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Submitted to Dr. Purva Kansal University Business School Panjab University, Chandigarh
On 09 March 2013
In Partial fulfillment of Masters of Business Administration (MBA)
By Aseem Soi Sarabjit Singh Sahil Khanna Vaibhav Trikha
In today’s competitive world while entering in the market it is very necessary to have good knowledge of the potential of a particular market. The growth of a company is invariably determined not just by its strategy, but on how it responds to the challenges it encounters. Over the decades AMUL has successfully countered several challenges that have come its way with innovative responses and continuous improvement, which have enabled it to remain stable and even convert some of these challenges into opportunities. It is the culture of endurance that has accorded AMUL the insight and focus to deal with the current economic environment. Drawing from its inner strength and beliefs, AMUL responded by launching several initiatives across all its operations in various geographies that are helping the group achieve growth even in current times. It is also this very strategic culture that will propel AMUL to continue on its growth trajectory in years to come.
The report provides a comprehensive insight into the company, including business strategies and operations, by using strategic analysis models such as industry life cycle, porter’s 5 forces and also the key success factors index, SWOT analysis. We have reported an assessment of the internal and external environment of AMUL dairy, considered its strengths and weaknesses, opportunities and threats, its competitive advantages that are valuable for the efficiency and effectiveness of its operations. Based on the information obtained from the above assessments, we analyzed its strategic matrix and generated several strategic options to attain its strategic options more successfully has been made. Lastly we have included in this report, the usefulness of applying these management models for AMUL dairy.
.............................................................................................................................................................................................. 9 2Value Chain Analysis ........................................... 13 3.................................................................2Porter‟s Five forces Model .............. 21 4....................................3Ansoff Model ........................................................... 11 3Amul’s Business Strategy ..Financial Ratios Analysis ................2Future Options .............. 20 4............................................................................ 18 4........... 3 1........................................ 17 3..................................................... 20 4...........................................................1Porters’s Generic Strategies.........3Implementations of New strategies..................................1Industrial Life Cycle ............. 3 1.......... 22 2|Page ......................................... 15 3...............................................................2BCG Matrix .. 13 3..................................................................................................... 14 3...................... 6 1.......................................................................................5TOWS Matrix ......4Usefulness of strategic Management Models ..........3SWOT Analysis ................Table of Contents Executive Summary ................................................................................................................. 1 1The External Environment Analysis ...............1Pest Analysis ..........................................................................................................................................................................
This specifies different standards for various food articles. the Government of India has instituted various laws and regulations.1 Pest Analysis Societal Environment Sociocultural Forces Task Environment (Industry) Stockholders Governments Special interest groups Customers Creditors Internal Environment Structure Culture Resources Competitors Trade Associations Suppliers Employees/ Labour Unions Economic Forces Political-Legal Forces Communities Technological Forces Political Factors: The Indian processed dairy industry has grown and diversified enormously in the last few years.1. 1954 This Act is the basic statute that is intended to protect the common consumer against the supply of adulterated food. The standards are in terms of minimum quality levels intended for ensuring safety in the consumption of these food items and for safeguarding against harmful impurities and adulteration. Milk and Milk Product Order (MMPO) 1992 3|Page . The External Environment Analysis: 1. Prevention of Food Adulteration Act. To ensure the proper development and growth of this industrial sector.
issued on June 9. 1992. Rising income levels have led to a rapid increase in the consumption of milk and milk products among Indian households.8 million litres per day (mlpd). 1963 The Export Inspection Council is responsible for the operation of this Act. Economic Factors: Amul Dairy” is working in the best area of Anand in Kaira District. The quality control and inspection of various export products is administered through a network of more than fifty offices located around major production centres and ports of shipment. In the year 1972 average requirement of the milk per capita is 172 per gram. 4|Page . the Central/State Registering Authorities have till December 2000 registered 666 units with a total processing capacity of 65. more and more Indians are drinking milk and buttering their bread. to consumers by regulating its processing and distribution. While in 2000 the requirement 215 gram per year.Some benefits arising out of this location as follows: 1) Cheap Labour 2) Cheap Land 3) Cheap water supply 4) Constant Electric supply 5) Constant Water Supply 6) Suitable Nature and Environment Social Factors: Life Style Trend With more money on hand. So there will be more demand or milk and milk products in nearer future. a large number of exportable commodities have been notified for compulsory pre-shipment inspection. This is very good for dairy industry. Under the Act. Day by day the need of milk is continuously increase. 1992 seeks to ensure the supply of liquid milk. Export (Quality Control & Inspection) Act. Within eight years of its operation. an essential commodity.The Milk and Milk Product Order (MMPO).
