Retailer 2 : The business level strategy of McDonalds

Background
In December 1!"# $olden %rches Restaurants &dn' Bhd' (on the license to o)erate
McDonalds in Malaysia' The first McDonalds restaurant subse*uently o)ened its doors at +alan
Bukit Bintang on 2 %)ril 1!2' To date# McDonald,s Malaysia em)loys more than 12#""" local
)eo)le' The com)any -as named as %./01e-itt Best 2m)loyers in Malaysia in 2"" and 2"11#
as -ell as %./01e-itt Best 2m)loyers in %sia 3acific in 2"11' 4McDonalds5
&trategy formulation
McDonalds uses demogra)hic segmentation strategy -ith age as the )arameter' The main target
segment are children into consideration# children are more attracted to-ards toys and delicious
meals including todays youth )refer such )laces for their entertainment and urban families select
McDonalds on various occasions like birthday )arty# treat for their children' 4McDonalds5
6ollo-ing e7am)le# mission McDonalds are to be customers favourite )lace and -ay to eat
-ith ins)ired )eo)le -ho delight each customer -ith unmatched *uality# service# cleanliness and
value every time' The e7ternal environment can be divided into several sectors' There are t-o
im)ortant )arts8 com)etitors# social conce)t 4healthy )roblem5 and uncertainty situation# -hich
can greatly influence McDonalds strategies' The follo-ing core values guide actions as -e
strive to achieve the mission' There are customers are the reason for our e7istence' McDonalds
demonstrate our a))reciation by )roviding -ith high *uality food and su)erior service# in a
clean# -elcome environment# at great value for each customer every time' McDonalds
committed to )eo)le and )rovide o))ortunity# recogni9e talent# and develo) leaders and believes
that a diverse team of -ell trained individuals -orking together in an environment that fosters
res)ect and drives a high level of engagement essential to continued success'
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&trategy im)lementation
McDonalds using fe- gro-th strategies of the )roduct like as Market $ro-th Matri7 defined by
%nsoff' Market )enetration occurs -hen a com)any enters a market -ith the current )roduct'
The is the best -ay to achieve gains com)etitors customers'
In business McDonalds al-ays -ithin the fast0food industry# but fre*uently markets ne-
burgers' McDonalds are al-ays enhancing their e7isting )roduct along -ith it8 they also try to
introduce ne- and ne- )roduct they can easily survive in the market' %nother -ay includes
attracting non user of the )roduct or convincing current clients to use more of a )roduct or
service' Market )enetration occurs -hen the )roduct and market already e7ists in the market'
McDonalds is one most )o)ular brand in fast food in the entire -orld' 2very manager user these
four grou)s to give more focus to the market segment decision e'g' e7isting customers#
com)etitor customer# non buying in the current segment# ne- segments' McDonalds is currently
follo-ing above mentioned strategy# to focus on market segments' 6or serving synonymously to
the e7isting customers McDonalds coming u) -ith different menus as )er change in taste and
)reference of their customer e'g' 1a))y )rice menu# beverages including float ice0cream'
&u))ly :hain
The com)anys recognition as having one of the best su))ly chains in the -orld s)eaks for itself
in terms of the strengths of the com)any in the area' The com)any has its unrelenting focus on
s)eed# -ith +ust0in0Time Delivery 4&mall Business5 and the economies of scale that it rea)s on
account of its global )resence e7erting considerable influence on su))liers# serving as its
strength'
&trategy 2valuation
(ith the economic develo)ment# )eo)les living standards have increased dramatically these
years' 3eo)le are becoming more concerned about their health issues' It cannot be denied that
McDonalds has attem)ted to make it more convenience for the )eo)le' 1o-ever# )eo)le also
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believe that such kinds of fast food are not good for their health' The -orld health organi9ation;s
