strategic management - strategic audit of pakola

Pakola (Mehran Bottlers Ltd.) Business Policy

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PAKOLA [Mehran Bottlers Ltd.]

Section 1: VISION AND MISSION

“A TASTE OF THINGS TO COME”


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VISION AND MISSION STATEMENTS (ACTUAL)

Quality Policy Vision

To be SECOND TO NONE in exceeding customer expectations for Taste and Flavor, Product Safety, Quality and Price Competitiveness. Mission

To develop, implement and continuously improve the Integrated Management Systems in a culture of continuous improvement which:

� Directs the continual up-gradation for efficient and environment friendly manufacturing technology.

� Monitor and improve the efficiency and effectiveness of all business processes. � Promotes professional and flexible work environment, teamwork and innovation through

employee participation and process ownership. � Drives customer orientation at all levels within the organization. � Monitor and economize the Cost of Quality.

Environmental Policy Vision

To be SECOND TO NONE in protecting OUR SHARED environment, as EARTH MATTERS for our future generation. Mission

To support this vision, we will continually: � Comply with applicable local and other environmental regulations and strive to secure

fundamental reforms that will improve their environmental effectiveness and reduce the cost of compliance.

� Improve the environmental performance of our products and processes by minimizing the negative impact on the environment and adopting where practical cleaner production and recycling method.

� Protect the health and safety of our employees and the surrounding human communities and ecosystems.

� Use natural resources, including raw materials, energy, and water, as efficiently as possible. � Take into account the principles of sustainable development in conducting its administrative,

manufacturing, marketing and social activities. Participate in initiatives to improve the Quality of the environment. Food Safety & Hygiene Policy Vision

No comprise on consumer health by maintenance and improvement of Soft Drink and Drinking Water safety and workplace hygiene conditions. Mission

To develop, implement and improve the Integrated Food Safety and Quality Management Systems in a culture of continual improvement which:

� Provides framework based on HACCP, CODEX Alimentarius and CGMP for safeguarding the consumer health.

� Supports the use of scientific knowledge, risk analysis and controls in the enhancement of hygiene conditions and practices.

� Educates people on Good Manufacturing and sanitization practices.


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VISION STATEMENT (PROPOSED)

It is our vision to be the best and leading provider of food and beverage products in Pakistan,

and among the top ten food and beverage companies in the world, by continually challenging present

conventions and always staying a step ahead of the competition.

MISSION STATEMENT (PROPOSED)

It is Mehran Bottlers’1 mission to be the number one food and beverage company in Pakistan by

providing our customers with the highest product quality in terms of taste, experience, and

satisfaction. We will ensure this through an unwavering dedication to the continuous development of

our products and processes ensuring that we remain best in class. We will strive to hire the most

competent and dedicated employees whose work ethic will set the standard in the industry. We will

be paymasters, as we strongly believe that human resource is the only asset that truly appreciates over

time. We will also be a responsible social corporate citizen, and strive to enhance the quality of life in

the markets we serve.

1 Throughout the duration of this report, unless otherwise specified, we will be using the name Pakola to signify the

company Mehran Bottlers Limited, and not the specific brand.


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Section 2: EXTERNAL AUDIT



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EXTERNAL ENVIRONMENT

Porter’s Five Forces

Applying Porter’s five forces to the Pakistani beverage industry allows us to garner a

retrospective view of the potential attractiveness in terms of profitability of the industry. We first

must analyze the industry through the five-force template, which will allow us to more accurately

gauge the industry in terms of its potential. When discussing the beverage industry, we are referring

to not only the concentrate manufacturing concern, but because Pakola is a wholly owned subsidiary of

Mehran Bottlers, Ltd. we are also including the bottling industry. Therefore, all our analytical studies

will follow that both the concentrate and bottling industries, from the perspective of Pakola, are in

fact just one industry: the beverage industry.

A THREAT OF NEW ENTRANTS YES (+)

~ NO (–)

1. Do large firms have a cost or performance advantage in your segment of the industry?

2. Are there any proprietary product differences in your industry

3. Are there any established brand identities in your industry?

4. Do your customers incur any significant costs in switching suppliers?

5. Is a lot of capital needed to enter your industry?

6. Is serviceable used equipment expensive?

7. Does the newcomer to your industry face difficulty in accessing distribution channels?

8. Does experience help your to continuously lower costs?

9. Does the newcomer have any problems in obtaining the necessary skilled people, materials or supplies?

10. Does your product or service have any proprietary features that give you lower costs?

11. Are there any licenses, insurance or qualifications that are difficult to obtain?

12. Can the newcomer expect strong retaliation on entering the market?


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B BARGAINING POWER OF BUYERS YES (+)

~ NO (–)

1. Are there a large number of buyers relative to the number of firms in the business?

2. Do you have a large number of customers, each with relatively small purchases?

3. Does the customer face any significant costs in switching suppliers?

4. Does the buyer need a lot of important information?

5. Is the buyer aware of the need for additional information?

6. Is there anything that prevents your customer from taking your function in-house?

7. Your customers are not highly sensitive to price.

8. Your product is unique to some degree or has accepted branding.

9. Your customers’ businesses are profitable.

10. You provide incentives to the decision makers.

C THREAT OF SUBSTITUTES YES (+)

~ NO (–)

1. Substitutes have performance limitations that do not completely offset their lowest price. Or, their performance is not justified by their higher price.

2. The customer will incur costs in switching to a substitute.

3. Your customer has no real substitute.

4. Your customer is not likely to substitute.


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D BARGAINING POWER OF SUPPLIERS YES (+)

~ NO (–)

1. My inputs (materials, labor, supplies, services, etc.) are standard rather than unique or differentiated

2. I can switch between suppliers quickly and cheaply.

3. My suppliers would find it difficult to enter my business or my customers would find it difficult to perform my function in-house.

4. I can substitute inputs readily.

5. I have many potential suppliers.

6. My business is important to my suppliers.

7. My cost of purchases has no significant influence on my overall costs.

E DETERMINANTS OF RIVALRY AMONG EXISTING COMPETITION YES (+)

~ NO (–)

1. The industry is growing rapidly.

2. The industry is not cyclical with intermittent overcapacity.

3. The fixed costs of the business are a relatively low portion of total costs.

4. There are significant product differences and brand identities between the competitors.

5. The competitors are diversified rather than specialized.

6. It would not be hard to get out of this business because there are no specialized skills and facilities or long-term contract commitments, etc.

