Primark Internal and External Analysis

Primark Internal and External Analysis There are lot of internal and external factors which may influence the performance of Primark. Over recent years, this topic has come up as the most asked question in Business and Economics lessons.   Specifically, is it ethical to buy low priced goods produced in poor countries?   My personal answer is an emphatic yes.   Its hard to see how our refusal to open some markets to free trade particularly in agriculture helps the worlds poor.   But the debate seems to hinge on the rights, conditions and dignity of the producers.   For this reason, retailers like Primark (who like Tesco find themselves on the front line of this debate because of their public profile) seek to anxiously protect their reputations as ethical employers.   Recently Primark has fired three Indian suppliers because they used child labour to finish goods. The suppliers sub-contracted smaller firms, which were using child labour to carry out embroidery and sequin work. A Panorama special on Primark will be broadcast on BBC1 at 9pm on 23 June: during their six-month investigation, the BBC uncovered the evidence which they passed to Primark. The information provided by the BBC enabled us to identify that illegal sub-contracting had been taking place and to take action accordingly à ¢Ã¢â€š ¬Ã‚ ¦ the sub-contracting involved home working and in some instances children were also found to be working at home.   We take this lapse in standards very seriously indeed. Under no circumstances would Primark ever knowingly permit such activities, whether directly through its suppliers or through third party sub-contractors. According to Primark, the garments affected accounted for 0.04% of the retailers worldwide sourcing. It currently has more than 170 stores and made a  £200m profit in 2007 on total sales of more than  £1.6bn. Primark: An Overview Primark Stores Limited is an Irish clothing retailer. Its stores are located in various regions like United Kingdom, Ireland, and Spain. Within this area of responsibility, Primark stores outnumbered other clothing retailer business, with one hundred sixty one stores overall distributed in three major regions: one hundred twenty-five in the United Kingdom, thirty-four in Ireland and eight in Spain. The company positions itself as marketing fashionable at cutthroat prices.   The original clothing store was established by Arthur Ryan and his collaborator Micaela Mitchell in Dublin Ireland in 1969. After various success in clothing business, great profits and gross income led them to open stores in local and regional areas. It acquired various premises in different business centers within its local and regional areas which eventually generate more profits and income. Primark is known for selling clothes at the budget end of the market. Its success is based on sourcing supply, making clothes with simple designs and fabrics and targets young, fashion-conscious individuals ages 35 below, offering them simple yet high quality clothes and apparels. Hence, these successes brought significant changes on Primarks retail business. The relevance of global trends and consumers demands on lifestyle made Primark Store Limited reinvent its business scheme and management structure. Primarks management and business structure As a famous clothing retail store, recently, Primark embarks in different retail products not only restricted on manufacturing clothes but also other related products such as apparels and accessories available to all human sizes. Primark employs simple managerial operation on its stores structure. Each store has its own manager responsible in overseeing the status and business operations. With managers inherent authority, they are given the power and control to manage the store within his/her point of responsibility. Moreover, in smaller or larger branches, assistant and deputy managers are assigned to control and manage the store. Within the store, there are different subdivided departments in which a manager is assigned like senior department managers and junior department managers who are in charge for individual departments. Moreover, under management, there are supervisors in charge of staff on a sales floor, on different departments like stock room staff, customer service staff, customer service desk, cashiers who work on the tills, cash office staff and staff responsible to look after fitting rooms. This management and business structure posits a simple way of managing human labour force, however, simple it may seem, yet inevitably creates serious problems and issues if and when proper assessment of the structure will be undervalued. Analysis on the internal and external environment of Primark retail industry The Primark clothing retail industry is a member of Ethical Trading Initiative, a collaborative forum bringing together businesses to work on labour rights issues in their supply chains. In fact, Primark developed ethical strategy in order to promote labour rights issues within its organization. Certain guidelines and code of conduct must be defined in relation to the ethical implications of work to human labour rights. Primark, initiated and defined its ethical trade strategy in 2006, focusing on assessment of employees working conditions, factories operations concerns and addressed necessary improvement. Primarks annual report of activity should be passed to the Ethical Trading Initiative Board. Moreover, Primark stands to a principle that shared learning and collaboration is one of the most successful ways to achieve sustained positive progression with its suppliers factories. However, climate change within and outside Primarks environment changes as it faces the challenges posed by the global business market. Using PESTLE and SWOT analysis, let us examine the ins and outs environment of Primarks retail clothing industry. The PESTLE analysis allows us to examine the external factors affecting the environment of an organization while SWOT analysis aids us to assess organizations internal strengths and weaknesses and further identify threats and opportunities external to its environment. Hence, these methods are helpful for us to understand and underline positive and negative factors affecting the external and internal environment of an organization like Primark. In assessing the political, social, and economic factors external to the environment of Primark, we must consider different issues. Primarks business operations are subject to government policies and regulations. The business firm should conform to the set of policies and regulations stipulated and enforced by the government and policy making body while conforming to the set of regulations and policies, the firm should assume social responsibility as demanded