population growth rate;

Age syndication; and

Trends in interpersonal factors influence how an organisation functions and the demand for its products. For instance, an aging inhabitants such just as Singapore may imply a smaller and less-willing labor force, therefore, employing foreign workers to meet up with the needs of the people (both local and foreign) and the escalating development of the united states.

4. 2. 4 Technological factors

Each of the next may be looked at technological factors


Computer software and systems;

New technology;

Improvements in production methods; and

The rate of scientific change.

They make a difference efficiency, quality and costs in creation and the as business lead to advancement.

4. 2. 5 Environmental factors

Environmental factors include ecological and environmental aspects

Climate changes;


Conservation / preservation;

Deforestation; and

Growing knowing of the potential influences of local climate change has effects on how companies are run and the merchandise they provide. Creating new markets (eg. "renewable" vacationers) and reducing or destroying existing ones.

4. 2. 6 Legal factors

Some types of legal factors include

Discrimination legislations;

Consumer protection laws and regulations;

Anti-trust laws and regulations;

Employment laws; and

Health and safeness regulations.

These factors may have an impact on how an company is operated, its costs and the demand for its products.

5. Conclusions

Strategic planning can be an organisation's procedure for defining its direction, strategy and decision-making predicated on internal and as well as exterior environment, allocating its resources to pursue this strategy, including its capital and people. Besides the five-forces model, SWOT research and the PESTEL analysis, there are numerous business-analysis models which may assist a person in pondering more strategically about their business.

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