strategic management presentation

Hey

We have a group project to explore companies’ strategies. Our focus will be on ‘Alinma Bank,’ so please ensure to cover all the following aspects. Additionally, there was a past scam involving customers; kindly investigate and highlight this incident in the report. Specifically, explain what the scam was and how the bank addressed this challenge.

0) Introduction

1). Company Background

2). Value Proposition

3). Industry Overview

4). Financial Overview

5). Vision, Mission, & Strategy

6). Strategic Analysis

? SWOT Analysis

? PESTLE Analysis

? Porter’s Five Forces Analysis

? Industry Life Cycle & Current Strategy

? External environmental analysis

7). Conclusion

You will find attached some previous examples for your reference, and our templete presentition that you will work on.

For more information about the check the below links:

https://www.alinma.com/en/

https://www.saudiexchange.sa/wps/portal/saudiexchange/hidden/company-profile-main/!ut/p/z1/04_Sj9CPykssy0xPLMnMz0vMAfIjo8ziTR3NDIw8LAz83d2MXA0C3SydAl1c3Q0NvE30I4EKzBEKDMKcTQzMDPxN3H19LAzdTU31w8syU8v1wwkpK8hOMgUA-oskdg!!/?companySymbol=1150

Background
Burgerizzr anchored its brand among the top players in the
fast-food industry within short period of time, their experienced
and excited leadership drove the company with systematic growth.
Company founded by Mohammad AlRuwaigh with his strategic
vision, and his effective management to so cialize team members
within the company to ensure providing its customers satisfy their
expectations.
2
Burgerizzr Co.
Burgerizzr Co.
Founded in 2009
79 Restaurants
Quality experience with affordable price
3
Food & Hospitality industry
• Saudi Arabia’s Food and Beverage (F&B) industry is the largest in the Middle East,
valued at $ 45 billion (~ SAR 169 Billion).
25%
17%
45%
Spending on
Burgers
Restaurants
38%
Spend more
Spend same
Spend less
2019 average spend as compared to 2018
(per meal)
Source: (KPMG, 2020)
Source: (JONES LANG LASALLE IP, INC., 2020)
4
Burgerizzr Co.
2014 – 2016
2009 – 2011
• Converted to Company
• New Product ( Meltizer )
• 50 Branches
• Start
• 1st Bracnch
• Expand to 4 Branches
01
02
03
2012 – 2013
2017 – 2020
• New brand & identity
• 20 Branches
• New Cities
• 79 Branches
04
5
Financial Growth
Growth
25 000 000
20 000 000
15 000 000
10 000 000
5 000 000
0
2009
2017
2019
2020
Growth
6
Vision
Quality experience at a competitive
price.
Strategy
01
Reach 200 branches
Enter 5 markets
Empower 2500 kid
Mission
02
03
Branches expansion
Quality food
Affordable Price
Jobs creation
7
SWOT Analysis
Weakness
Strengths
•
Operational Efficiency
•
Single-product Oriented
•
Affordable Prices
•
Profit Reduction (3rd party)
•
Centralized Kitchen
•
Unrealiable Centralized
Production
•
Innovative Products
•
Governance Noncompliance
•
Omni Channelized
Threats
Opportunities
•
High Youth Population
•
Consumption Pattern
•
Expanding in KSA
•
Market Cannibalism
•
MADE IN SAUDI Prog.
•
Raw Material Costs
•
Attractive Online Platform
•
Stock Price Fluctuate
•
Cloud Kitchens (Low Capx)
•
Intensive Competition
8
Current Strategy
Burgerizzr intends to continue utilizing the
expansion plan; it uses Focus cost leadership
strategy.
Industry lifecycle:
Fast Food Sales Growing Strongly ($B)
8
Targeted markets
7
6
5
4
3
Growth Stage
2
1
0
2010
2015
2020
9
Five Forces Analysis
Suppliers Power
New Entrance threat
Type of threat : moderate
Customers Power
Rivalry among
competitors
Substitutive product
10
Threat of new Entrance
• Fast food industry entrance is easy but building trusted brand will take time
• Building consistent quality and geographical coverage with more than 100 branch
• Operation economy of scale
• Level of threat: Moderate
11
Suppliers Power
• There are plenty of suppliers for the ingredients inside and outside the
kingdom
• Most of materials are storable and available
• Suppliers ability to switch Burgerizzers are difficult due to long term and
high amount contracts
• Threat level : Week
12
Customers Power
• Customers have plenty of options
• Switch cost is low
• Mobile applications and online orders increase customer
power
• Threat level : High
13
Rivalry Power
• Burgerizzers is joint stock market with strong governance and
reputation
• International restaurant chains are strong competitors
• Cost of labor, utility and operations surge
• Level of threat : High