The adoption of GMP (Good Manufacturing Practices) and HACCP (Hazard Analysis Critical Control Points) would help manufacture milk products conforming to international standards. puddings. The 98% of the milk produced in the rural area which is cats of 72% of the population whereas the urban sector with 28% populations. The use of clarification and bactofugation in raw milk processing can help improve quality of the milk products. save energy and extend shelf life. nectars and sherbets.Presently only 12% of the milk is represented by packaged and branded pasteurized milk. Milk processing: Better operational efficiencies are needed to improve yields and reduce wastage. It provides a simple but complete business solution to efficiently meet a wide variety of general and Dairy-specific business requirements 5|Page . mousse. A cold chain distribution system is needed for proper storage and transportation of dairy products. cheese etc. minimize fat/protein losses during processing. Technological Factors: Some areas of Indian dairy industry can be strengthened by the induction of specialized technologies and equipment from overseas. 46% of the total milk is consumed in liquid form and 47% is converted into ghee. control production costs. stirred yoghurt. sauces. cheese and the like. Value-added products: There's immense scope for value-added products like desserts.The consumption of milk is highest in north India that is 278 gram per day. Better packaging can help retain nutritive value of products packed and extend shelf life. while in west region 174 gram per day. paneer and ice cream and only 7% milk goes for western products like powder. These include: Raw milk handling: It needs to be upgraded in terms of physico-chemical and microbiological attributes of the milk collected. IT Technology “Smart dairy Solution” a comprehensive solution portfolio that addresses the unique needs of Dairy plant management. Packaging: Another area is the range of packing machines for butter.Even in urban India India as high as 83% of the consumed milk comes from the unorganized sector. custards. In eastern and southern area combines 215 grams per day require.
The level of preference specifically in the liquid in the milk sector is that would go to other retailer if the retailer does not have milk. Here the raw material procurement is very difficult for the new entrants.1. Amul dairy is managed the norms of GCMMF and market the products under the brand name „Amul‟ which has very good reputation at domestic and international level. Consequently capital requirement is also high. Cost and Resources advantages: Amul dairy is co-operative society. It is because of his reasons that no regional competitor has grown to a national level. Brand preferences and consumer loyalty: there is an immense level of Brand preference of Amul in the mind of the people. which is difficult to match by any other competitor. Economies of Scale: GCMMF enjoys economies of scale. That means “cooperation among competitive is the fundamental principle. as there are no entry barriers Suppliers: Rural milk producers are the major suppliers which makes their bargaining power limited Rivalry: Competitive rivalry is very high due to the presence of local players and other established and upcoming brands Customers: Customer has the bargaining power due to the presence of various competitors Substitute Products High availability of other product causing the threat of substitution 1) Threats Of New Entrants : i.2 INDUSTRIAL ANALYSIS: PORTER’S FIVE FORCES MODEL New Entrants : Threats of New Entrants. iii. 6|Page . Still new entrants are moderate. ii.
7|Page . vi. So the treats of new entrants are moderate. Access to distribution channels: The distribution channel of GCMMF is a very planned and perfect one. According the concept of the cooperative society supplier has bargaining power to have a good return on his or her supply.iv. Amul dairy is managed under the norms of GCMMF and market the products under the brand name „Amul‟. In the seasonal uncertainties will also restrict the new entrants to establish the new plant. However. viii. It is a state of art technology in India. Government rules and regulation are not favourable for new entrants. Still new entrants are emerging such as domestic and international players. Amul dairy is co-operative society. The investments decision cover the processing costs as well as marketing costs. it runs for the benefit of farmers those are the supplier of milk and users of milk product. a firm would require a huge amount of resources. 2) Bargaining power of supplier : i. Here. Consequently Capital requirement is also high. For any new entrant to enter it would be a very difficult task. v.how of firms already in the industry: The technology used by Amul is imported from Denmark. For GCMMF the result is years of hard work and its investment in its employees as well as at different levels in the distribution network. supplier has limited rights to bargain with the cooperative society because it made and run for the sake of mass not for individual benefit. As it is a part of co-operative society. Inability to much the technology and specialized know. That means “cooperation among competitive” is the fundamental principle. The objective of Amul dairy is not profit making. Raw material is also depending on the villagers who are mostly depend on good rain. the raw material procurement is very difficult for the new entrants. vii. which has good reputation at domestic and international level. Capital Requirements: the total investments required in the industry is huge and is a decision worth considering even for MNC‟s . To compete with the brand Amul in India is difficult as Amul is synonymous to Quality.