by the global consciousness. Nowadays, business sectors no longer busied themselves to produce bonds of profits and income but deeply involved in social programs to promote social awareness and equality. Cultural and social behaviors of different consumers are important to consider when establishing or venturing business in the global landscape. Furthermore, economic, environment, laws, and technology are inseparable entities in which influence the business operations. The economic stability of certain region can contribute allot to the business condition of certain firm, like Primark. Technology on the other hand, brought a tremendous effect to the status and development of business operations and marketing programs. It generates new trends in a rapid movement, which if organizations are unaware will impede growth and development. Hence, Primarks must constantly assess its strategy with consideration to its PESTLE as external factors that in one way or the other affects its internal and business operations. Assessing the strengths, weaknesses, opportunities, and threats of Primark, we go back to its established management or business structure. The need for re-tracking the management or business structure is important in analyzing its SWOT. As to my knowledge upon my encounter with Primarks business operations, its strengths are gained in its simple, systematic and organized business structure, having assigned proper authorities to proper positions. Moreover, its recognition for valuing high quality of products and quality services with its customers garnered more strength to attract more people. On the other hand, Primarks weaknesses can be found in its way of managing people. Although, Primark is a member of Ethical Trade Initiative, study shows given different negative issues concerning its business operations and transactions like child labour, purports less value on ethical matters. Different issues were attacking Primark concerning exploitation and abuse on labour force, other env ironmental concerns, poor working conditions, and disvaluing workers rights. Primark in different surveys was labelled as a fashion industry with oppressive regime. The primacy of autocratic and rigidity on standard structures can be a weakness as well as threats to the life of the company. Since, it goes globally, opportunities are in wide array not only on the part of venturing into regions with much income and profit to gain but also an opportunity to share and provide quality products to fashion-conscious people with vogue to fashion lifestyle. Conclusion Given this analysis we come to realize that each organization has its own external and internal problems to handle. The process in which we enable to identify and analyze such problems is by using proper management method of analysis like SWOT and PESTLE. The importance of these methods is squared to the importance of the business itself. No.2: discuss the various business strategies that firms can implement to take Advantage of different markets or trading blocks? For this purpose Porter has proposed his generic strategies which are the best to implement, in my point of view, to take advantage of different markets. These strategies are given as below. Segmentation strategy Differentiation strategy Cost leadership strategy Michael Porter has described a category scheme consisting of three general types of strategies that are commonly used by businesses to achieve and maintain competitive advantage. These three generic strategies are defined along two dimensions: strategic scope and strategic strength. Strategic scope is a demand-side dimension (Porter was originally an engineer, then an economist before he specialized in strategy) and looks at the size and composition of the market you intend to target. Strategic strength is a supply-side dimension and looks at the strength or core competency of the firm. In particular he identified two competencies that he felt were most important: product differentiation and product cost (efficiency). He originally ranked each of the three dimensions (level of differentiation, relative product cost, and scope of target market) as either low, medium, or high, and juxtaposed them in a three dimensional matrix. That is, the category scheme was displayed as a 3 by 3 by 3 cube. But most of the 27 combinations were not viable. Porters Generic Strategies In his 1980 classic Competitive Strategy: Techniques for Analyzing Industries and Competitors, Porter simplifies the scheme by reducing it down to the three best strategies. They are cost leadership, differentiation, and market segmentation (or focus). Market segmentation is narrow in scope while both cost leadership and differentiation are relatively broad in market scope. Cost leadership strategy This strategy involves the firm winning market share by appealing to cost-conscious or price-sensitive customers. This is achieved by having the lowest prices in the target market segment, or at least the lowest price to value ratio (price compared to what customers receive). To succeed at offering the lowest price while still achieving profitability and a high return on investment, the firm must be able to operate at a lower cost than its rivals. There are three main ways to achieve this. The first approach is achieving a high asset turnover. In service industries, this may mean for example a restaurant that turns tables around very quickly, or an airline that turns around flights very fast. In manufacturing, it will involve production of high volumes of output. These approaches mean fixed costs are spread over a larger number of units of the product or service, resulting in a lower unit cost, i.e the firm hopes to take advantage of economies of scale and experience curve effects. For industrial firms, mass production becomes both a strategy and an end in itself. Higher levels of output both require and result in high market share, and create an entry barrier to potential competitors, who may be unable to achieve the scale necessary to match the firms low costs and prices. The second dimension is achieving low direct and indirect operating costs. This is achieved by offering high volumes of standardized products, offering basic no-frills products and limiting customization and personalization of service. Production costs are kept low by using fewer components, using standard components, and limiting the number of models produced to ensure larger production runs. Overheads are kept low by paying low wages, locating premises in low rent areas, establishing a cost-conscious culture, etc. Maintaining this strategy requires a continuous search for cost reductions in all aspects of the business. This will include outsourcing, controlling production costs, increasing asset capacity utilization, and minimizing