14
Conclusion
• Many fast foods restaurants emerged at last 20 years in Saudi Arabia and most
of them are foreign franchise like 5 guys ,Burger hut ..etcetera but their prices
are high and cannot build repeated clients from wide customer segments.
• Burgerizzers are Saudi brand ,Low prices and wide geographical expansions
with franchise option which makes the expansion much easier
• The main threat according to personal assessment is the customers
preferences due to heath issues and trends for restaurants while costs
increase significantly in yearly basis and applications diversify and increase
the power of customers – disruptive technologies.
• In general ,low real threat currently but may expansion face some difficulties
15
Quality
Thank You !
Fresh
Price
16
TABLE OF CONTENT
01
Introduction
Sawani is a camel dairy company based in Riyadh, Saudi
Arabia.
Sawani is the parent company of Noug, the first Saudi
camel milk brand specializing in camel dairy products
Noug, backed by the Public Investment Fund (PIF),
pioneered premium camel milk products that meet
Saudi Arabia’s Vision 2030 goals.
Noug Values
Distinction – Authenticity -Sustainability – Community – Collaboration
NOUG PRODUCT
02
Strategy Analysis
2.1 Mission, Vision and Strategic Objectives
Mission:
Offer “Saudi-made” innovative camel dairy products coupled with an
outstanding consumer experience and enabled by state-of-the-art
operations and facilities
Vision:
To be the world’s leading camel dairy brand known for its unwavering
commitment to promote Saudi heritage and sustainability across the value
chain.
02
Strategy Analysis
2.1 Mission, Vision and Strategic Objectives
To make a transformation in
milk industry nationally
To support and enhance for the
Food and Agriculture Sector
2
To align with the 2030 vision to
diversify the Economic and
support the sustainability
1
3
To provide high quality
services and unique
experience to consumers
4
02
Strategy Analysis
2.2 SWOT Analysis
S
W
O
T
Strengths
Weaknesses
Opportunities
Threats
The camel dairy market in Saudi
Arabia is growing, with
projections showing a rise from
US$ 256.0 Million in 2022 to US$
353.0 Million by 2028 – by IMARC
group​​.
Noug’s operations align with
Saudi Arabia’s Vision 2030
objectives of diversifying the
economy and promoting local
production.
The potential of expansion which
could aim to provide high-quality
milk products to both local and
international markets.​​
The presence of other notable
players in the camel milk market
like Desert Farms, Camelicious,
and Aadvik Foods presents a
competitive threat to Noug​​.
Changing consumer preferences
and the popularity of alternative
dairy and non-dairy products
Supply Chain Challenges, which
could affect the consistent of
supply of high-quality camel milk
and managing the logistics of
production and distribution
Camel milk products competition
with current dairy products such
as cows dairy products.
Noug holds the distinction of
being the first Saudi brand
specializing in camel milk
products
Noug offers a variety of camel milk
flavors, to enrich the shopping
experience​​.
Blending traditional camel milk
with modern retail concepts like a
camel milk cafe and a milk
dispenser machine.​​
Having the support of the PIF
provides Noug with significant
financial and strategic support,
enabling it to execute its vision
and expand its operations​​.
The camel milk market might still
need more consumer awareness
and education regarding the
benefits of camel milk products.
As of today, Noug has a limited
stores in Saudi Arabia which may
limit its market reach compared to
other dairy brands with broader
distribution networks.
02
Strategy Analysis
2.3 External Environmental Analysis
Political
The Vision 2030 and the PIF initiatives
provide a conducive political
environment for companies like
Sawani. Government policies
supporting agricultural diversification
and innovation can benefit Sawani.
Changes in trade policies that affect
agricultural products, can impact
Sawani’s operations, especially if it
aims to export its products.
Economic
The Saudi government’s focus on
diversifying away from oil presents
opportunities for Sawani to tap into
national funding and support for non-oil
sectors like agriculture.
Economic stability and the spending
power of consumers in Saudi Arabia
influence the demand for premium and
innovative food products, including
