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VIKING FOOD AS

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by

andreas becker

on 24 March 2014

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Transcript of VIKING FOOD AS

VIKING FOOD AS
INTRODUCTION
ANALYSIS OF SITUATION
STRATEGIC PROBLEM DEFINITION
CONCLUSION
GOALS and CSFs
ALTERNATIVES
Situation

many export markets
increasing competition
in home market
EU trade barriers
EXTERNAL ANALYSIS
Globalization drivers
and PESTEL
Political factors:
customs barriers
stability in majority of EU countries
new membership negotiations?

Economic factors:
EU economic recession both cheaper and riskier to engage in FDIs

Cultural factors:
different preferences hinders econ. of scale



Industry is differentiated from
country to country


Globality of industry structure
Current industry structure:
level of int. trade relative to production - low overall

industry concentration - Fragmented national industry national oligopolies



Multilocal structure Potentially global


Porter's 5 for EU
C.A.G.E. model
cultural distance: high

administrative distance: low

geographical distance: low excl. Asia / US

economic distance: high
FINANCIAL ANALYSIS
current ratio = 1.42

working capital = 23 million NOK

high A/R compared to A/P

debt/equity ratio = 1.4

low profit margins
BAKKA MODEL
ACE MODEL
SYNTHESIS
Suppliers' power:
MEDIUM
Rivalry:
INCREASING
Threat of substitutes:
SMALL
Buyers power:
REDUCING
Threat of competitors:
DECREASING
STRENGTHS
WEAKNESSES
lack of structure and coordination
passive approach to exporting
small market share in export markets
lack of satisfactory cost management
low profit margins
market network
experience in export markets
partnership with Vattensmör
top of the line production facility
dedicated workers
OPPORTUNITIES
THREATS
set up production in EU country
expand current and seek new niche markets
joint venture with another Norwegian firm
consolidation in both the Norwegian market and abroad
economic instability in an export country
increasing EU tariffs
Facing
increasing competition

at home,
trade barriers
and
catering to a
big number of
export markets
, your company
needs to decide on how to best
utilize these markets.
How can you improve your
exporting activities and which
markets should you focus on, if any?
export sales of 40 million NOK within 3 years
-work on managerial attitudes towards exporting
-increase control in the export markets
-increase brand awareness

increase profit margin in export markets by 6.88%
-minimize effect from trade barriers
-lower production costs

concentration in selected export markets
-increased presence in selected markets
-improve management and control of distribution channels
EU markets
Faraway markets
production of export goods in Estonia - contract manufacturing

prioritizing export markets
Asia and USA as target markets

regional centers - production and R&D at home


concentrate on Nordic markets -no withdrawals from other markets

keep production in Norway

standardize production
-economies of scale
EU markets
Faraway markets
Nordic markets
Pros
Cons
IMPLEMENTATION
Preparedness for
internationalization
Industry globality
Local
Potentially global
Global
High
Low
9 Windows
Questions
consolidate in export markets?
stay at home?
what about trade barriers?
INTERNAL ANALYSIS
marketing investment in Sweden
branding issue in Spain
distributor relationship in Italy
Nordic markets
Competences
(LOW-MEDIUM)
Attitudes
(MEDIUM)
Embodiment
(LOW)
thank you for your attention
Full transcript