other costs including distribution, RD and advertising. The associated distribution strategy is to obtain the most extensive distribution possible. Promotional strategy often involves trying to make a virtue out of low cost product features. A cost leadership strategy may have the disadvantage of lower customer loyalty, as price-sensitive customers will switch once a lower-priced substitute is available. A reputation as a cost leader may also result in a reputation for low quality, which may make it difficult for a firm to rebrand itself or its products if it chooses to shift to a differentiation strategy in future Differentiation strategy Differentiation is aimed at the broad market that involves the creation of a product or services that is perceived throughout its industry as unique. The company or business unit may then charge a premium for its product. This specialty can be associated with design, brand image, technology, features, dealers, network, or customers service. Differentiation is a viable strategy for earning above average returns in a specific business because the resulting brand loyalty lowers customers sensitivity to price. Increased costs can usually be passed on to the buyers. Buyers loyalty can also serve as an entry barrier-new firms must develop their own distinctive competence to differentiate their products in some way in order to compete successfully. Examples of the successful use of a differentiation strategy are Hero Honda, Asian Paints, HLL, Nike athletic shoes, Perstorp Byproducts, Apple Computer, and Mercedes-Benz automobiles. A differentiation strategy is appropriate where the target customer segment is not price-sensitive, the market is competitive or saturated, customers have very specific needs which are possibly under-served, and the firm has unique resources and capabilities which enable it to satisfy these needs in ways that are difficult to copy. These could include patents or other Intellectual Property (IP), unique technical expertise (e.g. Apples design skills or Pixars animation prowess), talented personnel (e.g. a sports teams star players or a brokerage firms star traders), or innovative processes. Successful brand management also results in perceived uniqueness even when the physical product is the same as competitors. This way, Chiquita was able to brand bananas, Starbucks could brand coffee, and Nike could brand sneakers. Fashion brands rely heavily on this form of image differentiation. Some research does suggest that a differentiation strategy is more likely to generate higher profits than is a low cost strategy because differentiation creates a better entry barrier. A low-cost strategy is more likely, however, to generate increases in market share. This however, may result from a limited understanding of profits. Differentiation strategies are indeed likely to result in higher gross and net profit margins due to the pricing power created by perceived uniqueness and high customer satisfaction. However, these higher prices will also likely result in lower sales volumes and lower asset turnovers. As such, the effects on Returns on Capital are likely to be neutral. As illustrated in the Dupont ratio therefore, a firm can achieve high profitability and Returns on Capital by being either a successful differentiator (with high margins and low volumes) or a successful cost leader (with low margins and high volumes). One strategy is not necessarily more profitable than the other. Variants on the Differentiation Strategy The shareholder value model holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique. This model suggests that customers buy products or services from an organization to have access to its unique knowledge. The advantage is static, rather than dynamic, because the purchase is a one-time event. The unlimited resources model utilizes a large base of resources that allows an organization to outlast competitors by practicing a differentiation strategy. An organization with greater resources can manage risk and sustain losses more easily than one with fewer resources. This deep-pocket strategy provides a short-term advantage only. If a firm lacks the capacity for continual innovation, it will not sustain its competitive position is over time. Criticisms of generic strategies Several commentators have questioned the use of generic strategies claiming they lack specificity, lack flexibility, and are limiting. In particular, Miller (1992) questions the notion of being caught in the middle. He claims that there is a viable middle ground between strategies. Many companies, for example, have entered a market as a niche player and gradually expanded. According to Baden-Fuller and Stopford (1992) the most successful companies are the ones that can resolve what they call the dilemma of opposites. A popular post-Porter model was presented by W. Chan Kim and Renà ©e Mauborgne in their 1999 Harvard Business Review article Creating New Market Space. In this article they described a value innovation model in which companies must look outside their present paradigms to find new value propositions. Their approach fundamentally goes against Porters concept that a firm must focus either on cost leadership or on differentiation. They later went on to publish their ideas in the book Blue Ocean Strategy. Q.No.3: analyse how the firms and industries are benefitted by globalization and the role technology has played? Globalization, since World War II, is largely the result of planning by politicians to break down borders hampering trade to increase prosperity and interdependence thereby decreasing the chance of future war. Their work led to the Bretton Woods conference, an agreement by the worlds leading politicians to lay down the framework for international commerce and finance, and the founding of several international institutions intended to oversee the processes of globalization. These institutions include the International Bank for Reconstruction and Development (the World Bank), and the International Monetary Fund. Globalization has been facilitated by advances in technology which have reduced the costs of trade, and trade negotiation rounds, originally under the auspices of the General Agreement on Tariffs and Trade (GATT), which led to a series of agreements to remove restrictions on free trade. Since World War II, barriers to international trade have been considerably lowered through international agreements   GATT. Particular initiatives carried out as a result of GATT and the World Trade Organization (WTO), for which GATT is the foundation, have included: Promotion of free trade: elimination of tariffs; creation of free trade zones with small or no tariffs Reduced transportation costs, especially resulting from development of containerization for ocean shipping. Reduction or elimination of capital controls Reduction, elimination, or harmonization of subsidies for local businesses Creation of subsidies for global corporations Harmonization of intellectual property laws across the majority of states, with more restrictions Supranational recognition of intellectual property restrictions (e.g. patents granted by China would be recognized in the United States) Cultural globalization, driven by communication technology and the worldwide marketing of Western cultural industries, was understood at first as a process of homogenization, as the global domination of American culture at the expense of traditional diversity. However, a contrasting trend soon became evident in the emergence of movements protesting against globalization and giving new momentum to the defense of local uniqueness, individuality, and identity, but largely without success.