But. the pricing policy will be decided only by GCMMF and customer would have not have bargaining power. Milk powder can be taken as a close substitute for the milk. There is moderate bargaining power of the supplier. the substitute of the milk and milk product is completely low. In olden days there were not any kind of cooperative societies as the farmer was exploited. Gayatri dairy. dairy is not having tough competition from the local players but international level it is exist. And except loose milk vendor mother dairy is the single district level seller of the milk. So. 8|Page . Britania. sugam. Dairy dan. In nutshell. Though. the bargaining power of the buyer is low.Although. So. 5) Threats Of Substitute : Most of the milk and milk products substitute are very low. Amul dairy which is at the state level faces the competion from Nestle. In case of the ice-cream category the close substitute is cold drink and soft drinks. The major competitor of the Amul in icecream category is HLL’s kwality wall’s. it is not having competition from the domestic level. which ultimately result in moderate power of bargaining from the supplier. However the Amul dairy is bound by the norms of federation.ii. 4) Rivalry among competitors: The products of the most of dairy which are listed under the Gujarat cooperative milk marketing federation are marketed under the one unique name ‘Amul’. nowadays the farmer’s right has been protected under the cooperative rules and regulations. 3) Bargaining power of buyers : Amul dairy is having state of the art technology bring down from Denmark German.
lower yield management. Lower yield management 5. Global Player Opportunities 1. low investment.1. 5. Efforts to exploit export potential are already on. Rising environmental costs 3. Problem in distribution Threats 1. opportunities have increased tremendously for the export of agric-products in general and dairy products in particular. Competitors 2. Perishability 4. Wide Range of Products 2. Adulteration 5. Opportunities:As a Global Enterprise. even on packed liquid milk. Economies of Scale 3. as Amul is exporting to Bangladesh. It has already wide geographic positions and hence it will give it an advantage to get access to gain presence in mature markets.3 SWOT Analysis Strengths 1. 9|Page . low cost manufacturing and strong cooperative organization. Perishability is being overcome partially by UHT technology. Poor Management of logistics 2. While the margins are quite reasonable. By following the new GATT treaty. Nigeria and the Middle East. Growing global demand 2. Supply Chain Management Weaknesses 1. UHT( Ultra high temperature) gives a longer shelf life to milk and milk products. The demand profile is absolutely optimistic. Weaknesses:The Weaknesses for Amul are Poor management of logistics. Robust economic growth 5. Economies of scale. Greater Productivity 3. Export potential 4. Low cost manufacturing 4. Low investment 3. Strong cooperative org. perishability.Milk vendors 4. Lower cattle yield Strengths:The strengths for AMUL are product differentiation. Amul will be meeting global demands and ensure greater productivity and the opportunity to enhance integration in order to increase efficiency and effectiveness in the business. Sri Lanka.
also a major threat to quality. They sell their products at a lower price. they have fewer expenses to take care of. Adulteration. it‟s getting tough to carry the same pricing throughout. Secondly. takes place due to illiterate farmers from remote villages. since being a low capital company. Thus cutting down the extra cost will surely help. as the environmental costs are rising day by day. 10 | P a g e .Threats :Local competitors are the major problem faced by Amul.
Secondary activities i. Procurement 11 | P a g e .2. is a concept from business management that was first described and popularized by Michael Porter in his 1985. 1. Outbound logistics iv. Inbound logistics ii. Activities of Value Chain a. Operations iii. Human resource management iii. To analyze the specific activities through which firm can create a competitive advantage. Value chain Analysis The value chain. Services b. Technology iv. Primary Activities i. Marketing & sales v. Firm infrastructure ii.
Amul’s Value Chain Process 12 | P a g e .