7. My customers would incur significant costs in switching to a competitor.

8. My product is complex and requires a detailed understanding on the part of my customer.

9. My competitors are all of approximately the same size as I am.


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F OVERALL INDUSTRY RATING Favorable Moderate Un-

favorable Implications

1. Threat of new entrants. 8 2 2 Threat of new entrants is

very low

2. Bargaining power of buyers.

5 3 2 Bargaining power of buyers

is considerably low

3. Threat of substitutes. 1 2 1 Threat of substitutes is

mediocre

4. Bargaining power of suppliers.

5 1 1 Bargaining power of

suppliers is considerably low

5. Intensity of rivalry among competitors.

0 4 5 Intensity or rivalry is extremely high

A thorough investigation of the five-force template shows us that the industry is highly

favorable when it comes to threat of new entrants. Yet because of a cutthroat rivalry between

existing players, it gets an unfavorable rating when it comes to this regard. In the remaining three

forces, the beverage industry has scored favorably.

Therefore when aggregating these results, we can see that this industry is reasonably

attractive. The following analysis of each external force will allow us to further corroborate our

findings.

Threat of new entrants

In this industry, it is considerably difficult and costly to set up the factories and bottling plants

required. Also, for a new entrant, it would be extremely difficult if not impractical to infiltrate the

established distribution network of the current players like Pepsi and Coke. Furthermore, it would be

quite a daunting task to change the hard and fast perception of millions of consumers, making it a

favorable point for this industry.

Bargaining power of buyers

There are an extremely large number of buyers as compared to companies in the industry, and

these buyers often purchase this industry’s relatively low priced products on a habitual, impulse, or

convenience basis, thus making it favorable for the industry.

Threat of substitutes

The threat of substitutes, although mediocre, still poses a considerable threat to the overall

profitability of the industry, and that is because in recent times a health craze has taken over all

respects of life, worldwide. Therefore, it would signify a heavy reduction in the consumption of sugary


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and carbonated cola based beverages, and instead prompt consumers to opt for healthier drinks such as

fruit juices, and energy drinks.

Bargaining power of suppliers

Most of the raw materials required in the beverage industry are non-specialized commodity

products, such as sugar, high-fructose corn syrup, carbonated water, glass bottles, plastic bottles and

cans. This indicates that suppliers are non-specialized, allowing companies in the industry to switch

between suppliers without losing any strategic alliance or significant cost advantage. Furthermore, it

is also considerably difficult for any one supplier of the beverage industry to integrate forward into the

concentrate manufacturing and bottling businesses.

Rivalry among existing players

The players in the beverage industry have one of the most competitive rivalries in any industry.

In Pakistan the market is dominated by the two international giants, Pepsi and Coke, with market

shares respectively of 77%, and 16%, leaving little room for others to grow. Yet even with

approximately 5% of the total market share, Pakola can still manage to be profitable in a cutthroat

industry, and we plan to position it strategically in order to do so.


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The beverage industry is a reasonably attractive industry to be in, and with its 55 years of

established presence, Pakola is well positioned to leverage that history so as to attain a competitive

edge.

Mehran Bottlers’ current focus is one of a lackluster “if it ain’t broke, then don’t fix it”

attitude, that stems from its history of centralized power base and tall and unprofessional

organizational structure.

The Industry

– –

Rivalry among

Existing Firms

Buyers

+

Substitutes

–

Suppliers

+ +

Potential Entrants

+ + +

Bargaining Power of

Suppliers

Threat of

New Entrants

Bargaining Power of

Customers

Threat of Substitute Products

or Services


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PEST Analysis

Political

There is significant political pressure on the beverage industry in Pakistan. This pressure

mostly arises from a high levy of taxes, 15% central excise duty, as well as 18% sales tax, which totals

up to about 36% of retail prices. This extremely high double taxation rate greatly deters the players in

the industry from charging premium prices for perceived value addition.

Another political factor that impacts the beverage industry, however this time positively, is the

government’s policy of banning the serving of food at wedding receptions. This has prompted an

increase in the consumption rates of soft drinks and carbonated beverages.

Economic

There are several implications of the economic situation of Pakistan upon the beverage

industry. For one, there have been complaints from several quarters regarding the excess wastage of

water in the production of aerated beverages, which for a population compounded with astounding

poverty levels raises points for concern.

Recently, there has been a crisis in the production of sugar in Pakistan, with prices

skyrocketing. Such economic factors have a resounding impact on related industries, and although

most companies in this industry have switched from sugar to high-fructose corn syrup, some were

affected by the agri-based crisis.

Social

A major social trend in the rural areas of Pakistan has been a shift from presenting guests with

drinks such as lassi, red sherbet, and fruit juices, towards cold drinks. This trend has spurned more

from impressive distribution networks and less from increased advertising, yet the result is positively in

favor of beverage companies.

Technological

Technology plays a secondary role in this industry, as it is not heavily dependant on

technological advancements like the consumer electronics industry, or the software industry. Because

beverage products are non-tech based in nature, technology in this industry is therefore limited to

function as a catalyst to improve production capacities, speed of product manufacturing cycles,

inventory management, and ecommerce applications.


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Section 3: INTERNAL AUDIT “A TASTE OF THINGS TO COME”


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Internal Resources

Value chain

According to our analysis, we have found that the major flaw in Mehran Bottlers’ value chain is

its distribution network. The product’s quality, advertising and marketing efforts all become

insignificant when the product is not available in a wide number of retail outlets. Therefore this is a

major point of concern for the company because it will dictate its success in the short run. Pakola’s

stagnant market share figures are in part a result of its poor distribution setup. From a logistics

standpoint, the company has at its disposal 56 vans from where it serves both the rural and urban

markets in Karachi and its surrounding feeder markets. Yet although a major focus is placed on serving

the rural markets, the company has foregone on the huge urban markets.

Another pothole in Pakola’s distribution is that they have not been able to infiltrate the

restaurant industry with their beverages like Pepsi and Coke have done. This ‘fountain’ business

segment makes up a large and highly profitable part of cola companies businesses. By failing to act on

serving this potential goldmine, Pakola is forced to suffer with a low market share. It has missed such

big markets like Pizza Hut, Mc Donalds, KFC and other fast food restaurants.

One saving grace is that even with such poor distribution, their product’s quality is

commendable in that it has maintained a steady base of loyal customers.