[33] The Uruguay Round (1986 to 1994)[34] led to a treaty to create the WTO to mediate trade disputes and set up a uniform platform of trading. Other bilateral and multilateral trade agreements, including sections of Europes Maastricht Treaty and the North American Free Trade Agreement (NAFTA) have also been signed in pursuit of the goal of reducing tariffs and barriers to trade. World exports rose from 8.5% in 1970, to 16.2% of total gross world product in 2001 Advantages of Globalization Globalization means increasing the interdependence, connectivity and integration on a global level with respect to the social, cultural, political, technological, economic and ecological levels. People around the world are more connected to each other than ever before. Information and money flow quicker than ever. Products produced in one part of a country are available to the rest of the world. It is much easier for people to travel, communicate and do business internationally. This whole phenomenon has been called globalization. Spurred on in the past by merchants, explorers, colonialists and internationalists, globalization has in more recent times been increasing rapidly due to improvements in communications, information and transport technology. It has also been encouraged by trade liberalization and financial market deregulation.Globalization offers a higher standard of living for people in rich countries and is the only realistic route out of poverty for the worlds poor. Pro-g lobalization groups e.g. World Trade Organization and the World Economic Forum believe that globalization helps to reduce poverty and increase living standards as well as encourage a better cultural understanding. Also, due to globalization, there can be international co-operation to solve environmental and social problems. Technology has now created the possibility and even the likelihood of a global culture. The Internet, fax machines and satellites have swept away the old national cultural boundaries. Global entertainment companies now seem to shape the understandings and dreams of ordinary citizens, wherever they live. Globalization leads to better cultural understanding and tolerance. Because of improvements in travel, more and more people are traveling to different countries, thereby spreading their culture to other parts of the world. Advantages of Globalization We have moved from a world where the big eat the small to a world where the fast eat the slow, as observed by Klaus Schwab of the Davos World Economic Forum. All economic analysts must agree that the living standards of people have considerably improved through the market growth. With the development in technology and their introduction in the global markets, there is not only a steady increase in the demand for commodities but has also led to greater utilization. Investment sector is witnessing high infusions by more and more people connected to the worlds trade happenings with the help of computers. As per statistics, everyday more than $1.5 trillion is now swapped in the worlds currency markets and around one-fifth of products and services are generated per year are bought and sold. Buyers of products and services in all nations comprise one huge group who gain from world trade for reasons encompassing opportunity charge, comparative benefit, economical to purchase than to produce, trades guidelines, stable business and alterations in consumption and production. Compared to others, consumers are likely to profit less from globalization. Another factor which is often considered as a positive outcome of globalization is the lower inflation. This is because the market rivalry stops the businesses from increasing prices unless guaranteed by steady productivity. Technological advancement and productivity expansion are the other benefits of globalization because since 1970s growing international rivalry has triggered the industries to improvise increasingly. Goods and people are transported with more easiness and speed  the possibility of war between the developed countries decreases  free trade between countries increases  global mass media connects all the people in the world  as the cultural barriers reduce, the global village dream becomes more realistic  there is a propagation of democratic ideals  the interdependence of the nation-states increases  as the liquidity of capital increases, developed countries can invest in developing ones  the flexibility of corporations to operate across borders increases  the communication between the individuals and corporations in the world increases  environmental protection in developed countries increases   Effects of globalization Enhancement in the information flow between geographically remote locations The global common market has a freedom of exchange of goods and capital There is a broad access to a range of goods for consumers and companies  worldwide production markets emerge Free circulation of people of different nations leads to social benefits Global environmental problems like cross-boundary pollution, over fishing on oceans, climate changes are solved by discussions More transborder data flow using communication satellites, the Internet, wireless telephones etc. International criminal courts and international justice movements are launched The standards applied globally like patents, copyright laws and world trade agreements increase Corporate, national and sub national borrowers have a better access to external finance Worldwide financial markets emerge Multiculturalism spreads as there is individual access to cultural diversity. This diversity decreases due to hybridization or assimilation International travel and tourism increases Worldwide sporting events like the Olympic Games and the FIFA World Cup are held Enhancement in worldwide fads and pop culture Local consumer products are exported to other countries Immigration between countries increases