They came up with AMUL as a brand name. which means „priceless‟ in Sanskrit language.3 AMUL’S Business Strategies Amul‟s Business strategies have twin objectives: i. 3. Long-term. 13 | P a g e . sustainable growth to its member farmers Value proposition to a large customer base by providing customer base by providing milk and other dairy products a low price. It has made India the largest producer of milk and milk products in the world and the white revolution has finally created a billion dollar brand.1 Industry Life Cycle Introduction Growth Maturity Decline White revolution in India began in 1946 with two village cooperatives and 250 litres of milk per day. ii. nothing but a trickle compared to the flood it has become today.
this is because of the vast range of products they offer to the customers domestically and internationally.The Industry life cycle has four stages. Countries like Sri Lanka. Cash cow i. Australia. Singapore. AMUL kool iii. 3. AMUL tazza milk (packaged) iii.Dairy industry as a whole falls under early stage of Maturity. Question marks i. Growth. AMUL chocolates 14 | P a g e . UAE. Stars i. Honk Kong. AMUL butter (normal) ii. UK and USA have already started selling Amul products of late. AMUL butter (low fat) ii.2 BCG MATRIX a. They are Introduction. Amul cheese c. Maturity and Decline. AMUL milk (fresh) b. China.
3 Ansoff Model The Ansoff matrix developed by Igor Ansoff is a very essential tool for strategic planning. milk and other products.ii. It helps the firm to identify the firms‟ growth using the intensification and diversification strategy. 15 | P a g e . Amul is set to build up 10. AMUL mithai mate d. Dogs i. According to Ansoff model four different strategies are possible. AMUL shakti 3. which aims at achieving growth through certain modifications in the firm‟s existing business. They are – Market penetration strategy: This strategy involves achieving growth through existing products in existing market. AMUL lassi iii. Amul‟s market penetration strategy involves its expanding its customer base in the existing market.000 `Amul Parlours' across the country during the year. These stores will sell the entire product range of Amul products. in addition to the existing retail network for ice cream. AMUL nutramul ii.
the packaged buttermilk is aimed to be another non-carbonated cool drink in the Amul Cool range which is not only aimed at the youth but also at the more mature society. Schools. and Industrial Canteens etc. Colleges. For the further growth opportunities of a company diversification is required. Amul is using this strategy to capture new and unexplored sectors without creating new products. Market development strategy: This strategy is concerned with creating business through developing new markets with existing products. Amul is now shifting its focus from urban to rural markets and smaller towns. It is trying to get more and more customers through a more intensive distribution. Diversification is a high-risk strategy as it involves taking a step into a territory where the parameters are unknown to the company. Amul is capturing the market of diabetic and health conscious people through sugar free ice-cream. Product development strategy: Product development deals with producing new products for the existing customer base . Amul has vastly capitalized on this strategy by constantly coming up with newer products. Airports. Amul has identified the need to increase its presence in newer markets and thus have come up with many new such strategies for increasing its presence in the entire market. Stamina – the instant energy whey based sport drink has been launched to provide its customers with a totally new product. Amul-Cool (milk based cool drink) and Amul-Kool café – these are the products aimed at the youth of the country with synonymous marketing campaigns. When a new product is launched into the new market diversification holds good and provides more growth opportunities in the future. In 2005 Amul added 900 new stores all across small towns to increase its reach. Bus stations. which is a variation of an existing product. 16 | P a g e . Railway stations. It is opening more stores at Highways. Diversification: Diversification is a very important part for any business organization. Amul-Masti.
41111 5.28 13.28% 24.72% 5.64281 4.184885 6. Current ratio and Net working capital which shows the liquidity of the company is growing subsequently in the given years indicating the strong operating conditions of the company.28% 19.3% 6. 17 | P a g e . following can be interpreted about the financial condition of the company.7% 1995-96 1.28 14.5% 40.241562 0.345097 1.026634 0. Inventory turnover ratio and total asset turnover of AMUL indicate that the products are replaced quickly in the market.9% 1994-95 1.2% 17.28 14.849138 1.044888 64.064071 2.9% 1996-97 1.0% 1998-99 1.5% 3.5889 4.0% Measures of Liquidity Current Ratio Net Working Capital Operations Activity Ratios Inventory Turnover Total Asset Turnover Leverage Measures Debt-Equity Ratio Measures of Profitability Net Profit Margin Return of Assets Return on Equity Common Stock Ratios Earnings per Share (EPS) From the above table.74% 3.62% 11.772328 0. As compared to the industry averages of milk products.014282 23.56% 3.217122 300.36777 0. as the optimum current ratio for any company is supposed to be around 1.10% 0.63962 7. Net profit margin is also getting better for amul indicating betterment of operations resulting in increasing bottomline as compared to sales.11% 66.068432 132.15% 0.2.62% 2.53% 31. Debt.233886 217.3.48786 4.1% 26. which was around 9 in 1993 and around 17 in year 1998.28 10.879714 0.4 FINANCIAL RATIOS ANALYSIS Key Ratios 1993-94 1.8% 38.9% 1997-98 1. This shows that AMUL has efficient demand and supply management.37303 3.443161 0.184656 5.28 10.Equity ratio is decreasing over the years showing betterment of financial health of the company thus increasing its credibility.28 21.33% 7.365361 425.228562 4.
