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Topic: Fraser and Neave - Business Level Strategy for Food & Beverage Segment
2
Agenda
Founded in Singapore by John Fraser & David Neave in 1883 Started with printing & diversified to aerated water, F&B & Properties Conglomerate listed in SGX & headquartered in Singapore 13000 employees in 20 countries USD 5.69B Revenue in Fiscal 2011 with USD 584M profit Current Chairman : Lee Hsien Yang
History of F&N
Founded in 1883 Printing to Aerated water business Listed in SGX Diversification Brewing business in 1931 Dairies in 1959 Property in 1990 Publishing & Printing in 2000 JV with Heinekan (Holland) in 1931 for brewing Malaysian Breweries -> Asia Pacifc Beweries in 1990 Acquired majority control of Time Publishing in 2000
Awards
Agenda
New Entrants
Industry Competitors Intensity of Rivalry
Fast respond to consumer trends and demands Growth Prospects Vary By Markets Intense Rivalry of products available in the vending Machines Competitive Price
Suppliers
Power of Suppliers - Strong
Direct negotiation with suppliers Abundance of supply in the market for inputs
Buyers
Power of Buyers - Moderate
Main distribution channels (supermarkets, retail chains, vending machines and convenience stores.
Substitutes
Availability of Substitutes
Several Substitutes (Soft drinks, Beers, etc)
Weaknesses
Health concerns that affect mainly the soft drinks market Some of the brands are not popular
Opportunities
Venture in to new emerging markets Leverage the Singapore Brand New strategies of reformulation for more natural drinks Many successful brands to pursue
Threats
Competition From Coke, Pepsi & local brands in other countries Currency fluctuations Geopolitical Adversities Regulations
F&Ns Focus areas Management Development Programme (MDP) Dedicated team to create new Products & Services every year Quality Team Innovation
Business-level Strategy
Types of Business-Level Strategy Each Business-Level Strategy Involves a Particular Competitive Scope: Broad Target (Industry Wide) Narrow Target (Particular Segment Only)
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Strategic Target
Industry Wide
Differentiation
Overall Cost
Leadership
Focus
Porters Three Generic Strategies Overall Cost Leadership Low-Cost-Position Relative to a Firms Peers Manage Relationships Throughout the Entire Value Chain
5-20
Create Products and/or Services That are Unique and Valued Non-price Attributes For Which Customers Will Pay a Premium
5-21
Porters Three Generic Strategies contd. Focus Strategy Narrow Product Lines, Buyer Segments, or Targeted Geographic Markets Attain Advantages Either Through Differentiation or Cost Leadership
5-22
Strategic Target
Differentiation
Industry Wide
Combination Strategies: Integrating Overall Low Cost and Differentiation How Firms Can Effectively Combine the Generic Strategies of Overall Cost Leadership and Differentiation.?
5-24
Invests Heavily In People Everything Behind The Scenes Is Subject To Rigorous Control
F&N spends considerably in the following areas: Buying New Aircraft Dedicated funding for Training Marketing Innovation
Product Leadership
Operational Excellence
Customer Intimacy
5. Culture
Operational Excellence
1. Products
4. Comparative Advantage
2. Labor Costs
Incentives
Unions
Future Strategy
Enhance Products/Services
Maintain Low Costs Acquire leading players in emerging countries & expand Greater Use of Technology
Agenda