Cross-cultural contacts grow and cultural diffusion takes place There is an increase in the desire to use foreign ideas and products, adopt new practices and technologies and be a part of world culture Free trade zones are formed having less or no tariffs Due to development of containerization for ocean shipping, the transportation costs are reduced Subsidies for local businesses decrease Capital controls reduce or vanquish There is supranational recognition of intellectual property restrictions i.e. patents authorized by one country are recognized in another Advantages of globalization in the developing world It is claimed that globalization increases the economic prosperity and opportunity in the developing world. The civil liberties are enhanced and there is a more efficient use of resources. All the countries involved in the free trade are at a profit. As a result, there are lower prices, more employment and a better standard of life in these developing nations. It is feared that some developing regions progress at the expense of other developed regions. However, such doubts are futile as globalization is a positive-sum chance in which the skills and technologies enable to increase the living standards throughout the world. Liberals look at globalization as an efficient tool to eliminate penury and allow the poor people a firm foothold in the global economy. In two decades from 1981 to 2001, the number of people surviving on $1 or less per day decreased from 1.5 billion to 1.1 billion. Simultaneously, the world population also increased. Thus, the percentage of such people decreased fr om 40% to 20% in such developing countries

Life in Outer Space †Lets explore Essay

Life in outer space is one of those topics mankind has tried to find an answer for through out its entire history. But the question still remains unanswered, mysteries unsolved. The vast space is one of the most mysterious and undiscovered mysteries man kind had ever thought of and the question is will it ever be solved Unlimited discoveries and mysteries lie uncovered within them. Over the years, we, as human beings have constantly been challenging and pushing our limits by venturing into space and beyond. But what I believe is, the only proof we have; that some smart creatures exist in outer space. That they have never tried to contact us dumb human beings, The proof isn’t too attractive. Personally speaking about life in outer space, I think most of this is all stupid and great money is pushed into all this research which bears not much evidence of aliens up there. giving some way to second thought, even if someone convinces me there is life on the moon which I know there isnt, because some kind of an atmosphere is essential for life to exist which isnt present. NASA talks about finding seas on our moon, mars, and the moon of Jupiter, but is it still proven or a stationary cloud of dust close to the surface of the moon or mars looks like a sea to these man made picture taking satellites. Then this question arises of why is it all there? The space, the moon the sun, the planets, every thing out there why is it present? The gods werent crazy when all this was made or the big bang theory isnt totally wrong. There is a meaning to all of this, to all the planets, the natural satellites and all which is up there but the true meaning hasnt been found yet. We all think from different minds and have different perspectives. Its all  what we think it is. If I think that mars has strange creatures with one eye and ten hands living on it, its totally fine. You may not agree with me, you may think mars doesnt have shit, its Jupiter which assists aliens of some different specie living on it. So you see its all as you want it. In science that is called Ocidebtal thinking, â€Å"Some actual facts, presented to you in a convincing way, now no one can convince you otherwise† Mind & body, 1999thinking about all of, which goes on in the space fascinated me once too, but when I think of disasters happening to our astronauts and for one, example Kalpana Chawlas space ship which was blown to pieces due to some miscalculation and a human error, who will be held responsible for that, you, me us or poor aliens which dont even exist. So in the end of all my arguments and all the worthless theory people present what I will say is, being human beings which are supposed to be the smartest beings on the entire universe. We stop thinking about fantasies and wait until something solid comes to us. So that I really am proved wrong; and existence of life outer space is really proved to be fact. Saad AftabSources:Space and beyond – 1999 (Phillips jr)Nataional Grpgraphic magazine September issue – John QuinnWebWorksIcon – Research paper (2005)

Strategy in Global Context

Strategy in Global Context January 29 2010 Submitted To: Mr. Nirmaalya B Biswas Submitted By: Jaskaran Singh Apoorva Veeksha Rai Robin Gupta ` ? Table of Contents Executive Summary3 Introduction4 External Environment5 Internal Assessment6 Organizational Purpose8 Strategy Analysis and Choice9 Current Strategy11 Conclusion11 Bibliography12 Annexure-113 EFE Matrix13 Annexure-214 Per capita income14 Annexure-315 IFE Matrix15 Annexure-416 The Internal – External (IE) Matrix16 Annexure-517 The Grand Strategy Matrix17 Annexure-618 QSPM18 ? Executive Summary McDonald’s is a signature restaurant chain serving 58 million customers each day all over the world through its 31000 restaurants in 119 countries. This report views the various internal and external factors affecting the McDonald’s prior to that the report gives a brief introduction about McDonald’s, its evolution and the way it entered the Indian market. Evaluation of the response McDonald’s is giving to the internal and external factors has been calculated through the Internal Factor Evaluation matrix and External Factor Evaluation matrix. We have used the I/E matrix and the Grand strategy matrix to formulate strategies. We formulated two possible strategies i. i. expansion in the market and product development. The strategies that we formulated using the above stated matrices have been evaluated by using the Quantitative Strategic Planning Matrix to know which strategy is more viable. Furthermore, the report provides an insight into the organizational purpose of the McDonald’s. Current strategies and recommendations include the analysis of the strategies that McDonald’s is using to hold and maintain its competitive advantage. Introduction McDonald’s is the largest burger fast food chain which has its operations in 119 countries. It serves around 58 million customers every day through its more than 31,000 restaurants (McDonald's, 2009). McDonald’s was started by two brothers Dick and Mac McDonald’s in the year 1940. Ray Kroc became the first franchisee as he opened a restaurant in Chicago. Restaurant became so popular among the masses that in just four years the number of McDonald’s restaurants reached 100. QSCV i. e. Quality, Service, Cleanliness and Value became the motto of the company and the execution of the same is one of the primary reasons why McDonald’s is what it is today. In 1961, Ray Kroc payed $2. 