re)ort )resented that those foods not only can cause the obesity of children# but also is )art of the
reason of causing cancer' 1ealth issues became the biggest stumbling block to the develo)ment
of McDonalds' :ustomers -ere s-itching to healthier offering# such as &ub-ays sand-iches#
or <6:s mashed )otato instead of fried )otato' McDonalds has res)onded to this healthy trend'
In order to com)ete# McDonalds has added salads and other lighter o)tions in their menu' If a
mother comes in# she is not only buying the ha))y meal for her children# she -ill also be likely
to buy herself a meal too' The lighter o)tions also encourage e7isting customers to come back
more often# because there is a greater variety of choices'
6ollo-ing com)etitor analysis McDonalds has been a leading fast0food outlet' But the
understudy has another com)etitor eating a-ay into its market share' In addition to its traditional
rival like being <6:' Dominos# 3i99a 1ut' The firm encounters ne- challenges' Mc=alue >unch
and Mc=%lue Dinner com)ete using a back0to0basic a))roach of *uickly serving u) burgers for
time0)ressed consumers' .n the higher end# the <6: has become a )otent com)etitor in the
*uick service field# taking a-ay customers from McDonalds' 3erha)s in a ne- environment#
fast# convenient service is no longer enough to distinguish firm# at this time# a ne- critical
success factor may be emerging8 the need to create a rich# satisfying e7)erience for consumers'
This brings McDonalds more e7)erience based com)etition -hich McDonalds can use for
com)etitive advantages against <ids ?one and )rovided (I06i enabled the outlet to cater to the
student community'
@A (ords
3 | P a g e
Retailer A : The business level strategies for Tesco &tore Malaysia &dn Bhd'
Tesco &tores 4Malaysia5 &dn' Bhd' (as started on 2 /ovember 2""1# as a strategic alliance
bet-een Tesco 3>: B< and local conglomerate# &ime Darby Berhad of -hich the latter holds
A"C of the total shares' Tesco o)ened its first store in Malaysia in 6ebruary 2""2 -ith the
o)ening of its first hy)ermarket in 3uchong# &elangor'
&trategy 6ormulation
In 2""D# TescoMalaysia launched its o-n house brand# Tesco :hoice' In December 2""E# Tesco
also ac*uired Makro :ash F :arry in Malaysia# a local -holesaler -hich -as rebranded to
Tesco 27tra and )rovides )roducts for small local retailers' In 2""@# Tesco launched ;:lub :ard
for a loyal and -ay to say thank you to customers by giving back their money to them' :lub card
has received an over-helming res)onse from customers -ith nearly 2 million household
members signed u) to date' %s of +anuary 2""# Tesco has re-arded nearly RM1" million -orth
of :lub card :ash =ouchers to the customers' >ater in the year 2""!# Tesco introduces $reen
:lub card and $reen bags making Tesco Malaysia to be the first Tesco International business to
introduce the $reen :lub card scheme' %s )art of its global commitment# Tesco Malaysia is a
market leading on tackling climate change in techni*ues of energy saving# launching $reen :lub
card 3oints to incentivise customers sho))ing -ith their o-n bags# introduce degradable carrier
bags# )romote )ositive behaviour among staff though 2nergy >eague com)etition intra stores
and a recycling centre to facilitate customers to do their )art for the environment' %)art from
that# Tesco has launched ne- )romotional cam)aign to the consumers# G" basic needs guaranteed
not beaten on )rice' 46aisal# 2"115
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&trategy Im)lementation
Tesco currently the focus of a lot of business develo)ment and change# )rovides insight into the
small medium business' The stated strategy from elements of fle7ibility# local o)erations
including customers# cultures# su))ly chains and regulations# focus on a fe- loose items# multi0
format offerings in order to meet the needs of the local market# ca)ability in )eo)le# )rocesses
and systems# and brand0building to create lasting customer relationshi)s' The name# 6resh and