Pakola should concentrate on driving its core competencies to create differentiation in product

research and development, distribution, and marketing. For companies opting for a low cost strategy

it is necessary to focus instead on purchasing, production R&D, and manufacturing activities. Thus

because Pakola is a differentiator, it should communicate this differentiation. One of the main

drawbacks of Pakola’s current strategy is that it hardly conveys its message to its consumers. This will

be further discussed in later sections.

Distinctive Competence

The distinctive competence of Pakola is its ability to create unique tasting flavors which none

of its competitors are able to do. This core competence leads to its competitive advantage of being a

beverage manufacturer of unique flavored drinks. Presently Pakola has three unique tastes which is

currently absent in the other beverage companies. Such unique flavored soft drinks such as Ice-cream

Soda, Apple Sidra, Lychee, and Raspberry are all examples of Pakola’s internal ability to create

different and previously unheard-of drinks successfully. It is through this that they have managed to

Suppliers Mehran Bottlers Distribution Channels

Retail Channels

End Customer


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build brand loyalty with consumers, because it is a unique taste that consumers demand for when they

choose a drink, and oftentimes when Pakola’s ice-cream soda is not available, brand loyal consumers

will settle for anything.

In the beverage industry, distribution is of vital importance. Pepsi has managed to create such

an impressive and unmatchable distribution network setup that it has become their distinctive

competence and competitive advantage.

Strategic Cost Management

As per our analysis Pakola, being a Seth-owned company, is not effectively managing its costs.

As stated in their current mission statements, one of their focus is to reduce costs so as to be a low

cost operator. This is a misinterpretation of what is required for a differentiator. Rather than

reducing costs seeking to be a loss leader, a company following a differentiation strategy should

instead aim to manage cost strategically in order to optimize resources and internal efficiencies.

As discussed earlier, Mehran Bottlers has 56 vans with which it supplies its products, whereas

FMCG companies like Unilever have a significantly lesser number of vans even though they have much

better market reach. Pakola needs to reduce this unnecessary expense, along with costs that arise in a

bureaucratic organization with little formal structure.

Financial Trends

Pakola is privately owned concern with a highly centralized authority base that results in a tall

organization structure. They do not publish any kind of financial information and instead guard as a

closely held secret. This mindset is highly limiting in its nature, and will only serve to lessen the

competitiveness of the company itself.

Yet according to our own estimates, Pakola has 4% market share of the cola-market, where

Pepsi and Coke combined have nearly 95% market share. From the gross revenue of Rs.58 billion per

annum of the cola Industry, with an estimated 4% share, we deduce that Pakola makes about Rs.2.3

billion per annum in revenues, selling 8 million cases of cola per year. In an increasingly growing

industry, this figure is not impressive in the least bit. Considering that another Pakistani company, PSO

makes 4.2Bn in after-tax profits, Pakola’s revenues seem lackluster at best.

This trend can be immensely improved by focusing on weak areas like distribution and

marketing.


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Section 4: COMPANY AND COMPETITOR ANALYSIS



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Competitive Profile Matrix

Pakola Pepsi Coke

Critical Success Factors

Weight Rating Weighted Score

Rating Weighted Score

Rating Weighted Score

Market Share 0.30 1 0.30 4 1.20 3 0.90

Distribution 0.25 1 0.25 4 1.00 2 0.50

Customer Loyalty 0.20 4 0.80 2 0.40 2 0.40

Financial Position 0.15 2 0.30 4 0.60 3 0.45

Product Quality 0.10 3 0.30 3 0.30 4 0.40

Total 1.00 1.95 3.50 2.65

Pakola received a score of 1.95 in the competitive profile matrix. This low figure is

representative of Pakola’s inability to leverage its competitive advantage of unique tasting flavors

successfully. This inability stems from the company’s lack of effective communication of their offering

and its uniqueness. This is one of the major mistakes companies make when following a differentiation

strategy, they assume that consumers will recognize the difference that they offer. This is exactly the

mistake that Pakola has made.

The areas where Pakola has taken a beating are in market share and distribution. From a

strategic viewpoint however, distribution is the area which Pakola should target in the short run if they

hope to achieve any type of success. Advertising programs that are basically demand-building

exercises are useless if the product has little market reach and is not meeting the created demand.

Therefore, before concentrating on marketing activities in the hopes of increasing market share,

Pakola needs to strategically outsource their distribution setup to a distribution company such as Muller

and Phipps, with the expertise in how to effectively increase a company’s reach into the market. In

due time the company should build up its own sales teams so as to make distribution a core

competency of theirs. Yet they should trust an established distribution company in the short-run to

improve its product availability.


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SWOT Analysis

Strengths

1. 55 years established presence

2. Extremely brand loyal customers

3. Automated bottling plant

4. Online order booking system

5. Public perception of being an innovator

Weaknesses

1. Weak distribution setup

2. Ineffective marketing

3. No formal organization structure

4. Centralized decision making process

5. Lack of professional employees

Opportunities

1. Health conscious trend in lifestyles

2. High growth rate of food industry

3. Increased demand in rural markets

Threats

1. Engro’s entry into the food and beverage (milk) industry

2. Increase in foreign imports of beverages

3. Rising prices of sugar and sugar substitutes

4. Main competitors are international giants of the industry


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Internal Factor Evaluation

Key Internal Factors Weight Rating Weighted Score

Strengths

55 years established presence 0.12 1 0.12

Extremely brand loyal customers 0.14 4 0.56

Automated bottling plant 0.10 2 0.20

Online order booking system 0.04 1 0.04

Public perception of being an innovator 0.08 3 0.24

Weaknesses

Weak distribution setup 0.14 1 0.14

Ineffective marketing 0.10 2 0.20

No formal organization structure 0.12 1 0.12

Centralized decision making process 0.08 2 0.16

Lack of professional employees 0.08 1 0.08

TOTAL 1.00 1.86

Pakola received a total score of 1.86 in the internal evaluation. This signifies that the company

has a weak internal system and is not able to effectively manage any of their strengths in a meaningful

manner. Also of their weaknesses, it is worthy to note that their weak distribution setup had the most

weightage.

Therefore, from our internal factor analysis we can form two possible strategies. One is the

formation of a structured and competent distribution network through the enabling of sales force

teams. An alternate path would be to outsource the function to an existing distribution company like

Muller and Phipps in the short-run, and over time develop the organization required for an internal

distribution setup.