7 million to Dick and Mac McDonald’s and acquired all the rights reserved of McDonald’s. McDonald’s was growing at such a fast speed that in 1963, 500th restaurant was opened. In 1965, McDonald’s went public and in 1967 first restaurant across the borders of USA was opened in Canada and since then McDonald’s has never looked back. Presently McDonald’s has its restaurants in 119 countries of the world (McDonald's History, 2009). McDonald’s got the approval to enter in the Indian market in the year 1991 itself but it took 5 years to study the market, needs of the people, adjust the menu according to the culture and to build a strong supply chain. McDonald’s finally entered India in 1996 as it opened its first restaurant in New Delhi. McDonald’s is a joint venture in India, which was signed in April 1995 and is managed and owned by Mr. Amit Jatia (MD of Hardcastle Restaurants private Ltd. who heads the operations in South and West India and by Connaught Plaza restaurants Private Ltd. which looks after the operations in North and East India. There are 158 restaurants in the whole country today (About McDonald's, 2009). McDonald’s has always believed in thinking global and acting local. Before entering into the Indian market McDonald’s made to changes in its menu as in Indi a beef and pork items cannot be offered because of the religious sentiments of the people so they had to be eliminated from the menu. Thus, making India the first country where McDonald’s does not serve beef and pork in its burgers. External Environment External factors are the factors which do not exist within the realm of business itself and on which business has no control at all. We have used the EFE Matrix to conduct an external strategic – management audit (Annexure-1 shows the EFE matrix). The total weighted score of McDonald’s is 3. 04 this shows that it is performing with regards to the external factors in a very good manner. According to Technopark report in 2009 the food industry in India stood at $13 billion and estimates say that by the end of 2011 the fast food industry alone will grow to $6. 3 billion (Economic Times, 2010). The Technopark report also says that within the organized food service which is growing at a furious pace of 20% per annum the quick service restaurants are the fastest growing. This forms a huge opportunity for McDonald’s and it is determined to grab that opportunity with both the hands as it is planning to open 180-190 more restaurants in the country by the year 2015 (Financial Express, 2009). McDonald’s is determined to expand its market share in the industry which is growing at a fast pace. The other reasons which are triggering this expansion are the high youth population in the country and rise in urbanization and per capita income. These reasons develop the new opportunities for McDonald’s. Population living in the urban areas has also increased to 28% in 2004 and is expected to be increase by another 12% by year 2025 (Indian Demographic Scenario,2025, 2009). In urban areas the number of dual income households is increasing. Thus females, like their husbands, spend time away from home which has marked the way the females use to mange family meals. People have started opting for food away from home. Per capita income in India is also increasing very rapidly and moreover according to the World Resource Institute report ‘Structure of poverty in India’ which was published in the 2004 around 53% of the household income in India is spent on food, beverages and around Rs. 35000 crores is spent on eating out annually (Annexure-2 shows the rise in per capita income). Thus, the fast food industry has good prospects ahead. Other key external factor that forms an opportunity for the fast food industry as a whole and also for McDonald’s is the fact that 30% of the population of the country is the youth which is in the age group of 10-24 years of age who are generally inclined towards the fast foods (Youth in India, 2009). Rising consciousness about the health forms one of the greatest threats for the fast food industry. The trend has been changing towards the organic foods and the quick service restaurants will have to adapt themselves to sustain their market share. McDonald’s has slowly started to adapt to this change by introducing salads. For the foreign fast food chains like McDonald’s, KFC etc. nationalism remains a constant threat for example when in 2005 USA denied a diplomatic visa to the Gujarat Chief Minister Mr. Narendra Modi, various protests were launched by the BJP party activists against the American MNC’s. Low barriers to entry in the fast food industry is also a potential threat for the players in the market because if the barriers are low and the growth opportunities of the industry are high, new players will be willing to enter into the market and thus increasing the competition. Internal Assessment Internal factors are the factors which exist within the realm of business itself and on which business exercise certain amount of control. We have used the IFE Matrix to conduct an internal strategic – management audit (Annexure-3 shows the IFE matrix). The total weighted score of McDonald’s is 3. 14, which means that it is performing with regards to these factors in an exceedingly well manner. McDonald’s is a well known and a recognized brand across the globe. This familiarity of the brand among the masses forms one of the biggest strengths for McDonald’s. Efficient supply chain is one of the other key strengths for McDonald’s. In India 50,000 crores of food produced gets destroyed because of lack of proper infrastructural facilities of transportation and storage. McDonald’s had set up an efficient supply chain by investing 450 crores in supply chain management even before opening its first restaurant in India to implement its Quality, Service, Cleanliness and Value principle (About McDonald's, 2009). For any business, employees form the greatest asset and it is even truer in case of McDonald’s. The proficient work force that McDonald’s has is one of the key reasons why it is one of the key players in the market today. The ability to provide the order within one minute is one such manifestation of this proficiency. The efficiency of the employees is also increased because of the various training programmes they go through which help them in performing their tasks quickly and in a better way but also enhances their capabilities which help them rise