2asy# -as intended to take advantage of the local culture and values' Their )roduct offerings
-ithin the store# -ith a strong em)hasis on fresh fruits and vegetables# natural and organic foods#
-ere intended to not only a))eal to the tastes of the local culture but also to fill a ga) in the
current su)ermarket offerings -ithin the region'
Tesco has a strong o-n brand value -hich is becoming kno-n throughout Malaysia due to the
e7isting e7)ansion )rogram' &econd strength is com)etitive 3ricing &trategy for e7am)le the
targeted )rice cuts enabled Tesco to attract more sho))ers from com)etitors and ca)ture the
volume that su))orted the lo-er )rices' Tesco has e7tended its lo- )rice )ositioning in core
groceries across non0foods lines to undercut com)etition -hich actually Tesco selling -ith lo-
)rice but )rovide high volume' Third are customer loyaltyHrelationshi) e'g' Tesco gained
customer loyalty or relationshi) by launching a :lub :ard scheme' :ustomers like the :lub card
)rogram mainly due to the )ersonali9ed treatment they receive and the relevance of re-ards'
Tesco ac*uires Makro and convert it to Tesco 27tra' (hat Tesco does is they o)erate it similar to
Makro# but more fle7ible' 6or e7am)le# Makro do not allo- customers to buy in small *uantity#
but Tesco 27tra allo- but charge higher than those buys in bulk' By doing so# Tesco could earn
)rofit from those &mall Medium 2nter)rise as -ell# besides individual customers or family ty)e
customers' >ast one is the strong hy)ermarket format# for e7am)le develo) a ne- store by
adding s)ace to e7isting locations has contributed to the gro-th of a Tesco su)ermarket' Besides
that# Tesco runs t-o ty)es of hy)ermarket format -hich Tesco 1y)ermarket and Tesco 27tra
1y)ermarket
&trategy evaluation
5 | P a g e
Tesco aim is to buy and sell )roducts res)onsibly# so that customers kno- that everything they
buy is )roduced under decent conditions# and everyone involved is treated fairly' They believe
firmly in the benefits of trade' 6or customers# they use trading to )ut )roducts -ithin the reach of
ordinary )eo)le# and ensure economic gro-th' 6or su))liers# they have a -ide influence on the
-ay they treat their -orkforce' They -ant the right values in su))ly chain# decent )rices and
conditions for su))liers' %t the same time# they also need to )rovide good value )roducts to
customers'
Tesco also uses various methods like# Marketing :ommunication Tools -hich includes )rint
)am)hlets# retail advertising and short send message 4&M&5 via )hone' 6ree )arking are some of
the lures used by Tesco seems to -ork in their favour' Tesco is very good at using design across
their o-n label# es)ecially strategically' Tesco is often used as one of the best e7am)les of o-n
brand label in the retail industry' The maIority of consumers buys the basic Tesco brand as it is
chea) and good value for money' Tesco also use of 1%>%> logo is consistent in each of the
)roduct design'
Today# an 2very Day >o- 3ricing 42D>35 strategy of Tesco is more )o)ular -ith sho))ers than
one driven )urely by )romotions' But a combination of the t-o is the best means of kee)ing
sho))ers ha))y' 3ricing -as a key strategy and selling )oint for Tesco' >o- )rices -ere ado)ted
to ma7imi9e sales' Tesco,s value0added )roducts at lo- )rices attracted many customers' %fter
the launch of ,unbeatable value, cam)aign# Tesco -ent in for massive )rice reductions' The
com)any ado)ted the strategy of 2D>3# -hile continuing its other )romotional activities' The
2D>3 )rogram aimed to regulari9e lo- )rices for Tesco customers'
A! (ords
%ssignment 18 Juestion 2
3orter,s 6ive 6orces Model in the %utomobile Industry
6 | P a g e
This analysis focuses on the automotive industry# s)ecifically# large0scale manufacturers of
automobiles' The automotive industry is inherently interesting: it is massive# it is com)etitive#
and it is e7)ected to undergo maIor restructuring in the near future due to globali9ation and
