Corporate Competitive Analysis FFC ENGRO

Slide 2.
WHY CIM??
• A changing world requires

“CONSTANT” Intelligence gathering on
part of the organization to ensure that it
can meet the customer requirements
successfully
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 2.2
Slide 2.3
Dawlance Group Acquired by Turkish

Company for $258 Million (oct 2016)
• Pakistan’s leading home appliance maker

Dawlance Group has been acquired by a
Turkish company Arçelik for worth $258
million. Dawlance Group has signed an
acquisition deal of worth $258 million with
Turkey’s Arçelik AS Group – world’s sixth
largest home appliance makers
Slide 2.4
• Turkish company Arçelik wants

a global expansion of its
business and as per initial
details, three production plants
will be added to Arcelik’s
global production network
though this deal, also including
Dawlance’s manufacturing
plant in Hyderabad.
• Arçelik AS Group has quoted
that favorable economic
conditions has motivated them
to acquire Dawlance. Arçelik
will buy out Dawlance’s shares
by the end of 2016
Slide 2.5
Why Dawlance
• Dawlance, with a wide range of its home
appliances including air conditioners,
refrigerators, fans, washing machines, is
a market leader in Pakistan. Owned privately
by Suleiman Dawood, it has 16 regional
offices with up to 2,000 sales points across
Pakistan. In 2015, the company reportedly
enjoyed $41 million of total sales.
Slide 2.6
In the News Feb 2017

GM Marketing Dawlence
• To educate our consumers about the
collection of meaningful, innovative kitchen
appliances from Dawlance, we came up
with the Dawlance Care application. And
with the introduction of our Dawlance
Kitchen application, we are looking to
help families maintain a healthy diet, while
spending quality time together at home.”
Slide 2.7
Slide 2.8
Slide 2.9
• The ‘Dawlance Care’ app offers

consumers purchase decision guide as
per individual requirements, Product
Usage Tips, Customer Service &
Complaint Registration, Demo Videos for
Dawlance products, and a Dealer Locator,
which assists consumers in finding the
nearest dealer as per their location.
Slide 2.10
Why ?
• “With smartphone usage increasing day
by day, we believe it is the right time to
cater to this digitally enabled audience
by offering them convenience through
applications custom designed for our
range of products.”
Slide 2.11
Figure 2.1 Strategic fit
Slide 2.12
Figure 2.2 Components of mission
Slide 2.13
Defining the Business purpose

What Business are we IN?
What Business do we want to be
IN?
Example : Who is the biggest

competitor To PARKER PENS?
Slide 2.14
• Shaeffer ? • Final Word :

• Biro-Swan • Major competitor is
(manufacturers “Ronson Ciggerette
and marketers of a Lighter” since both
range of ballpoints belong to the
)? -Writing “Quality Gift Market ”
• Mobilephone
(taking over written
communication?)
Slide 2.15
• Market analysis showed that “Parker” is

majorly purchased for Gift giving purpose
. And its closest competitor is Ronson .
Slide 2.16
Figure 2.3 The marketing strategy process
Slide 2.17
Figure 2.4 Product types in the portfolio
Slide 2.18
• Today’s breadwinner :
The products and services that are earning
healthy profits and contributing positively to
both cashflow and profits
Tomorrow’s breadwinners : Products in

growth and are likely to become company’s
breadwinners in future
Slide 2.19
• Yesterday’s breadwinners : Products

not contributing to cashflows anymore.
• Developments : The products and

services recently developed that may
have some future , but where greater
investment is needed to achieve that
future
Slide 2.20
• Sleepers : Products and services in a

company’s portfolio that have so far
failed to perform. Kept in portfolio with
the hope that they will take off.
• Investments in managerial ego : The
products and services in the company’s
portfolio because of the involvement of
powerful managers
• Failures : Products and services who
have failed to perform . No chances of
any future performance.
Slide 2.21
Figure 2.5 Balancing the business portfolio
Slide 2.22
Figure 2.6 Unbalanced, present-focused business portfolio
Slide 2.23
Figure 2.7 Unbalanced, future-focused business portfolio
Slide 2.24
Figure 2.8 SWOT analysis
Slide 2.25
Figure 2.9 SWOT strategic implications
Slide 2.26
Figure 2.10 Strategic focus
Slide 2.27
Slide 2.28
In the News Feb 20/2014

• Facebook-WhatsApp Buyout:
• The $19 billion deal -- $12 billion in

stock, $4 billion in cash and $3 billion in
restricted shares -- gives Facebook
access to WhatsApp's 450 million global
users.
Slide 2.29
Connecting The Entire Planet: Not That

Easy
• Although millions of people are using
WhatsApp, with one million users being added
daily according to the company's claims, a
major portion of that user base is in Europe, and
in emerging markets such as India, Brazil and
Mexico. While Facebook stands to gain access
to WhatsApp users in all these countries, the
deal is not likely to help Zuckerberg’s company
make much of a dent in Asian countries,
particularly in China, the world’s largest mobile
market.
Slide 2.30
The dealmaker misses Asia?

• In China, Tencent’s (HKG:0700) WeChat has
taken a commanding lead with more than 250
million users
• while Japan is dominated by Line with 300
million registered users.
• In South Korea, a messaging app called
KakaoTalk is reportedly installed on 93
percent of smartphones in the country, while
Viber is the most popular messaging service
in the Middle East.
Slide 2.31
Figure 2.11 Routes to competitive advantage

Corporate Competitive Analysis FFC ENGRO

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Slide 2.

• A changing world requires

Dawlance Group Acquired by Turkish

• Pakistan’s leading home appliance maker

• Turkish company Arçelik wants

In the News Feb 2017

• The ‘Dawlance Care’ app offers

Figure 2.1 Strategic fit

Figure 2.2 Components of mission

Defining the Business purpose

Example : Who is the biggest

• Shaeffer ? • Final Word :

• Market analysis showed that “Parker” is

Figure 2.3 The marketing strategy process

Figure 2.4 Product types in the portfolio

Tomorrow’s breadwinners : Products in

• Yesterday’s breadwinners : Products

• Developments : The products and

• Sleepers : Products and services in a

Figure 2.5 Balancing the business portfolio

Figure 2.6 Unbalanced, present-focused business portfolio

Figure 2.7 Unbalanced, future-focused business portfolio

Figure 2.8 SWOT analysis

Figure 2.9 SWOT strategic implications

Figure 2.10 Strategic focus

In the News Feb 20/2014

• The $19 billion deal -- $12 billion in

Connecting The Entire Planet: Not That

The dealmaker misses Asia?

Figure 2.11 Routes to competitive advantage

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