Strategic Analysis and Performance of Thorntons PLC - Assignment Example

I. Introduction Thornton's PLC target consumers who want to have meals in an instant at lower prices, in order to attract a wider scope of market, Thornton's PLC offers a diversified menu selection. However, since the Chocolates industry is very competitive Thornton's PLC should improve its current business strategy. The objective of this study is to: provide a brief description of the Chocolates industry, analyze the business strategy of Thornton's PLC using Porter's Generic Strategies, analyze the internal and external environment using SWOT analysis and finally, evaluate the effectiveness of Thornton's PLC current strategy. II. Thornton's PLC Performance From 1999-2003 Thornton's PLC has 230,000 employees world-wide and operates 520 factories in 82 countries. Thornton's PLC fundamental social impact is to improved standards of living among millions of people through creation of productive, sustainable economic development. Thornton's PLC brands showed the strongest growth, currently posting sales close to 700 million liters in over 20 countries. Thornton's PLC leadership is concentrated in Europe (regions where economic risk is limited, incomes are high and growth prospects are robust) through the development of strong brands, the HOD business, and acquisitions that offer real opportunities for synergy. In 1999 Thornton's PLC operated from 509 factories worldwide, 424 are in special chocolates and toffee products. Special chocolates accounted for 28% of 1999 revenues; 26%; chocolate and confectionery, 54% are in toffee. With a net profit of 4.724 million, up 12.3 percent over last year, and with significant, broad-based improvement in all major performance indicators, Thorntons PLC looks back on a record year 1999. The net profit margin reached 6.3 percent (5.9 percent in 1998) on consolidated sales of 74 660 million (1998: 71 747 million). The trading profit of 7 914 million increased by 11.8 percent, a margin of 10.6 percent of sales (9.9 percent in 1998). EBITA (Earnings Before Interest, Taxes and Amortization) improved by 12.4 percent to 8 298 million (1998: 7 382 million). These substantial improvements reflect a series of measures taken over the past years, touching virtually all activities (Mitchell, 2002). Streamlining the business portfolio, increasing operational efficiency, industrial restructuring and progress in purchasing and supply chain management enabled the Group to achieve higher profits, margins and return on invested capital. Thornton's PLC also made the necessary investments to ensure future top-line growth by investing in new products and strengthening its brands and market shares. During the first half of 2000, Thorntons PLC achieved a significant increase in both sales and profit margins. Table shows that consolidated sales grew by 9.9 percent to 38.8 billion, with real internal growth accelerating to 4.5 percent, compared to 2.1 percent in the same period of 1999. Trading profit amounted to 4296 million. This represents 11.1 percent of sales against 9.8 percent for the 1st half of 1999. Net profit increased to 2798 million or CHF 72.7 per share, resulting in a net profit margin of 7.2 percent (5.9 percent in the first half of 1999). The strong sales performance reflects the Group's emphasis on internal growth. The margin improvements result from progress achieved in enhancing operational efficiency, the streamlining of the Group's product portfolio, industrial restructuring and some lower raw material prices which were able to offset higher packaging costs. Internal Growth and Currencies Push Up Sales Consolidated sales, at 38.8 billion, were up 9.9 percent. At comparable structure (excluding acquisitions and divestitures) and at constant exchange rates, sales rose by 4.9 percent (see table 1). Table 1. Thornton's PLC Figures for 1999-2002 Thornton's PLC Annual Report 2002 2001 2000(e) 1999(f) In millions of CHF (except for per share data) Consolidated sales 89 160 84 698 81 422 74 660 71 747 EBITA 10 940 9 987 9 911 8 700 7 606 as % of sales 12.30% 11.80% 12.20% 11.70% Taxes 2 295 2 429 2 761 2 314 2 000 Consolidated net profit 7 564 6 681 5 763 4 724 4 205 as % of sales 8.50% 7.90% 7.10% 6.30% as % of average equity 22.10% 21.00% 21.20% 20.00% Total amount of dividend 2 770(a) 2 484 2 127 1 657 1 469 Depreciation of property, plant and equipment 2 542 2 581 2 737 2 597 2 609 as % of sales 2.90% 3.00% 3.40% 3.50% Amortisation of goodwill 1 438 494 414 384 Balance sheet Current assets 35 342 39 045 30 747 27 169 26 467 of which liquid assets 14 291 16 042 10 131 6 670 7 963 Non-current assets 52 010 54 741 34 777 31 770 30 236 Total assets 87 352 93 786 65 524 58 939 56 703 Current liabilities 33 737 41 492 23 174 22 182 22 567 Non-current liabilities and minority interests 18 796 18 641 12 446 12 304 11 321 Equity 34 819 33 653 29 904 24 453 22 815 Capital expenditure 3 577 3 611 3 305 2 806 3 061 as % of sales 4.00% 4.30% 4.10% 3.80% Data per share Weighted average number of shares outstanding 387 641 752 387 369 846 386 527 830 386 772 130 392 936 650 Consolidated net profit 19.51 17.25 14.91 12.21 Equity 89.82 86.88 77.4 63.2 Dividend 7.00(d) 6.4 5.5 4.3 Pay-out ratio 35.9%(d) 37.10% 36.90% 35.20% Stock exchange prices (high/low) 397.0 / 271.0 386.5 / 289.0 389.3 / 254.0 310.7 / 250.8 349.8 / 212.2 Yield 1.8 / 2.6(d) 1.7 / 2.2 1.4 / 2.2 1.4 / 1.7 1.1 / 1.8 Number of personnel 254 199 229 765(e) 224 541 230 929 231 881 In 2000, Thorntons PLC consolidated sales reached 59.5 billion during the first nine months of 2000, up 9.5 percent over the period January-September 1999. This confirms the generally good perspectives for the full year 2000. At comparable structure and constant exchange rates, sales growth amounts to 4.9 percent (see Table 2). Table 2. Sales by Management Responsibilities and Geographic Area Jan.