camel milk.
02
Strategy Analysis
2.3 External Environmental Analysis
Social
Camel milk has cultural importance in
Saudi Arabia and the broader Middle
East, potentially driving demand.
Sawani can leverage this in its
marketing strategies.
Increasing consumer awareness
about health, wellness, and natural
products can boost the demand for
camel milk, known for its health
benefits.
Technological
Advances in dairy farming and
processing technology can improve
Sawani’s operational efficiency and
product quality.
The growing digitalization and use of ecommerce platforms for food products
offer Sawani channels to reach
consumers directly and enhance
customer engagement.
02
Strategy Analysis
2.3 External Environmental Analysis
Legal
Environmental
Compliance with national and
international food safety standards is
significant for Sawani to ensure
market access and consumer trust.
Regulations regarding animal welfare
and environmental sustainability
affect farm operations, and that will
brining the needs for Sawani to
ensure compliance with it to avoid
legal risks and consumers
expectations and satisfactions
Emphasis on sustainable agricultural
practices, whcih Sawani can adopt and
promote sustainable farming and
production methods to enhance its
brand image.
The nature of the country, water
scarcity and the impacts of climate
change pose challenges to agriculture
industry, including camel farming.
Sawani must adopt water-efficient
practices and prepare for climaterelated challenges.
02
Strategy Analysis
2.4 External Environmental Analysis
Threat of New Entrants
(Low)
Camel’s milk production involves major infrastructure, technical, and distribution
investments, includes buying land, building milking facilities, buying specialized
equipment, and developing cold chain logistics. These high capital requirements
are difficult for newcomers, especially those without substantial financial backing.
Bargaining Power of
Buyers (medium)
Rivalry Among Existing
Competitors (Medium)
Noug offers a variety of camel
Bargaining Power of
Suppliers (high)
The supply of camel milk may
milk products and flavors,
The camel milk market has several notable players like Desert Farms,
be concentrated among a few
which could decrease the
Camelicious, and Aadvik Foods, indicating a level of rivalry in the market.
key suppliers, potentially
bargaining power of buyers by
The market growth for camel milk products in Saudi Arabia could potentially
granting them bargaining
providing unique products​​.
provide opportunities for all players​​.
power. ​.
Also, Consumers in the health
and wellness segment often
have specific preferences and
are willing to pay a premium for
Threat of Substitute
Products (High)
high-quality, sustainable
products.
There are many alternatives to camel milk, including cow’s milk and plant-based
milk products. The availability of these substitutes poses a threat to Noug.
03
Noug Strategies and Industry
Life Cycle Stages
Differentiation focus Strategy
Differentiate by offering a luxury experience and a variety of products
Focus on niche market segments e.g. tourist and health and wellness
consumers
The Growth Stage
Increasing Market
Product Innovation and Development to differentiate.
Rising Consumer Demand
New Market Entry
Expansion of Distribution Channels
04
Noug Strategic resources
Resource or
Capability
Level
Description
Valuable
High
Their early entry into the market
provides them with a significant competitive advantages and the opportunity
to build customer loyalty and brand recognition
Rare
High
They are the first Saudi camel milk
products brand, and it gives them a unique position in the market
Difficult to imitate
High
Building a strong brand takes time and
effort. Also, developing a unique formulation that delivers health benefits
and flavors can be challenging and make it difficult for competitors to
imitate
Difficult to substitute
Low
there are other dairy products in the
market
Conclusion
Noug should consider expanding its market presence by
distributing its products through various retail outlets.
Noug should explore opportunities to enter international
markets and export its products.
Noug should implement a marketing campaign aimed at
raising awareness about the health benefits of its products.
Noug should prioritize collaboration with suppliers and
distributors to strengthen its supply chain and distribution