decreasing oil reserves' 3orter,s 6ive 6orces# is a -ay of e7amining the attractiveness of an
industry' It does so by looking at five forces -hich act in that industry' These forces are
determinants of that industry,s )rofitability' There are the threat of ne- entrants# the bargaining
)o-er of buyersHcustomers# the threat of substitute )roducts# the amount of bargaining )o-er
su))liers and the intensity of the com)etitive rivalry'
1' The threat of ne- entrants
In the auto manufacturing industry# this is generally a very lo- threat' 6actors to e7amine for this
threat include all barriers to entry such as u)front ca)ital re*uirements e'g' It costs a lot to set u)
a car manufacturing facility# brand e*uity e'g' % ne- firm may have none# legislation and
government )olicy e'g' &afety and emissions# the ability to distribute the )roduct# 3erodua has
been out of the since the early "s largely due to the inability to re0establish a dealer net-ork'
These reasons are all tied to the conce)t of barriers to entry8 namely# the obstacles and hindrances
that make it difficult to enter the market and restrict com)etition' Multi)le barriers to entry e7ist#
-hich makes it difficult for any ne- automobile manufacturer to come into the industry and have
success' .ne of the greatest barriers to entry in the automobile industry is the e7tremely high
amount of ca)ital that is re*uired to )urchase )hysical manufacturing )lants# ra- materials# as
-ell as to hire and train em)loyees' It takes a great amount of ca)ital# not only for the
manufacturing )rocess# but also to kee) u) -ith the latest innovations in order to com)ete -ith
the industry leaders' Research and develo)ment is an integral )art of automobile manufacturing'
/e- technologies are constantly being discovered that im)rove the *uality of automobiles on the
market as -ell as reduce costs throughout the manufacturing )rocess' $iven the nature of the
industry# manufacturers must be able to achieve economies of scale' Therefore# manufacturing
com)anies must also have the ability to mass0)roduce so that can make cars affordable to
customers' This can be a significant barrier for a )ros)ective automobile manufacturer and is
often a maIor deterrent' %nother barrier to entry is the access of distribution channels' It can
sometimes be difficult for a ne- com)any in the industry to find an ade*uate means of
distribution because s)ace -ithin a dealershi) lot is limited' It is im)ortant to note that# -hile the
7 | P a g e
average individual does not have the means to come along and start an automobile
manufacturing com)any# foreign com)etitors such as Toyota have been able to enter the local
market to com)ete -ith such com)anies as 3roton &dn Bhd and 3rodua &dn' Bhd' Many foreign
com)anies are already -ell established in their o-n countries and have achieved a certain level
of success and customer loyalty' Many foreign automakers have the ca)ital# managerial skills#
and re*uired technologies that are necessary to be a strong com)etitor' 43atterson# 2"115
2' The threat of substitute )roducts
If buyers can look at the com)etition or other com)arable )roducts# and s-itch easily 4they have
lo- s-itching costs5 there may be a high threat of this force' (ith ne- cars# the s-itching cost is
high because can,t sell a brand ne- car for the same )rice you )aid for it' % 3orters 6ive 6orces
Model analysis of the car industry covers the ne- market# not used or second0hand' Base my on
my o)inion need to kno- -hether the market you are analysing has many good alternatives to
ne- cars' % vibrant used car market )erha)sK Bsed cars threaten the ne- market' The )roduct
differentiation is im)ortant too' In the car industry# ty)ically there are many cars that are similar
look at any mid0range Toyota and you can easily find a very similar /issan# 1onda# or 3eugeot'
In some cities such as <uala >um)ur# +ohor or 3enang # a car is not as necessary e7am)le' In
cities such as those# the sub-ay# bus# riding a bike or -alking is the most effective means of