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External Factor Evaluation

Key External Factors Weight Rating

Weighted Score

Opportunities

Health conscious trend in lifestyles .22 2 .44

High growth rate of food industry .12 1 .12

Increased demand in rural markets .14 3 .42

Threats

Engro’s entry into the food and beverage (milk) industry .18 1 .18

Increase in foreign imports of beverages .12 2 .24

Rising prices of sugar and sugar substitutes .12 2 .24

Main competitors are international giants of the industry .10 3 .30

Total 1.00 1.94

Pakola received a score of 1.94 in the external factor evaluation. This means that they are not

currently well equipped to take advantage of opportunities in the external environment, nor defend

against potential threats.

Of the key external factors, the opportunity of health conscious trend in lifestyles got the

highest rating because this has become a huge market which most major players in the industry are

already tapping into with their diet products. Apart from Diet Bubble-up, Pakola is not catering to this

potential gold mine of a market.

Engro’s entry into the food and beverage market with Olper’s milk has presented Pakola with a

competitive challenge. Launched a little after Pakola launched its line of milk products, Olper’s had

the backing of a massive marketing and advertising campaign that clearly communicated their position

and proposition to consumers. Pakola’s weak branding choices regarding its milk products reflect this

ineffectiveness in communicating to end-users. The company stretched its Pakola brand name to its

UHT milk as well as to its flavored milks2, when the name stood mainly for their ice-cream soda cola

drink in the minds of consumers. Therefore, by stretching the brand name to milk, they create a

mental conflict in users, between fizzy carbonated colas, and pure clean milk. This mistake coupled

with ineffective marketing has put Pakola in this situation.

2 For Mehran Bottlers’ complete Brand Portfolio please see the appendix.


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TOWS Matrix

Strengths Weaknesses 1. 55 years established

presence 2. Extremely brand loyal

customers 3. Automated bottling plant 4. Online order booking system 5. Public perception of being

an innovator

1. Weak distribution setup 2. Ineffective marketing 3. No formal organization

structure 4. Centralized decision making

process 5. Lack of professional

employees

Opportunities S-O Strategies W-O Strategies

1. Health conscious trend in lifestyles

2. High growth rate of food industry

3. Increased demand in rural markets

1. Introduce diet versions of current products

2. Diversify into food (candy) manufacturing

3. Line extend into fruit juices

1. Hire Muller and Phipps to handle distribution concerns in the short-run

Threats S-T Strategies W-T Strategies

1. Engro’s entry into the food and beverage (milk) industry

2. Increase in foreign imports of beverages

3. Rising prices of sugar and sugar substitutes

4. Main competitors are international giants of the industry

1. Introduce line of customizable drinks and orders

2. Initiate push-cart program to take advantage of direct marketing opportunities

1. Conduct an aggressive marketing and advertising campaign targeting youth

2. Instate a proper human resource division

Of the several strategies detailed above, we will now focus our discussions towards two of the

main strategies that should be undertaken in the near future;

1. Hire Muller and Phipps to handle distribution concerns

2. Introduce diet versions of current products

By allowing an experienced distribution expert like Muller and Phipps to handle its distribution,

Pakola can instead focus its short-term resources towards the structuring of its organizational setup.

The issues with Pakola’s management setup are the root cause of its lackluster strategic business

performance, and must be addressed before the company can expect extended success and profits.

The second strategy that they can enforce is the introduction of diet versions of their current

product portfolio. By tapping into this market they would be able to hit two birds with one stone.

They would be targeting those consumers whose lifestyles revolve around healthiness, and also they

would be targeting adults who wish not to drink extremely sweet sugary drinks.


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Space Matrix

y-axis Financial strength +2.2 +1 worst to + 6 best Y axis: 2.2 + (-2.4) = -0.2 Environmental stability -1.8 -6 worst to –1 best x-axis Competitive advantage -1.6 -6 worst to –1 best X axis: 5.0 + (-1.6) = 3.4 Industry strength +5.0 +1 worst to +6 best FS

Conservative Aggressive

CA IS

Defensive ES Competitive

Pakola is positioned towards a competitive approach due to its unique competitive advantage

and the strength of the industry it is operating in.


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Grand Strategy Matrix

Rapid Market

Growth

Quadrant II Quadrant I

PAKOLA

Weak Strong

Competitive Competitive

Position Position

Quadrant III Quadrant IV

Slow Market

Growth

I-E Matrix

The IFE Total Weighted Score

Strong Average Weak

3.0 to 4.0 2.0 to 2.99 1.0 to 1.99

High I II III

3.0 to 3.99

Medium IV V VI

The EFE

Total

Weighted

Score

2.0 to 2.99

Low VII VIII IX

1.0 to 1.99 PAKOLA


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QSPM

Strategic Alternatives

Key Internal Factors Weight Introduce Diet Line

Outsource Distribution

Strengths AS TAS AS TAS

55 years established presence 0.12 2 0.24 3 0.36

Extremely brand loyal customers 0.14

Automated bottling plant 0.10 3 0.30 1 0.10

Online order booking system 0.04

Public perception of being an innovator 0.08 4 0.32 2 0.16

Weaknesses

Weak distribution setup 0.14 1 0.14 3 0.42

Ineffective marketing 0.10 1 0.10 3 0.30

No formal organization structure 0.12

Centralized decision making process 0.08

Lack of professional employees 0.08 1 0.08 4 0.32

SUBTOTAL 1.00 1.18 1.66

Opportunities

Health conscious trend in lifestyles .22 4 0.88 1 0.22

High growth rate of food industry .12

Increased demand in rural markets .14 1 0.14 3 0.42

Threats

Engro’s entry into the milk industry with Olper’s .18

Increase in foreign imports of beverages .12

Rising prices of sugar and sugar substitutes .12

Main competitors are international giants .10

SUBTOTAL 1.00 1.02 0.64

SUM TOTAL ATTRACTIVENESS SCORE 2.20 2.30

From our Strategic Alternatives evaluation, we see that it is more attractive to outsource our

distribution networks rather than launch a diet line of products. This is in line with their current

strategic direction, and will allow Pakola to fortify their market reach before introducing new products

that will be harder to push through the distribution channels.