Strong cooperative org.Increase global demand through global exposure . it can overcome the location issue.Value marketing 4. Earnings per share is also increasing year by year showing better returns for the investors and shareholders.Product positioning SO Strategies (Maxi Maxi): Amul can use the strategies that have been formed after in depth strategic analysis of the company and its industry. Export potential 4.Product eliminating and 2. 3. Poor Management of logistics 2.Increase awareness of scientific development WT Strategies . Low investment 3. 18 | P a g e . Adulteration . Competitors . Supply Chain Management SO Strategies -Increased productivity through cost effective manufacturing . Robust economic growth 5. Global Player Opportunities 1.Hygienic processing 5.Control over logistics and yield .Develop new process to improve the quality and shelf life of milk and milk products .Increase of opportunity through new GATT treaty .Efficient and economical procurement . Problem in distribution WO Strategies . The summary of financial ratios analysis indicates that AMUL has significantly improved its operations in making value for its shareholders.Milk vendors . Also. as Amul can expand more areas and it will make the distribution of channel areas easier and convenient. Perishability 4. Lower yield management 5. Lower cattle yield facilities Weaknesses 1. Economies of Scale 3. Some suggestions in this case would be to increase productivity by using cost effective manufacturing techniques. With the use of expansion strategy. Wide Range of Products 2. Rising environmental costs diversification 3. 5. Greater Productivity 3. increased demand for their products world over by first gaining more exposure to the global market. Growing global demand 2. Low cost manufacturing 4.5 TOWS MATRIX Strengths 1.Improve channel of distribution Threats ST Strategies 1.
Amul should also try to increase awareness of scientific developments. Product Differentiation is very important to differentiate Amul from the competitors. WO Strategies (Mini Maxi): The strategies formulated to overcome the weakness through opportunities are increase of opportunity through the new GATT treaty. value marketing strategy and also developing hygienic processing facilities. Options available can be classified as product elimination and diversification strategy. Lastly. Secondly. to have control over the logistics and to maintain them efficiently. as it can tackle down the competitor’s product if Amul products are more outstanding and different from competitors’.ST Strategies (Maxi Mini): Amul must put into action some of these strategic options to meet the threats using its strengths. this can be achived through pasteurization. develop new process to improve the quality and shelf life of milk and milk products. create the right type of product positioning for the various product categories that Amul deals with. homogenization and many other processes like producing UHT milk etc. Finally. 19 | P a g e . WT Strategies (Mini Mini): The strategies that have been formed to overcome the weakness and threats in Amul and the dairy industry as a whole are to apply efficient and economical procurement of products.
This was based on good strategies of positioning which helpsincrease awareness and also improve brand image. which appeals to most of the targeted markets. were always considered to be premium product and were sold at a higher price. The high prices were due to high production. According to Porter (1985) "Each of the generic strategic involves different route to competitive advantage. chocolates. The USP for Amul is Qualitywith affordability. Amul because of its less expensive distribution channel and low raw material cost has been able to price its products comparatively lower which has enable Amul to gain market share through costleadership strategy. In case of Amul it has apositioning strategy and it is “The taste of India”. It also used differentiation. and this increased the volumes of consumption. cheese etc. They expanded their products interms of those that can be used even by those who are restricted from consumption 20 | P a g e . while focus strategic aim at cost advantage (cost focus) or differentiation(differentiation focus) in a narrow segment. product ingredient etc. distribution channels etc. processed milk product was mainly targeted at the youth of India however." Cost leadership: Products like ice-cream. differentiation and focusing.1 Porter’s Generic Strategy The three basic strategies are cost leadership. Amul brought about a change by positioning them as a family product. chocolates. All players before Amul targeted only the premium segment in the market. the cost leadership and differentiation strategies seek competitive advantage in a broad range of industry segment. be it customers or the suppliers/farmers. flavors varied in health usage. refrigeration.4. This had created value for everyone inthe value chain.2 FUTURE OPTIONS Product Positioning: Placing a product in that part of the market where it will receive afavorable reception compared to competing products. Thus by pushing its product at a untouched market segment they witnessed a gain in market share. by using associated advertising by Indian made products showcasing patriotism. Focus: Ice-creams. distribution etc. Differentiation: Amul was the first to come up with different product.Amul positioned itself with India‟s first pro-biotic wellness ice cream and sugar freedelights for diabetics. 4.