in their careers. Around 40% of the employees in middle management of McDonald’s in India are the ones who had joined as crew members. Business environment is very dynamic no business can afford to remain static; it has to work continuously towards innovation. Nearly 80% of McDonald’s restaurants in India give certain percentage of their profits for research and development activities. This is another important strength for McDonald’s. McDonald’s has its operations in 119 countries; one of the key reasons for the McDonald’s is the ability to make itself a part of the community. In India also McDonald’s has been a part of various social welfare activities like – raising funds for charity on World’s Children Day, helping in setting up pulse polio to eliminate polio. McDonald’s strategy revolved around customization of the menu to suit the Indian palate. (About McDoanld's, 2009) One of the key weaknesses that McDonald’s has is that it faces a high attrition ratio as high as 83%, which means that company has to invest money for training of new employees again and again. (Business Standard, 2009) McDonald’s often faces protests from environmentalists for promoting practices harmful to the environment through the disposal of tons of packaging material and through the effects of cattle ranching. Another internal weakness for McDonald’s is that is yet to capitalize on the trend towards organic food. Even though it has reacted to the changing preferences of the consumers by introducing salads in the menu but it is still to make the most of the opportunity. Organizational Purpose Clearly defined organizational purpose is very important for an organization as it describes the basis for its existence. It works as a directing force on the basis of which every decision is taken. The organizational purpose can be known with the help of three elements which are: 1. Vision . Mission 3. Objective McDonald’s vision is to be the world’s best quick service restaurant experience. ([email  protected]'s, 2010) Being the best means offering excellent quality, service, cleanliness and value, so that it makes each customer in every restaurant smile. It has been the execution of the motto of QSC and V i. e. Quality, Service, Value and Cleanliness that has made McDonaldâ₠¬â„¢s a success story. It strategizes to attain best value by providing top quality products at reasonable prices. McDonald's mission is to be its customers' favorite place and way to eat. To fulfill this McDonald’s has been using the concentration strategy where in it is trying for greater market penetration by attaining high level of efficiency in servicing its customers with a limited product line. Delivery of QSC and V on one hand keeps the customers satisfied and on the other hand also maintains the competitive edge over the competitors. The delivery of QSC and V is accomplished by taking care of every minute detail whether it is the unique cold chain network which makes sure that the customers get fresh products at low cost or the supply chain management which makes sure that customers are offered good quality products. About McDoanld's, 2009) Moreover to keep the customers satisfied McDonald’s continuously updates its menu. Strategy Analysis and Choice In the IFE matrix the total weighted score came out to be 3. 14 and in the EFE matrix the total weighted score was 3. 04. This means that McDonald’s is responding to the internal and external factors in a good way. We have used I/E matrix to come out with a strategy for McDonald’s on the basis of its score in the IFE and EFE matrix (Annexure-4 shows the I/E matrix). The basis f I/E matrix are the total weighted score of the IFE matrix which is represented on X axis and the weighted score of EFE matrix is represented on Y axis. The I/E matrix is divided in three regions which have strategy implication. Quadrants I, II and IV are the regions of grow and build. Firms which position in Quadrant III, V and VII can be managed with hold and maintain strategy where as the organizations positioned in Quadrant VI, VIII and IX can be managed with harvest and divest strategy. McDonald’s is placed in the I/E matrix it comes in the Quadrant-I because of its score in the IFE and EFE matrix which is 3. 4 and 3. 04 respectively. The business organizations which are positioned in Quadrant I can be best managed through grow and build strategy. The Grand Strategy Matrix is ano ther widely used tool for formulating strategies. A firm can be positioned in the four quadrants on the basis of market growth and competitive position that it holds in the market. When we placed McDonald’s in the Grand Strategy Matrix it was positioned in Quadrant I mainly because of its high market share of 18% in the highly fragmented quick service restaurant and also because of rapid growth of the quick service restaurant industry itself. Financial Express, 2009)Thus, McDonald’s is in a strong strategic position (Annexure-5 shows the Grand strategy matrix). For the firms in Quadrant I market penetration, market development and product development are appropriate strategies. By using the Grand strategy matrix and Internal/External matrix we have come up with two strategies which are expansion in the market i. e. opening more restaurants in the country and the other strategies is product development which is developing the new products and continuously updating the m enu in order to pull more customers. Need for product development arises specially because of the rising health consciousness among the people particularly in the educated class. To identify which strategy is more feasible we have used the Quantitative Strategic Planning Matrix popularly known as QSPM. QSPM is a strategic management tool to evaluate which of the possible strategies is better for the business organization. In QSPM weights and attractive scores are given to each factor according to the amount of effect it can have on each strategy and then the product of weight and attractive score is calculated. The product for whichever strategy is greater is selected. We used two strategies expansion in the market and product development, the total attractive score for expansion in the market is 3. 37 and for product development is 2. 