-Sep. Jan.-Sep. Variation Real Internal Growth 2000 1999 Jan.-Sep. 2000 in CHF billion % % TOTAL 59.5 54.4 + 9.5 4.2 United Kingdom 19.4 19.8 - 2.0 1.9 France 18.0 15.7 + 15.2 3.6 Belgium 11.6 9.7 + 18.8 6.9 Other Activities 10.5 9.2 + 14.7 7.2 Thornton's PLC Annual Report Cumulative real internal growth at the end of September stood at 4.2 percent, even though the comparison basis was clearly more difficult than during the first semester. As expected, exchange rates had a slightly lower positive impact of 5.7 percent, while divestitures, net of acquisitions, lowered the consolidated sales by 1.1 percent. Nestl succeeded in making the necessary price adjustments amounting to 0.7 percent of turnover. During the first six months of 2001, the table 1 above shows that the Thorntons PLC continued the excellent performance achieved last year. Consolidated sales growth accelerated to 6.3 percent, with sales reaching 41.2 billion. Real internal growth (RIG) amounted to 4.6 percent, continuing the positive trend established in the first quarter of the year. Net profit of 3152 million, up 12.7 percent over the comparable period of last year, represented a record margin of 7.6 percent (7.2 percent in H1 2000). Earnings per share increased by 12.1 percent from 7.27 to 8.15 (See Table 1 above). Exchange rates had a negative impact of 2.7 percent, mainly as a result of the strength of the Swiss franc against most currencies, save the UK pound. Divestitures, net of acquisitions, reduced sales by 1.1 percent At comparable structure (excluding acquisitions and divestitures) and at constant exchange rates, sales rose by 10.1 percent. III. Characteristic of the Chocolates Industry Growth Royle and Towers (2002) note that the Chocolates industry has now extended throughout the world, originating in the United Kingdom, Chocolates restaurants are often considered as a characteristic of the new global culture. These Chocolates restaurants are illustrated as informal, have uniform service to anyone regardless of social status and focuses on giving quick-service to its customers. The Chocolates industry grew out of a cultural philosophy that greatly values friendliness more than propriety, basically more than traditions of gracious living and democratic consensus over status-based divisions. Competition Firms within the Chocolates industry fall into the category of a competitive market structure. According to Lipset (1991), the competitiveness of a market refers to the extent to which individual firms have the control or power to influence market prices or the terms on which their products are sold. It must be noted that "the less power an individual firm has to influence the market in which it sells its products, the more competitive the market is" (Lipste, 1991).In the recent years, the integration of strategic planning and functional marketing has been perhaps the most relevant development in the field of marketing management as marketing managers have all the more realized that tactical marketing decisions must be made within a wider strategic framework. Consumer Perception Consumer perception is perhaps one of the most interesting aspects of marketing because it deals with the individual characteristics of consumers (Crouch, 2004). It is basically the buying behavior of the final consumers which are the individuals and households who buy the goods and services offered in the market for their personal consumption (Kay, 1993). Consumer perception is personal this indicates that age and life-cycle stages, occupation, economic situation, lifestyle, personality and self-concept are factors which influence the buyers. Internal and External Environment of Thornton's PLC Strengths The company has strong brand names The company has a good reputation among customers The company has cost advantages from proprietary know-how The company has favorable access to distribution networks Weaknesses The company has an unstable financial resources Opportunities The company has an unfulfilled customer need There is the possibility of arrival of new technologies There has been the removal of international trade barriers Threats The company has the propensity to induce shifts in consumer tastes away from the firm's products There have been an emergence of substitute products There were recent entries of new companies in the industry Strengths Weaknesses