Thorntons PLC Strategic Analysis - Assignment Example

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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…
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Thorntons PLC Strategic Analysis
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Download file to see previous pages 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
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