trans)ortation' This reduces the cost of )aying for )arking# not )aying high gas )rices and
dealing -ith traffic -ithin a larger city atmos)here# resulting in more free money and time on
hand for the consumer' Taking the )lane across the Malaysia has even )roven to be chea)er in
some situations' 1o-ever# most individuals in today,s society that has the ability and means to
o-n a vehicle# along -ith living in a geogra)hic location -ith the necessary means to travel
4roads and filling stations5# -ill do so'
A' The bargaining )o-er of buyersHcustomers
Traditionally# su))liers of com)anies -ithin the auto industry have had very little bargaining
)o-er' 6or e7am)le# if one su))lier -ere to )erform belo- an automotive com)anys standard#
several other o)tions e7isted and the su))lier could be easily re)laced' Recently# auto
8 | P a g e
manufacturers and su))liers have moved to a tier based system# -here the auto manufacturer
-ould contract -ith a limited amount of su))liers -ho -ould then contract items further
u)stream' 3roton# in )articular# is having trouble -ith this system due to the current state of the
economy' This shift has led to an increase in the )o-er of su))liers than in the former market
environment' 1o-ever# the shift in the market environment has not been a )rofitable one for
su))liers' $iven the volatility of current automotive )roduction schedules due to the reduction of
consumer demand# su))liers have very limited )o-er over auto manufacturers in this res)ect'
&u))liers )roduction and overall success are dictated not only by the market conditions# but also
by the -ay in -hich auto manufacturers choose to res)ond to those conditions'
6ollo-ing the )o-er of buyer many com)onents used in vehicles is available only from a single
su))lier and cannot be *uickly or ine7)ensively re0sourced to another su))lier due to long lead
times and ne- contractual commitments that may be re*uired by another su))lier in order to
)rovide the com)onents or materials' This means that a fe- key su))liers -ill retain some
)o-er' 1o-ever as the average Malaysian consumer became dissatisfied -ith the )roducts
offered by +a)an automakers# they began seeking alternatives8 namely foreign auto makers' %s
the foreign auto com)anies entered the Malaysia market# the com)etition became more intense#
adding )o-er to the buyer' The foreign auto com)anies -ere )roducing -ith lo-er o)erating and
material costs than the Malaysia automakers' Therefore# foreign com)etitors have been able to
offer the Malaysia consumer a high *uality )roduct at a lo-er cost than its domestic com)etition'
$iven that todays auto industry is filled -ith a -ide range of car brands# large amount of
ca)acity# and 9ero s-itching costs bet-een brands# consumers have a large amount of bargaining
)o-er' (ithin the current economic environment# consumers are holding back their )urchases of
ne- )roducts' In fact# many consumers have o)ted to maintain and re)air their current vehicles
rather than )urchasing ne- ones'
D' The amount of bargaining )o-er su))liers'
In the car industry this refers to all the su))liers of )arts# tires# com)onents# electronics# and even
the assembly line -orkers e'g' Bnions' I founded in the Malaysia the automotive unions are
tremendously )o-erful' But also kno- that some su))liers are small firms -ho rely on the
carmakers# and may only have one carmaker as a client' &o this force can be tricky to evaluate'
The more )o-erful a seller is relative to the buyer# the more influence the seller has' This
9 | P a g e
influence can be used to reduce the )rofits of the buyer through more advantageous )ricing#
limiting the *uality of the )roduct or service# or shifting some costs onto the buyer 4e'g' &hi))ing
costs5' &u))liers are )o-erful if su))liers are concentrated or differentiated' If there are only a
fe- su))liers in the market# the su))liers -ill have more leverage because of the lack of
available alternatives' &ignificant costs involved in s-itching su))liers' :ustomers are less likely