Opportunities Continue to release new products since the company has a huge following and a credible brand name. Find other markets through its distribution network the to peddle its products. With the company's apparent economic strength in the market, merging with small competitors would be advisable. Find other markets through its distribution network the to peddle its products. Threats Improve the company's research and development to cater the needs of the consumer. Work with the country's government agencies to intensify the strictness of entry regulations in the industry. Thornton's PLC could gain great opportunities with its better franchise relations. Long term international expansion can also be used as an advantage. Thornton's PLC Current Business Strategy In analyzing the competitive strategies of Thornton's PLC, Porter's five forces will be used (Porter, 1980): Rivalry Rivalry is considered to be the strongest and most important force in Porter's model. It represents the presence and number of firms competing for each other's economic profits. The level of rivalry within the Chocolates industry can be described as high. This is mainly due to the presence of several competing companies of similar sizes. Moreover, rivalry level increases because of product and service differentiation inadequacy. As Chocolates stores offer similar products, the level of competition is naturally increased. The companies operating within the industry are also very aggressive in making fresh moves so as to increase sales and market share. Entrants The threat on entrants is highly dependent on the presence of factors known as barriers of entry. Basically, barriers to entry could increase or decrease the chances of new businesses offering products that could rival those produced by existing companies. Naturally, the threat on entrants will be low due to risks of decreased market share potential. There are several examples of barriers to entry. For the Chocolates industry, the entrant factor can be considered as low due to a number of reasons. Buyers This aspect of Porter's five forces pertains to the power of the buyers over the manufacturer or the company. In the case of the Chocolates industry, the buyer power is high. Due to the presence of several competitors, menu offered to consumers are undifferentiated. The high level of substitutes gives the consumers much power to go and patronize other Chocolates stores. Suppliers Similar to buyer power, the power of the suppliers with the company is high as well. This is because supplier concentration for menu ingredients is low. HP can deal with other suppliers for its production. If the Chocolates establishment is a multinational type, other suppliers will be very willing to supply goods to such company. However, major Chocolates stores should also note that healthy relation with suppliers is as important as those with its customers. So as not to affect the quality of its products, it is imperative that the company refrain from changing one supplier to the next. Substitutes As mentioned, the Chocolates industry is very competitive; Chocolates companies and distributors are operating in a business environment where several major companies are producing and offering similar products or services. In addition, the target markets of these companies are similar as well. The consumers then have several product options to choose from, making the level of substitutes high for this industry. Thornton's PLC Porter's Generic Strategies In order to reach its current business status, Thornton's PLC employed Porter's generic strategies. These strategies are cost leadership and product differentiation. These two strategies are actually introduced by Porter (1980) as the generic strategy. According to him, these two strategies are applied in all industries, which in turn lead to above average rates of return and competitive advantages. The cost leadership and differentiation strategies of Thornton's PLC were applied primarily to enhance their aims of expanding globally. For instance, Thornton's PLC applied cost leadership in its global operations by adjusting its product prices based on economic status of its foreign consumers (Howard, 1999). In order to integrate this strategy, Thornton's PLC opted to adjust the serving portions of its items. In its operations in some Asian countries, serving sizes are usually smaller as compared to their western counterparts (Thompson et al, 2005). This strategy does not only help balance production costs with product prices, but it is also an effective means of attracting Asian consumers who prefer smaller serving portions. The second type of strategy is Porter's Generic Strategies. This strategy was developed by Michael Porter who argued that a firm's strengths ultimately fall into one of two headings: cost advantage and differentiation. By applying these strengths in either a broad or narrow scope, three generic strategies result: cost leadership, differentiation, and focus. These strategies are applied at the business unit level. They are called generic strategies because they are not firm or industry dependent. The