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Section 5: GENERIC STRATEGY



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Generic Strategy

Type of Advantage Sought

Broad Low Cost Broad Differentiation

Range of Buyers

Focused Low Cost

Focused Differentiation

The generic strategy that Pakola needs to pursue is that of differentiation. In their current

vision and mission statements, the company says it aims to be a low cost leader, yet through our

thorough analysis of the strategic direction the company needs to adopt a generic strategy of

differentiation. This will allow Pakola to do three things;

1. Charge a premium

2. Increase unit sales

3. Gain buyer loyalty

However, at the expense of sounding simplistic, it is necessary that the company communicate

its differentiation to its customers, otherwise these three advantages will not avail themselves.

Initially Pakola will need to adopt a focused differentiation approach, which means that they

should selectively choose which markets will profit them the most and then target only those markets

until such provisions are in place from where the company is able to expand its target base. After

which they should opt for a broad differentiation generic strategy.


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Current Generic Strategy Vs. Proposed Generic Strategy

The current generic strategy being deployed (involuntarily so) by Mehran Bottlers Pakola is a

distorted version of what our textbooks would define as a ‘focused differentiation’ with their unique

selling preposition of sporting the truly unique taste being targeted at a market that is ciphered on the

basis of ‘convenience’.

Pakola caters to whichever markets it finds ‘convenient’ to cater to. Operating without a

Marketing Department since its very inception, this business has ‘no eyes’ no ears’. It continues to

trudge blind. No marketing intelligence, no market researches and virtually zero market feedback and

almost absolute consumer ignorance are at the very core of this business which has amazingly

continued to survive for such a surprising span of time, most likely because of the intense brand loyalty

that it’s consumers have even without any strategic marketing efforts being executed by the company

itself, is poof of the potential that this brand has and the magnitude of success it is capable of.

With the market just turning the bend to ‘saturation’, it is entering a phase of intense

competition with all major players diversifying their product lines, ranges and even businesses into a

versatile range of products to put in place more infantry on the battle ground to use to their advantage

in this war of brands.

Therefore, we believe that the current strategic objective of Pakola should be to consolidate

its existing brand, Pakola through extensive strategic market research and consumer insights to be able

to home in on the correct target market like a precision targeting missile rather than as an Anti-

aircraft gun.

For this task, the entire business, which at present has a typical ‘Seth’ mentality, where the 28

year old C.E.O has a very disorganized business with no strategically developed formal hierarchy in

place, instead Pakola has an organizational structure which has ‘evolved’ as a result of a ‘need to be

and do’ basis. If the business were to be described in one word, that word would be ‘chaos’.

Therefore, to achieve our strategic objectives it is essential that the business will need to be

completely overhauled, it will need to be revamped to it’s very core. A turn-around is required here,

or a ‘revolution’ if you may.

This will require a very circumspectly devised implementation plan, taking into consideration

all Functional and Administrative Fits, which must be engineered so as to enable a complete

turnaround of the organization in order for it to facilitate the consolidation of it’s unique brand Pakola,

which would then lead to a shift in strategy directing the business to align itself for ‘Broad

Differentiation’, to become more able to face the diverse range of rival products that are entrenched

in the market.


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Section 6: STRATEGIC IMPLEMENTATION



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The Implementation Phase

Contrary to what we, students of business administration generally think, that the answer to

any business problem is the development of ‘strategic alternatives’ and then the discernment of one

‘best’ strategy, in reality, we see that the ‘development’ of strategy is only just one half of the story.

The other half is the ‘enactment’ of this strategy. The translation of the proposed strategy into solid

tangible actions is essential.

It stands to reason that the actual enactment of the devised strategies or strategy is one of the

most pivotal tasks and challenge faced by a general manager, or in this case the C.E.O, who must not

only just be able to conceive bold strategies, but in fact be able to carry out these proposed courses of

actions and it is in this execution lies the discernment of whether or not the strategy will be a success.

History has borne witness to the fact that defective enactments have made sound strategies

ineffective and skilled implementation can make a debatable choice successful, therefore, the business

concern at hand, requires a diligently planned and vigilantly execution of it’s implantation plan.

The implementation plan focuses on ‘creating fits’. There are two specific kinds of fits;

1. Fits between the proposed strategy and the functional operations of the business.

- Functional Fits

2. Fits between the proposed strategy and the organizational structure, processes and systems.

- Administrative Fits


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The Functional Fits

These fits have their roots rooted in ‘common sense’. Such logical fits require the adoption of

functional operational level strategies which are ‘complimentary to’ and ‘geared towards creating

synergistic effects’ by working in harmony with the business’s strategic level objectives.

All basic functions of the business, namely the marketing, production, Human Resources, R&D,

Finance, Engineering must adopt and enact operational modes that reinforce the ultimate goal; of the

organization and reinforce the corporate level strategy.

More oft than not, this is easier said than done. Creating such functional fits are not always a

simple task and require a ‘guiding light’, a ‘router’, a ‘director’ in the literal sense of the words and

for this it is required that a higher level individual, one that has ‘developed’ or ‘shared’ or at least

understood the ultimate goal must descend to the tactical and operational levels to himself guide and

supervise the entire revamping process. He must, under any circumstance, bring the functional policies

in line with the strategy being pursued.

Pakola, however, is in a more drastic than your average revamping situation. One reason for

this is that it must first, ‘create’ some of it’s more essential functions like for instance a Marketing

Department and a Human Resource Function.

However, there’s a silver lining here, because when it comes to revamping, it is much easier

and much swifter to ‘create a function from scratch’ than ‘re-structure’ an already existing, confused

function, with all their myopia and hard-set ways of operation.

Therefore, we believe that since the Marketing function, Human Resource Function and the

Distribution Function stand to be of primary significance in the over-hauling process of Pakola,

considering that the business needs a radical restructuring of it’s organizational structure (involving

major lay-offs and inducements of competent personnel) especially, the inducement of the entire

‘Marketing Department’, hired by the Human Resource Function (which would also devise an

appropriate compensation plan for these new additions to the force).

This hiring of capable personnel for the ranks on a massive level, if done right may result in the

much needed newer perceptive of things by the newly induced fresh blood in the organization,

assisting the overall-redo of the organization and it’s outlook.


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STRATEGIC BRIEF OF EXECUTION OF THE FUNCTINAL FIT

Maintain strategic focus on The Human Resource, Marketing and Distribution.