to s-itch su))liers if there are large costs associated -ith s-itching' 6or e7am)le# In 2""2#
3R.T./ cancelled its agreement -ith Mitsubishi and its sales dro))ed in the follo-ing years'
In 2""@# 3R.T./ -as struggling to manage -ithout an alliance -ith foreign firms' 4%kifumi
<uchiki# 2""@5 %ccording to 3rotons 2""@ annual re)ort# the com)any intended to im)rove the
*uality of manufacturing by investment in ne- RFD and through )artnershi) -ith foreign
com)anies' 1o-ever# according to research conducted by +%M%# the )roduction ca)ability is
still lo- in Malaysia' 4(anrs-ee 6uangkaIonsak# 2""E5
G' The intensity of the com)etitive rivalry
(hile a 3orters 6ive analysis a))lies to all com)anies com)eting in one industry the same# -hat
differs is that those firms, )rofitability -ill vary bet-een them' This is because of their o-n
com)etitive advantages and varying business models' &o Iust because all firms in one industry
and market are subIect to the same forces doesn,t mean they )erform e*ually' % 3orters 6ive
analysis should al-ays be done in conIunction -ith other assessments# and should not be
regarded as being absolute' It should only serve as an indicator# not absolute fact or even
necessarily accurate' There are many critical assum)tions that should be made and e7)lained in
one,s 3orters 6ive analyses' The market must be described# the com)etition must be e7)lained#
and the )roducts must be defined' 6or e7am)le# a 3orters 6ive analysis of the car industry in the
Malaysia -ould not necessarily a))ly in :hina' The markets are totally different# and the )roduct
life cycle is not even close to being the same' %nother e7am)le is the ty)e of the automotive
industry' % 3orters 6ive analysis of the electric car industry -ould be entirely different than one
of the conventional car industry
1o-ever# -ith an increase in globali9ation# domestic markets must no- com)ete -ith foreign
com)etition' %s foreign com)anies have gained accessibility into the local market over the )ast
decade# domestic car manufacturers have found it increasingly harder to com)ete' Most foreign
10 | P a g e
com)etitors have been able to obtain lo-er ra- material and )roduction costs -hile maintaining
e*ual# if not better# *uality of their )roduct' The current market has been fuelled by an attraction
to +a)an automakers and car models' There has been ne- consumer interest in fuel efficiency#
-hich has created a void in the demand for larger gas0gu99lers like trucks and &B=s and an
increase in demand for fuel technology' This o)ened the market for alternative )o-er sources for
vehicles for a ne- market of green0sensitive consumers and gas0)um) -eary ones' These ty)es
of consumers flocked to Toyota -ith the advent of the highly successful 3rius and Insight for
1onda Motor'
1@!G (ords
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Question 1
The Business Level Strategy of Seven-Eleven
:om)any 6actsheet' 4n'd'5' Retrieved +an "G# 2"1A# from @eleven:
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11 | P a g e
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12 | P a g e
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%ssigment 1 : Juestion 2
Donald Bradley#Morgan Bruns#%dam 6leming#+ay >ing# >auren 6leming and 6eli)e Roman'
42""G# December "G5' %utomotive Industry %nalysis' Retrieved +uly "@# 2"1A# from
htt):HH---'srl'gatech'eduHMembersHbbradleyHmeE@GA'industryanalysis'team%')df
3atterson# %' 42"11# /ovember 115' 3orter,s 6ive 6orces' Retrieved +un 21# 2"1A# from
htt):HH)orters0G0forces'blogs)ot'comH2"11H11H)orters0G0forces0in0automobile0industry'html
13 | P a g e
Donald Bradley#Morgan Bruns#%dam 6leming#+ay >ing# >auren 6leming and 6eli)e Roman'
42""G# December "G5' %utomotive Industry %nalysis' Retrieved +uly "@# 2"1A# from
htt):HH---'srl'gatech'eduHMembersHbbradleyHmeE@GA'industryanalysis'team%')df
3atterson# %' 42"11# /ovember 115' 3orter,s 6ive 6orces' Retrieved +un 21# 2"1A# from
htt):HH)orters0G0forces'blogs)ot'comH2"11H11H)orters0G0forces0in0automobile0industry'htm
14 | P a g e