They had progressive addition of higher value productswhile maintaining the desired growth in existing products. and ice cream. Amul also priced their products such that it made competitor“kwality walls” rethink their marketing/pricing strategy. It mustinclude and provide the following: i. value for money. thegeneration for awareness and finally foster loyalty. This type of product positioninghas proved beneficial to amul and so they must come up with many more of such ideasand products that can help them move forward. Product Elimination and diversification: Product elimination is when the productreaches the stage where continued support is no longer justified where performance isfalling short of expectations. 21 | P a g e .e. Therefore Amul in this category too had aphilosophy that was followed. Product diversification is where seeking unfamiliar products ormarkets or both in the pursuits of growth. Structure: Amul hoardings are successful.” Amul must also use a value marketing strategy. and is accompanied by decent service. This does nothave to be done only after having a clear marketing research. Inthis case Amul eliminated one such product that was bottled water called “JALDHARA”this was done as they noticed that this product did not have many potential customers tolast in the market. and is also delivered on time. Also to maintain the quality of theproducts as the percentage of perishability is very high for these products. These are a fewcommon actions that must be taken.dueto medical reasons. 4. Secondly Amul introducedproducts with consistent value addition but never left the core philosophy of “ providingmilk at a basic affordable price. it is desirable to pull the product out of the market place.3 IMPLEMENTATION OF NEW STRATEGIES Product Positioning: System: Product improvisation-Amul must try and improve on certain products thatare or as popular as the other products like butter. commitment to quality. Policy: It must include strengthening of liquidity and working capital in order to bemore successful while trying to create awareness. For improvisation they must focuson advertising to gain more awareness for those products. which provides a product that works asclaimed. newspapers etc to reach the rural areas. but there is a need to advertise by cablechannels. milk.
This analysis helped me understandthe strengths of AMUL‟S current competitive position. Industry Life Cycle: this model came to use as a useful tool for analyzing theeffects of an industry‟s evolution on competitive forces. Its objective was toinvestigate how the organization needs to form its strategy in order to developopportunities in its environment and protect itself against competition and otherthreats of substitutes. By understanding these fouraspects of its situation. Amongst them they must try to nullify the threats and weaknesses. Briefdescriptions on the usefulness of the models being used in the company analysis aregiven.4 USEFULNESS OF STRATEGIC MANAGEMENT MODELS There were several models that were applied so as to assess the competitive environmentof AMUL and to develop and generate more strategic options for the company. SWOT ANALYSIS: This can be very helpful for recognizing and analyzingorganization‟s internal strengths and weaknesses. power of suppliers and buyers. threats andopportunities. vegetable and fruits. as well as the externalopportunities and threats faced by the organization. It is important to understandthe use of this model because it is a survival tool for businesses to compete in theindustry effectively and successfully. I have identified that the current dairy industryis positioned in the early maturity stage. Therefore strategizing won‟t takemuch of time and more over this will give higher margins Policy: They must achieve diversification and elimination of products through agood research system and also analyze the strengths. the company can better 22 | P a g e .Product Elimination & Diversification: System: Supply chain add-ons must be further strengthened for easierdiversification of the products. 4. weaknesses. PORTER’S 5 FORCES: This model is useful to analyze the competitive industryenvironment and business strategy development. Also to venture in to new fields such as processedfood. As the global demands have pushed the barsway high comparatively. Structure: Venture into the above-mentioned fields is a good option as they can usethe same Anand Pattern to carry on its operations.
In this report it was useful in analyzing the strengths of thecompany and how it can be used to generate strategic options by taking advantage ofthe opportunities and to avoid threats. correct itsweaknesses. minimize weaknesses and avoid threats. and deter potentially devastatingthreats. TOWS MATRIX: This matrix is very useful for generating a series of alternativesthat the decision makers of a company or business unit might not otherwise haveconsidered. 23 | P a g e . It can be used for the organization as a whole or for a specific businessunit within a corporation. Also to generate strategies that take advantageof opportunities to overcome weaknesses. capitalize on golden opportunities.leverage its strengths.
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