following table illustrates Porter's generic strategies: Target Scope Advantage Low Cost Product Uniqueness Broad (Industry Wide) Cost Leadership Strategy Differentiation Strategy Narrow (Market Segment) Focus Strategy (low cost) Focus Strategy (differentiation) (QuickMBA: Strategic Management, 1999-2003) Cost Leadership Strategy This generic strategy calls for being the low cost producer in an industry for a given level of quality. The firm sells its products either at average industry prices to earn a profit higher than that of rivals, or below the average industry prices to gain market share. The cost leadership strategy usually targets a broad market. Thornton's PLC succeeded in cost leadership often has the following internal strengths: 1.) Access to the capital required making a significant investment in production assets; this investment represents a barrier to entry that many firms may not overcome. 2.) Skill in designing products for efficient manufacturing, for example, having a small component count to shorten the assembly process. 3.) High level of expertise in manufacturing process engineering. 4.) Efficient distribution channels. However, each generic strategy has its risks, including the low-cost strategy. For example, other firms may be able to lower their costs as well. As technology improves, the competition may be able to leapfrog the production capabilities, thus eliminating the competitive advantage. Additionally, several firms following a focus strategy and targeting various narrow markets may be able to achieve an even lower cost within their segments and as a group gain significant market share. Focus Strategy Thornton's PLC also implements the focus strategy concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation. The premise is that the needs of the group can be better serviced by focusing entirely on it. The implementation of the focus strategy let Thornton's PLC enjoy a high degree of customer loyalty, and this entrenched loyalty discourages other firms from competing directly. Because of their narrow market focus, firms pursuing a focus strategy have lower volumes and therefore less bargaining power with their suppliers. However, firms pursuing a differentiation-focused strategy may be able to pass higher costs on to customers since close substitute products do not exist. However, Thornton's PLC also faces some risks of focus strategies include imitation and changes in the target segments. Furthermore, it may be fairly easy for a broad-market cost leader to adapt its product in order to compete directly. Finally, other focusers may be able to carve out sub-segments that they can serve even better (QuickMBA: Strategic Management, 1999-2003). ANSOFF MATRIX To portray alternative corporate growth strategies, Igor Ansoff presented a matrix that focused on the firm's present and potential products and markets (customers). By considering ways to grow via existing products and new products, and in existing markets and new markets, there are four possible product-market combinations. Ansoff's matrix is shown below: Existing Products New Products Existing Markets Market Penetration Product Development New Markets Market Development Diversification (QuickMBA: Strategic Management, 1999-2003) Ansoff's matrix provides four different growth strategies: The first is Market Penetration, where the firm seeks to achieve growth with existing products in their current market segments, aiming to increase its market share. Next is Market Development, where the firm seeks growth by targeting its existing products to new market segments. The third is Product Development, where the firms develops new products targeted to its existing market segments. And lastly, Diversification, where the firm grows by diversifying into new businesses by developing new products for new markets. Choosing the right strategy in the Ansoff Matrix The market penetration strategy is the least risky since it leverages many of the firm's existing resources and capabilities. In a growing market, simply maintaining market share will result in growth, and there may exist opportunities to increase market share if competitors reach capacity limits. However, market penetration has limits, and once the market approaches saturation another strategy must be pursued if the firm is to continue to grow. Market development options include the pursuit of additional market segments or geographical regions. The development of new markets for the product may be a good strategy if the firm's core competencies are related more to the specific product than to its experience with a specific market segment. Because the firm is expanding into a new market, a market development strategy typically has more risk than a market penetration strategy. A product development strategy may be appropriate if the firm's strengths are related to its specific customers rather than to the specific product itself. In this situation, it can leverage its strengths by developing a new product targeted to its existing customers. Similar to the case of new market development, new product development carries more risk