1. Induct a creditable and capable Human Resource Function, capable of

2. Inducting a highly innovative and talented Marketing Department (which currently does not

exist in the organization)

This Marketing Department will:

• Carry out extensive, accurate and decisive market research laying strategic importance to market

intelligence, consumer insight and modern techniques of marketing based on scientific research,

and putting these to strategic use through effective communication of these decisive elements

with the strategic level management.

• Exert itself to marketing the product to the already brand loyal consumers in order to consolidate

(and in the process also reacquire any of it’s lost market share) them while also targeting newer

potentially loyal markets in it’s attempt to gain market share, but this targeting of the newer

markets will only happen once the ‘Critical Distribution Issue has been resolved’ (which is one of

the key reasons why Pakola continues to remain stagnant or reclining when it comes to market

share)

• Outsource its Distribution function to Muller and Phipps, the best in distribution in Pakistan,

temporarily, to make it’s over-hauling easier to bring about and at the same time, removing its

very Achilles heel.

The Company will hire Muller and Phipps temporarily, for two reasons;

1. To enable itself to overcome it’s most critical issue of distribution in a relatively effort-less

and quick fashion to get back in the game and,

2. To observe and learn from Muller and Phipps, the mode of distribution with the ultimate

goal, of learning and setting up it’s own distribution department which will be much more

flexible and loyal to it’s own product (enabling Pakola to become a highly flexible and

responsive organization capable of instant change to cater to changing market trends), rather

than M&P, which distributes thousands of different products and requires time and effort to

readjust it’s mode of distribution for our product.


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To assist the Over-all objective of the organization, first, a creditable and capable Human

Resource Department will be induced, which will then assist in the inducement of the Marketing

department, which will align itself to carry out extensive, accurate market research and identify the

appropriate target markets and will then exert itself to marketing the product to these already brand

loyal consumers in order to consolidate (and in the process also reacquire any of it’s lost market share)

them while also targeting newer potentially loyal markets in it’s attempt to gain market share, but this

targeting of the newer markets will only happen once the ‘Critical Distribution Issue has been

resolved’.


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The Administrative Fits

Besides the implementation of effective and synergistic Functional Fits, there is also a very

essential need for enacting Administrative Fits involving management systems and processes which are

complimentary, consistent with and reinforce the strategic objective(s) of the organization. These

stand to be of primary significance as the ‘sources of influence’ available to C.E.O.s and/or General

Managers in directing their organizations towards the desired achievements.

These include;

1. Organizational Structure

2. Information Systems

3. Incentive Systems

4. Control Systems

5. Strategic Planning Systems

6. Organizational Processes

7. Management Selection and Development

8. Corporate Culture and

9. Leadership Style.

All these essential to implementation elements require the top level management to be

involved in the process at the most basic levels, in this case the C.E.O himself and his hired board of

directors must be an intrinsic part of the supervision and the guidance in the implementation of all the

above mentioned essentials.

The C.E.O., being a young 28 year old Pakistani, having earned his MBA from abroad is infact in

a very likely position to realize the err of the company’s ways and is in the phase of his life where he

possesses the vigor to be able to bring out a radical change in vision and actually be able to

revolutionize the way this Seth owned myopic organization has been working since it’s inception for

over 2 decades, because at the very heart of any organization’s myopia are the negative ramifications

of culture, in the organization.

In a Seth owned organization like Mehran Bottlers, strategy is very much a thing of fiction.

These are organizations that do not believe in Vision or Mission. They believe only in the present. The

future is not their concern. Concepts such as Vision and Mission Statements are only ‘fancy image’

elements to Mehran Bottler’s top management. Belief in a vision and a way of operation focused at

converting this belief into a reality is not what these people believe in, yet, it is our belief that this is

what the organization, above all, needs at the moment. A strategic re-visioning and revamping of their

myopic and shortsighted mode of operations, is the most dire need at this point in time.


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This phenomenon will only materialize, should the C.E.O himself realizes the lack of strategy in

the visioning of the firm, and then be able to develop and nurture a way of life in the organization that

is geared towards a harmonic blend of long-term-short-term thinking, with just the right balance of

long-term strategic thinking and operational level thinking, and cascading this culture down the entire

organizational hierarchy, enabling the organization to not only conceive bold strategic directions but

actually make these a reality, to become one of the most flexible, synergistically successful Pakistani

firms.

Organizational Structure

The firm needs to tear-down and restructure an organizational hierarchy which has not

‘evolved’ on a ‘need to’ basis, but instead, erect one that is ‘strategically structured to enable the

organization to best carry out it’s Tactical and Operational Level operations in accordance with the

Strategic objectives of the firm.

To be able to succeed, the firm needs to realize that the core of all activities lies with the

consumer, in the market, and therefore, the entire organizational must strategically have a market-

oriented structure, with all functions, operations, management systems and processes geared towards

enabling the firm to very effectively, decisively and swiftly cater to any and all changing or otherwise

trends in the market, better and faster than the competition.

Therefore, to allow such flexibility, Pakola must restructure it’s inflexible and highly

disorganized organizational structure, into a meticulously planned, well coordinated, supportive more

flatter hierarchy with lesser hierarchical levels and comparatively greater span of control, encouraging

more delegation of authority, leading to greater job satisfaction, enrichment and career development,

paving the way to a Learning Organization.

Information, Incentive, Control & Strategic Planning Systems

The firm must mobilize it’s operations through the use of Information Systems, for instance, all

operations be connected through a Computer Network, facilitating a ‘real-time’ check on all levels of

operations, making it possible to gauge any and all information at any point in time, gearing the firm to

measure and anticipate changes in the environment instantly and being able to adjust operations

according to these real-time changes in the environment, leading to a more pro-active, responsive way

of operation. These information systems must be deployed from top-to-bottom, so that an overall

picture can be had when needed.

The Human Resource Team, as mentioned earlier will be responsible for using the most modern

techniques to devise the most appropriate Incentive plan, to mobilize motivation throughout the ranks


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of the Manpower force because incentive and management systems are among the most important

sources of influence available to the management to mobilize motivation and push the force towards

the achievement of strategy. No less important is the very selection of managers who share and possess

skills that are needed to achieve the intended strategy, yet, this process of selection seems

deceptively easy in theory when in practical it is equally difficult because there are nearly always

pressures not to fire or demote people and to promote those that are ‘next-in-line’ rather than those

that are more capable of carrying out the needed task at hand. Similarly, incentive compensation

typically focuses on the short-run rather than strategic performance. For these reasons, we believe

that the firm at this point in time requires an Entrepreneurial Manager.