network.
Index
1). Company Background
2). Value Proposition
3). Industry Overview
4). Financial Overview
5). Vision, Mission, & Strategy
6). Strategic Analysis
❖ SWOT Analysis
❖ PESTLE Analysis
❖ Porter’s Five Forces Analysis
❖ Industry Life Cycle & Current Strategy
7). Conclusion
Company Background
• Dunkin Donuts is a coffee and
doughnut company founded by
Bill Rosenberg (1916-2002) in
1950
• The company earned a total
revenue of $1.37 billion in 2019
INTERNAL
Value Proposition
• Offering consumers with
multiple options of fresh & fast
food of the highest quality
• Introducing innovative products
such as gourmet cookies,
smoothies, iced coffee, and
breakfast sandwiches
INTERNAL
Industry
Overview
• The coffee shop market in the United
States was valued at $36 billion in
2020
• The focus of the industry is shifting
towards differentiating themselves by
providing unique products & services
and creating a unique store
experience for its customers
INTERNAL
Total Revenue of
$1,370.23 million in
2019
Gross Margin of 94.47%
and Net Margin of
17.66% in 2019
Operating Cash Flows
of $297.73 million in
2019
Earnings Per Share of
$2.89 per share in 2019
Financial Overview
INTERNAL
Vision, Mission, and Strategy
• Vision: “To be always the desired place for great coffee
beverages and delicious complementary doughnuts &
bakery products to enjoy with family and friends”
• Mission: “To be the leading provider of the wide range
delicious beverages & baked product around the
kingdom in a convenient, relaxed, friendly environment
that insures the highest level of quality product and best
value for money”
• Strategic Objectives:
❖ Menu Innovation,
❖ Unparalleled Convenience,
❖ Broad Accessibility,
❖ Restaurant Excellence, and
❖ Market Expansion
INTERNAL
Strategic
Analysis
INTERNAL
SWOT Analysis – Strengths
• Global operations
• Differentiated positioning as a goto breakfast store
• Extensive franchise network
• Strategic branding as an innovative
brand which regularly develops
unique new products
• Efficient supply chain management
INTERNAL
SWOT Analysis Weaknesses
• Significant reliance on the
United States for profitability
• Slow geographical expansion
• Caters to a small niche of
customers
• Limited financial resources in
comparison to its
competitors
INTERNAL
SWOT Analysis Opportunities
• Healthy foods market segment
• Market expansion opportunities in the developing world
• Diversification of menu offerings by introducing different categories
of food & beverages
• IncreasedINTERNAL
opportunities in the online delivery market segment
SWOT Analysis – Threats
• Increased competition from Starbucks,
McDonalds, Mad Over Donuts, Burger
King, etc.
• Increased focused on health & wellness
in the aftermath of the COVID-19
pandemic
• Increased inflation, supply chain
disruption, & recessionary pressures in
the wake of the COVID-19 pandemic
• Change in regulations due to increased
demand for government action against
unhealthy fast foods
INTERNAL
PESTLE Analysis – Political
Environment
• Relevant Political Factors
❖ Emergence of health & wellness
as a political issue
❖ Increased demands for strict
regulations on foreign companies
INTERNAL
PESTLE Analysis –
Economic Environment
• Relevant Economic Factors
❖ Inflation & increased fears of
recession
❖ Supply chain disruption leading
to shortage of materials
INTERNAL
PESTLE Analysis –
Social Environment
• Relevant Social Factors
❖ Increased focus on health & well being
❖ Increased demand for vegetarian & vegan
options
❖ Increased demand for organic ingredients
& online delivery platforms
INTERNAL
PESTLE Analysis –
Technological Environment
• Relevant Technological Factors
❖ Use of smartphones for ordering food &
making reservations
❖ Use of target advertising & target
marketing
❖ Use of Artificial Intelligence (AI) & Big Data
to predict consumer purchase patterns
❖ Emergence of social media as the most
significant platform for customer
interaction, marketing, and relationship
building
INTERNAL
PESTLE Analysis – Legal
Environment
• Relevant Legal Factors
❖ Change in government regulations in
different countries related to health,
safety, minimum wages, etc.
❖ Different legal requirements for
franchises in different countries
❖ Weak protections for intellectual
property rights in emerging countries
INTERNAL
PESTLE Analysis –
Environmental
Environment
• Relevant Environment Factors