than simply attempting to increase market share. Diversification is the most risky of the four growth strategies since it requires both product and market development and may be outside the core competencies of the firm. In fact, this quadrant of the matrix has been referred to by some as the "suicide cell". However, diversification may be a reasonable choice if the high risk is compensated by the chance of a high rate of return. Other advantages of diversification include the potential to gain a foothold in an attractive industry and the reduction of overall business portfolio risk. (QuickMBA: Strategic Management, 1999-2003) Evaluation of Business Strategy Based on the description above, the cost leadership and product differentiation of the competing Chocolates companies can be considered as effective. There are several reasons that could confirm this assessment. On of which is the strategies' ability to improve the business in terms of sales and operations. The continuous growth of Thornton's PLC, both in market and sales, is one of the significant developments brought about by these strategies. The continuous increase of Thornton's PLC outlets as well as the plans for future expansion is another evidence of the strategies' efficacy (Datamonitor, 2004). These imply that the integration of both cost leadership and differentiation had worked in India just like in other international markets of Thornton's PLC. Furthermore, as this strategy has been used by the company for years, the success rate of this strategy in the future is somehow assured. The company's years of service also make Thornton's PLC highly equipped with alternatives in response to possible downsides of this strategy. Hence, this strategy should still be applied by the company. The application of cost leadership and product differentiation also allows the companies to enhance their products as well as develop new ones based on market demands and needs. By means of new product development, generation of ideas that are different and unique among competitors becomes possible. Thus, by means of new product development, industries are able to overcome cutthroat competition. Increasing the companies' market coverage is yet another effect of developing new products for the customers (Fitfield, 1998). Creating something that is unique to the market place increases the possibility of catching the interest of other potential consumers. This in turn increases the market coverage or diversifies the target market of the company. Thornton's PLC should also focus their attention to some other aspect of the business, and these are: Renovate their restaurants to make it more look better. Treat customer as their own boss and focus on their feedback and needs. Give more importance on corporate social responsibility. Make sure new stores demonstrate high quality. In conclusion, Thornton's PLC has been successful in operating within the Chocolates industry through efficient strategies and quality standards. As evidenced by its international market growth, Thornton's PLC has already been efficient in gaining entry even in the most challenging markets in the UK. These are some of the strategies involved in the company's international strategy which allowed Thornton's PLC to gain the Indian support. Despite these successes, the company should take into consideration the growing level of competitiveness in the Chocolates industry. References Allen, C (2006), What is Strategic Marketing Planning, Electronically retrieved 28 March 2006, from . Crouch, A. (2004). Business Strategy. The Raw Prawn Blog, C1,C4. Datamonitor (2004). Thornton's PLC Corporation Company Profile (online). Available at [www.datamonitor.com].Accessed [20/09/05]. Fifield, P., (1998). Marketing Strategy 2nd Edition, Butterworth-Heinemann, Melbourne. Hume, S. (1991). Thornton's PLC: Case Study. Advertising Age 62 (5): 32. Kay, John A. (1993) The Foundations of Corporate Success: How Business Strategies Add Value, Oxford University, Oxford. Lipset, SM (1991), 'American exceptionalism reaffirmed', in BE Shafer (ed.), Is America Different A New Look at American Exceptionalism, Clarendon Press, Oxford. Mitchell, Alan (2002). Do Consumers Want Global Brands - Strategy+ Business. Issue 21 Porter, ME, (1980), Competitive Strategy: Technologies for Analyzing Industries and Competitors, Free Press, New York. Roye, T and Towers, B (Eds.) (2002), Labour Relations in the Global Chocolates Industry, Routledge, New York. Thompson, Arthur A., Strickland, A. and Gamble, J. (2005) Crafting and Executing Strategy, The Quest For Competitive Advantage Concepts and Cases 14th Edition. Publication Mc Graw-Hill-Irwin. Pp. 213-234. Thornton's PLC. Available at [www.Thornton's PLC.com]. Accessed [03/04/07]. Press Release The Business Search. Available at [www.Business.com]. Accessed [03/04/07] 1999-2003 "Ansoff Matrix" QuickMBA.com: Strategic Management Available: www.quickmba.com/strategy/matrix/ansoff Accessed: [03/04/07] 1999-2003 "Porter's Generic Strategies" QuickMBA.com: Strategic Management Available: www.quickmba.com/strategy/generic.shtml Accessed: [03/04/07] Read More