Equally essential is putting in place, ‘checks’ throughout the hierarchal levels, which are

capable of quickly identifying any and all compromised operations and pin-pointing the exact location

in the hierarchy responsible for the compromise, so as to rectify the problem while also laying

responsibility for the compromise where it belongs, holding responsible that are rightly responsible.

This must cascade through each and every hierarchical level with no exceptions, making any negative

elements like blame shifting very difficult to do.

The system must not believe in ‘forgiveness, it must believe in Justice.”

Corporate Culture & Leadership Style

The elements of Culture and Leadership Style stand to be of prime importance in the success of

any organizations intended Strategy and consequently is one of the primary deciding factors in whether

or not the actual implementation of the Intended Strategy is a success or failure. For these are the

Direction Givers, the Guiding lights that escort an organization to its ultimate intended goal.

Any organization, whether it wishes or not, develops a culture and this culture in actuality

shapes the future of the firm. Since this culture constitutes of people’s beliefs, behaviors and

attitudes, like isolated individuals these too may be conflicting and destructive setting in motion a

culture that pulls the organizations distinct functions in opposite directions. A destructive culture will,

in simple words, put the organizations own forces at war with each other. Such cultures are rampant in

Pakistani organizations where the Human Resource is naively not viewed as an asset or a ‘deciding

factor’ in any strategy development and/or implementation, and for this reason among others, local

businesses and brands like Pakola, that have so much potential have failed to become successful on a

global level.

Therefore, we are of the belief that a cultural revolution is a ‘must’ for Mehran Bottler’s

Pakola to revamp itself in the slightest of ways. All restructuring fits, whether involving Functional or

Administrative elements are dependent upon the ‘people’ that will carry them out and if these people

are not geared towards a fair, constructive, healthy, motivating and enriching culture, the best of

developed strategies will fail in the worst of ways.


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Also, one of the most crucial deciding factors when it comes to shaping culture is the aspect of

‘leadership’, because it is this Leadership that is responsible for setting in motion the aspirations, the

benchmarks of excellence. It is this Leadership that is responsible for igniting emotions and creating

the drive in the People Force of an organization. It is this elemental phenomenon that fires up an

organization’s engine and sets it on the path to constructive competitiveness, synergistic activities and

ultimately gives it a competitive advantage like no other. It’s very own core being. It’s people.

Implementation Situation & Mode

As any organization progresses through it’s circle of life, it develops through a number of

distinct stages, namely, Single product, Single business, and multi-businesses, each of which require a

unique mode of operation, sporting distinct organizational structures, incentives and controls. And

since the way of operation for these models differs, the transitions from either of the stages are

particularity difficult to manage. However, these transitions are faced with recurring implementation

problems.

Pakola, however, is faced with a different situation here. It is in a ‘strategic situation’

requiring a turnaround and consolidation. The Top level management, for this purpose will need to be

heedful of the dynamics of this turnaround and will need to pay meticulous attention to all situations

and transitions and develop fits between the strategy being pursued and the firm’s functional policies,

management systems and processes.

To become a more highly flexible, responsive and strategic 3rd Generation Organization,

Pakola, must have flatter hierarchies for all it’s departments, which must be synergistically

coordinated to make it’s functional structure flexible and responsive to any market changes and thus

become a market-oriented organization.

It must put in place management systems and processes that assist it’s functions to operate

with the least possible friction encouraging effective and conflict-free exchange of communication

through the use of Modern Information Systems, also leading to efficient and effective information

exchange facilitating timely adjustments in strategies and operations and consequently decisive action.

This however, shall be no easy task for the young C.E.O and his appointed board of directors.

Mr. Zeeshan, will have to decide between:

(1) The Degree of involvement in the implementation process

(2) The attention that must be given to the administrative constraints

The degree of involvement in the implementation process implies how deeply is he involved in

implementation of the strategy and whether he will personally direct and oversee the implementation

whilst, (2) implies the strength of existing norms and patterns of behavior and the willingness of key

managers to support strategies.


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Implementation Mode Of Top Level Management

Pakola’s current need in the attempt to turnaround, is a Director who will be deeply involved

in the implementation of strategy and will pay little attention to administrative constraints to the

extent that the trade-offs need to be made between achieving strategic objectives and deal with any

administrative fallout on a ‘need-to’ basis.

Under the given circumstances, when a major turnaround must be attempted, a political

manager would take too much time to mitigate the negative consequences of any action, rather than

proceeding with rapid action, thereby ‘preserving’ the very conflict-ridden negative culture and

processes that are needed to be revamped in the first place. Whereas, An Administrative manager has

limited involvement in the processes, systems and people who must achieve strategy, which would be a

very naïve course of action under the circumstances given the need for total revamping of the current

defective, disorganized and excessively myopic systems, processes and procedures.

Similarly, an Organization Shaker, is geared at assigning the ‘right people for the right task’

and are required when the basic structure in place is sound and effectively operating, which is far from

being the case when we talk about Mehran Bottler’s Pakola.

Therefore, given the current circumstances Pakola requires a manager who is ready to

compromise the short-run over the long-run and will take any necessary (and seemingly radical) steps

to replace the existing malpractices and strategies and replace them with a completely revamped

mode of thinking and operations geared to achieving strategically devised alternatives and goals and in

the process create a highly strategic organization, which is strategically aligned to carry out effective

and efficient operations in the most profitable manner while continuing to keep itself open to

innovation and improvement so that it becomes an ever ‘Learning’ Organization.


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THE BALANCED BUSINESS SCORE CARD

FINANCIAL PERSPECTIVE

GOALS MEASURES

Survive Restructure Grow

Generate sufficient cash flow Increase sales volume

CUSTOMER PERSPECTIVE

GOALS MEASURES

New Product ranges Responsive Supply

INTERNAL BUSINESS PERSPECTIVE

GOALS MEASURES

Exceptional HR mangnt Distribution excellence Strategic Marketing

INNOVATION & LEARNING PERSPECTIVE

GOALS MEASURES

Technological know-how Production Excellence Market Orientation


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This exceptional measurement tool enables the business managers to view any business from four

critical perspectives and hence provides answers to four critical questions by forcing business managers

to focus only on a handful of key measures, thereby keeping the managers from losing themselves in

numerous and complicated measures.