❖ Climate change leading to change in
crop production patterns
❖ Increased demand for reduction of
single use plastic
INTERNAL
Porter’s Five Forces Analysis –
Threat of New Entrants
• Threat of New Entrants: High
❖ Low capital need for entry of
new competitors
❖ Low official entry & exit bar for
new companies
INTERNAL
Porter’s Five
of Replacement : High
Forces Analysis • Threat
❖ Low switching costs for consumers
❖ Availability for multiple replacement for consumers
– Threat of
Replacements
INTERNAL
Porter’s Five Forces
Analysis – Bargaining
Power of Customers
• Bargaining Power of Customers: Medium
❖ Low switching costs for customers
❖ Availability for multiple replacement
for customers .
INTERNAL
Porter’s Five Forces Analysis –
Bargaining Power of Suppliers
• Bargaining Power of Suppliers: Low
❖ Low switching costs in
changing suppliers
❖ Availability for large number of
suppliers in multiple countries
INTERNAL
Porter’s Five Forces Analysis
– Competitive conflict
• Competitive conflict : High
❖ High number of competitors in the
industry
❖High degree of competition on the basis of
price
INTERNAL
Industry Life Cycle & Current
Strategy
• Current stage of Industry Life Cycle: Maturity in
developed economies & Growth in developing
economies
❖ Limited scope for market expansion in
developed economies
❖ Limited scope for menu innovation
❖ Industry consolidation among established
players
• Current strategy: Cost leadership &
Differentiation
❖ Reduce costs in order to stay competitive in
the market
❖ Attempt to differentiate the brand in order
to retain customers & build customer loyalty
INTERNAL
Conclusion
• Dunkin Donuts should focus on expansion in emerging
economies
• Dunkin Donuts should focus extensively on building
customer loyalty through menu innovation, providing a
unique in-store experience, customer loyalty program,
etc.
• Dunkin Donuts should also focus on staying price
competitive in the market, while also differentiating its
brand & product offerings in the market
INTERNAL
Thank You
INTERNAL
Integrating Sustainability into Strategic
Marketing: Value Creation, Delivery,
and Capture
Table of Content
1. Introduction
2. Objectives
3. Methodology & Key Concepts
4. Marketing Concepts Review
5. CVP Implementation Analysis
6. Key Takeaways
7. Conclusion
2
Introduction
THE REPORT
EMPHASIZES THE
IMPORTANCE OF
MARKETING
MANAGEMENT IN
ACHIEVING
BUSINESS GOALS.
IT ALSO FOCUSES
ON THEORETICAL
AND EMPIRICAL
RESEARCH ON
VALUE DELIVERY.
THE REPORT AIMS
TO DEVELOP
STRONG
MARKETING
PLANS TO
ATTRACT AND
RETAIN
CUSTOMERS.
IT FURTHER
EMPHASIZES
STRATEGIC
MARKETING AND
MANAGERIAL
THINKING.
3
Objectives
Analyze key marketing concepts: Value proposition,
creation, and capture.
Understand marketing’s impact on firms.
Explore CVP implementation through empirical
research through empirical research.
4
• Qualitative approach:
Methodology
& Key theoretical and empirical
analysis.
Concepts
• Fundamental
concepts:
positioning,
target
market, segmentation, customer relationships,
value proposition.
o Positioning: Creating a distinct image.
o Target Market: Tailored strategies for specific
groups.
o Segmentation:
Dividing
markets
based
on
5
Marketing
Concepts Review
Value Proposition: Unique benefits and solutions
(e.g., Netflix’s low-cost streaming).
Value Creation: Meeting customer needs (e.g., Tesla’s
electric vehicles).
Value Capture: Retaining value through branding and
pricing (e.g., Apple’s premium pricing).
6
CVP Implementation
Analysis
Management Support: Leadership commitment is
crucial.
Customer Orientation: Prioritizing customer needs.
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CVP Training: Comprehensive employee education.
Orientation Management: Aligning processes with
value propositions.
7
Key Takeaways
Practical lessons: Creating and capturing value,
management support, customer orientation, and
training.
Theoretical insights: Understanding marketing
theories and models.
8
Conclusion
Aligning resources and culture with value propositions
ensures competitiveness and customer satisfaction. Through
a rigorous analysis of value creation, delivery, and capture,
and by examining empirical studies on CVP implementation,
managers
gain
more
insights
about
good
marketing
management.
9
Thank you
10
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•
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