60. Thus, opening more restaurants is a more viable strategy than product development. Currently McDonald’s has 157 restaurants all over India, majority of these are in the metropolitan cities or in larger cities like Chandigarh, Kanpur, Jaipur so it has very less or limited presence in smaller cities. So, McDonald’s should target these cities as they form a large potential market for it. With the per capita income on rise, high youth population in the country and increasing urbanization the smaller cities can prove promising markets for McDonald’s. If we look at the current plans of McDonald’s it becomes clear that they have spotted this opportunity as they are planning to open 180 restaurants by the year 2015 majority of these restaurants will be opened in smaller cities. Retail initiatives are being taken up by petroleum companies like Bharat Petroleum Corporation. Financial Express, 2009) McDonald’s can capitalize on this trend and can set up more outlets near the petrol stations on the highways and can thus increase its presence. Current Strategy McDonald’s is currently focusing on expanding its base in the Indian market. By the year 2015 McDonald’s is planning to start around 180 more restaurants, majority of which will be opened in T ier II cities where McDonald’s has very limited presence. (financialexpress, 2009) So, McDonald’s is trying to penetrate very deep into the Indian market. McDonald’s is also trying to come up with new products so as to satisfy its customers. Nearly 80% of McDonald’s restaurants in India give certain percentage of their profits for research and development activities which helps McDonald’s in coming up with new products and efficient service. When McDonald’s entered the Indian market it had to re-engineer its menu and since then it has included several products especially for the Indian customers as McDonald’s believes in thinking global but acting local. McDonald’s should continue with its strategy of expanding its base into the Indian market as still there are lot of untapped regional markets in the country especially in the Eastern India where it has less presence as compared to the other parts of the country. McDonald’s should also concentrate on the smaller cities as large amount of population (nearly 177 million people) lives in smaller cities. So there is a huge market potential for McDonald’s in Tier II and III cities. (Population in small cities, 2010) Conclusion The Indian Quick Service Restaurant industry is growing at a very fast pace. Per capita income, urbanization and youth population is also increasing in India. So India is a very potential and attractive market for the quick service restaurants. McDonald’s should make the most of the opportunity and should penetrate deep into the market by increasing the number of restaurants in India. It should concentrate on increasing its base in the smaller cities which can form potential markets for McDonald’s. References About McDonald's. (2009). Retrieved 2009, from mcdonaldsindia. com: http://www. mcdonaldsindia. com/aboutus. html Brief history of McDonald's. (2009). Retrieved December 22, 2009, from mcspotlight. org: http://www. mcspotlight. org/company/company_history. html Business Standard. (2009). Retrieved January 2010, from business-standard. com: http://www. business-standard. com/india/storypage. php? autono=290494. Economic Times. (2010). Retrieved January 2010, from economictimes. indiatimes. com: http://economictimes. indiatimes. com/News/articlelist/1715249553. cms Financial Express. (2009). Retrieved 2009, from financialexpress. com: http://www. financialexpress. com/news/mcdonalds-india-to-open-180190-more-restaurants-by-2015/466279/ Financial Express. 2009, June). Retrieved January 2010, from financialexpress. com: http://www. financialexpress. com/news/mcdonalds-to-invest-rs-400-cr-in-india/321481/ Financial Express. (2009). Retrieved January 2010, from financialexpress. com: http://www. financialexpress. com/news/bpcl-plans-to-grow-in-retail-initiative/101536/ financialexpress. (2009). Retrieved 2009, from financialexpress. com: 3. http://www. financialexpress. com/news/mcdonalds-india-to-open-180190-more-restaurants-by-2015/466279/ McDonald's. (2009). Retrieved January 2010, from aboutmcdonalds. com: http://aboutmcdonalds. om/mcd/our_company. html McDonald's History. (2009). Retrieved January 2010, from aboutmcdonalds. com: http://aboutmcdonalds. com/mcd/our_company/mcd_history. html Population in small cities. (2010). Retrieved January 2010, from infochangeindia. org: infochangeindia. org/†¦ India/Cityscapes/Slumdogs-and-small-towns. html [email  protected]'s. (2010). Retrieved 2010, from mcdonaldsindia. com: http://www. mcdonaldsindia. com/workat. html Youth in India. (2009). Retrieved 2010, from www. popcouncil. org: http://www. popcouncil. org/projects/TA_IndiaYouthSituationNeeds. html Annexure-1 EFE Matrix S. No. Key External FactorsWeightageRankWeighted Score 1. 2. 3. 4. 5. 1. 2. 3. Opportunities Increasing urbanization High youth population Rise in per capita income Indian quick service industry expected to be around $6. 3 billion High proportion of household income spent on food and beverages. Threats Rising health consciousness Anti American sentiments Low barriers for entry 0. 10 0. 15 0. 10 0. 15 0. 10 0. 10 0. 10 0. 20 1. 00 4 3 3 4 3 4 2 2 0. 40 0. 45 0. 30 0. 60 0. 30 0. 40 0. 20 0. 40 3. 04 Annexure-2 Per capita income Annexure-3 IFE Matrix S. No. Key Internal FactorsWeightageRankWeighted Score 1. . 3. 4. 5. 6. 7. 8. 1. 2. 3. 4. Strengths High brand awareness Efficient supply chain Community involvement Efficient workforce World class training programmes Investment in research and development Quality of food Customization of menu Weaknesses High employee turnover Less variety Environmental issues Yet to capitalize on trend towards organic food 0. 10 0. 10 0. 05 0. 10 0. 09 0. 10 0. 10 0. 08 0. 10 0. 08 0. 05 0. 05 1. 0 4 4 3 3 4 4 3 3 2 3 2 1 0. 40 0. 40 0. 15 0. 30 0. 36 0. 40 0. 30 0. 24 0. 20 0. 24 0. 10 0. 05 3. 14 Annexure-4 The Internal – External (IE) Matrix McDonald’s Strong(3. 0 – 4. ) Average (2. 0 – 2. 99)Weak (1. 0 – 1. 99) High (3. 0 – 4. 0) Medium (2. 0 – 2. 99) Low (1. 0 – 1. 99) Annexure-5 The Grand Strategy Matrix Annexure-6 QSPM Expansion in the marketProduct Development Key FactorsWeightAS TAS ASTAS Opportunities Increasing urbanization0. 1040. 4010. 10 High youth population0. 1540. 6010. 15 Rise in per capita income0. 10—- Indian quick service industry expected to be around $6. 3 billion by 20110. 1530. 4520. 30 High proportion of household income spent on food and beverages0. 1030. 3020. 20 Threats Rising health consciousness0. 1020. 2040. 40 Anti-American sentiments0. 0—- Low barriers to entry0. 20—- 1. 00 Strengths High brand awareness0. 1020. 2010. 10 Efficient supply chain0. 1030. 3020. 20 Community involvement0. 05—- Efficient workforce0. 1030. 3020. 20 World class training programmes0. 0920. 1810. 09 Investment in research and development0. 10—- Quality of food0. 1020. 2030. 30 Customization of menu0. 0820. 1640. 32 Weaknesses High employee turnover0. 10—- Less variety0. 0810. 0830. 24 Environmental issues0. 05—- Yet to capitalize on the trend towards organic food0. 05—- 1. 00 Total Attractive Score 3. 37 2. 60

Spring Hill Community Farm Is A Family Run Organic...

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