The questions answered are;

1. How do customers see us? (Customer perspective)

2. What must we excel at? (Internal Perspective)

3. Can we continue to improve & create value? (Innovation & Learning perspective)

4. How do we look at shareholders? (Financial Perspective)

These serve to firstly, bring together, in a single report, many of the seemingly disparate

elements of a company’s competitive agenda: becoming customer oriented, shortening response time,

improving quality, emphasizing teamwork, reducing new product, launch times and managing for the

long-term.

Secondly, the scorecard guards against sub-optimization. By forcing senior managers to

consider all the essential operational measures together as a gestalt, the balances business scorecard

lets them see whether improvement in one area may have been achieved at the expense of another.

Even the best objective can be achieved badly by making the wrong trade-off.

Customer’s concerns tend to fall into 4 categories, Time, quality, performance and service. To

put the scorecard to work, the company must articulate goals for time, quality, performance and

service and then translate these goals into specific measures.

Customer based measure are critical, yet they must be translated into measures of what the

company must do internally to meet customers’ expectations. After all, excellent customer

performance derives from processes, decisions, and actions occurring throughout the organization.

When it comes to the Internal perspective, managers are required to focus on those critical internal

operations that enable them to satisfy customer needs.

The customer-based and internal business process measures on the balanced score card identify

the parameters that the company considers most important for competitive success. But the targets

keep changing. A company’s ability to innovate, improve and learn ties directly to the company’s

value. That is, only through the ability to launch new products, create more value for customers, and

improve operating efficiencies continually, can a company penetrate new markets and increase

revenues and margins and grow and thereby increase shareholder value – the last portion of the BBSC.

While the Financial perspective, measures whether the company’s strategy, implementation,

and execution, are contributing to bottom-line improvement. Typical financial goals have to do with

profitability, growth, and shareholder value.


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APPENDIX


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Industry Brand Map

Competitive Products Portfolio

Product Category

Carbonated Soft

Drink Fruit Flavored

Juice Mineral Water

Energy Drink (Caffeinated)

Flavored Milk Based

Beverage

Mehran Bottlers

Pakola Ice Cream-Soda

Pakola Orange Pakola Lychee Pakola Raspberry Pakola Guava* Apple Sidra Bubble Up Double Cola

Diet Bubble Up

– Vital –

Pakola Milk Ice-Cream-Soda Pina Colada Mango Rose

PepsiCo.

Pepsi 7-Up

Mountain Dew Code Red* Mirinda Diet Pepsi Diet 7-Up

Mug Root Beer*

Tropicana Juices* Orange Apple

Grapefruit Cranberry

Aquafina Gatorade SoBe*

–

Coca-Cola

Coca-Cola Fanta Sprite

Diet Coke Sprite Zero

A&W Root Beer Dr Pepper

Capri-Sun Minute Maid-Orange Juice

Dasani Kinley*

Powerade* –

Nestlé

Milkpak

–

Nestlé Juices Apple Orange Grape Others

Pure Life Ava

Fontalia

– Milo

Nesquik

Campina

– – – –

Yazoo Vanilla

Chocolate Strawberry Banana

Brand Owner (Company)

Red Bull

– – – Red Bull Red Bull-Sugarfree

–


41

Others

Royal Crown Cola (RC Cola) Mecca Cola

Zam Zam Cola Amrit Cola

Canada Dry Tonic Canada Dry-Cream Soda

Everesse Ginger-Ale

Rani Shani

Shezan All-Pure Maza Polly Fruto Tropico Good day Kwikool Al-Habib

Sip-N-Sip Apple-Chaska

Sip-N-Sip Limo-Chaska IC-Oranjo Limetime Apila

Jaam-e-Afza Tops

Zain Premium Cortina

TOTO Real juice Tang

Sun-Sip Limopani Sun-Sip Thanda

Orange Roohafza

Murree-Lemonade Lipton Iced Tea

Snapple Vimto

Diet Vimto Malee

Mitchell’s Squash Ribena Quice

Jam-e-Shireen Bomba Chamdor

Sparkletts Vey Oslo

Culligan Aqua Safe Mineral Plus Perrier Evian Gulfa Masafi Volvic Jeema

Enorm Bison Blue Ox Energile

Milkpak

Olpers’ Milk Sun-Sip Shaker

Nescafé Lipton-

Flavored Tea Zain Flavored-

Milks Al-Marai-

Flavored Milks Hershey’s-Chocolate Syrup

Ovaltine Horlicks

IC Sath Sath Chocolate Strawberry Mango

KEY

Bold Italics = Brand Name

Normal Font = Flavor Variants

* = Product not yet available in Pakistan


42

FLAVOR VARIANT MAP Current Brand Portfolio & Possible New Ventures

Base Type

Carbonated Cola Base

Milk Base Flavor Type

Normal Diet

Water Base (Juice) Normal Diet

Caffeine Base

(Energy)

Food Base

(Candy)

Ice-Cream Soda

Cola

Orange

Lemon/Lime

Apple

Lychee

Raspberry

Guava

Pina Colada

Mango

Rose

Grape

Cookies & Cream

Vanilla

Chocolate

Strawberry

Cherry

Blueberry

Blackberry

Blackcurrant

Cranberry

Pineapple

Banana

Coconut


43

Peach

Kiwi

Pomegranate

Grapefruit

Watermelon

Melon

Pear

Sugarcane

Spices (Dr Pepper)

Date

Aloo Bukhaira

Honey

Mint

Bubble Gum

Caramel

Tomato

Chikoo

Kulfi

Pistachio

Tutti Frutti (Mixed Fruit)

Coffee

Tea Nuts (Peanuts, Cashews, Almonds)

KEY

Product Currently Served

Product Not Feasible

Possible New Venture

Certain Future Prospects


44

Possible Extension Strategies

Brand Portfolio

Existing New

Ex

isti

ng

Line Extension

Brand Extension

Bra

nd

Na

me

New

Multi-Brands

New Brand

1. Diet Cola Line 3. Diversify into the candy category with Pakola Ice-Cream Soda Flavoring 4. Acquire a snack food manufacturer

5. Fill gaps in currently served categories like fruit juices under a

new brand name

2. Introduce a new caffeine based energy drink under a new brand name


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Works Cited

1. www.pakola.com.pk

2. Bashar, Amanullah. “Beverage Industry: High Taxation.” 16th December, 2001; Online Source.

3. Porter, Michael. “Note on the Structural Analysis of Industries.” Competitive Strategy. New

York, The Free Press. 1980.

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