The document contains an analysis of Mang Inasal's internal strengths and weaknesses as well as external opportunities and threats. Based on the results, Mang Inasal falls under the rapid market growth quadrant of the grand strategy matrix. The best strategic options are market penetration through advertising and social media, market development by expanding to Mindanao cities, and product development through customer research and supply chain improvements.
The document contains an analysis of Mang Inasal's internal strengths and weaknesses as well as external opportunities and threats. Based on the results, Mang Inasal falls under the rapid market growth quadrant of the grand strategy matrix. The best strategic options are market penetration through advertising and social media, market development by expanding to Mindanao cities, and product development through customer research and supply chain improvements.
The document contains an analysis of Mang Inasal's internal strengths and weaknesses as well as external opportunities and threats. Based on the results, Mang Inasal falls under the rapid market growth quadrant of the grand strategy matrix. The best strategic options are market penetration through advertising and social media, market development by expanding to Mindanao cities, and product development through customer research and supply chain improvements.
The document contains an analysis of Mang Inasal's internal strengths and weaknesses as well as external opportunities and threats. Based on the results, Mang Inasal falls under the rapid market growth quadrant of the grand strategy matrix. The best strategic options are market penetration through advertising and social media, market development by expanding to Mindanao cities, and product development through customer research and supply chain improvements.
Brand Image -2 Product and Service Quality -2 Total -1.5 Environmental Stability Price range of competing -3 products Barriers to entry into market -5 Technological Changes -1 Total -3 GE Matrix MANG INASAL 4 Industry Atractiveness
1 1 2 3 4 Business Strength/Competitive Position GRAND STRATEGY MATRIX RAPID MARKET GROWTH Quadrant II Quadrant I
1. Market Development 1. Market Development
2. Market Penetration 2. Market Penetration 3. Product Development 3. Product Development 4. Horizontal Integration 4. Forward Integration 5. Divestiture Liquidation 5. Backward Integration 6. Horizontal Integration 7. Related Diversification
WEAK STRONG COMPETITIVE COMPETITIVE POSITION POSITION
SLOW MARKET GROWTH + Strategic Alternatives Market Market Product Pentration Development Development Internal Factors Weight AS TAS AS TAS AS TAS Strengths Fast growing company 0.1 4 0.4 3 0.3 4 0.4 Adaptability to dynamic market 0.07 4 0.28 1 0.07 4 0.28 Locally adapted food menu 0.07 2 0.14 4 0.28 3 0.21 Large target market 0.1 4 0.4 4 0.4 2 0.2 Well established reputation 0.12 4 0.48 3 0.36 2 0.24 High customer satisfaction 0.1 3 0.3 3 0.3 4 0.4 Weaknesses Low product diversification 0.15 3 0.45 3 0.45 4 0.6 Limited space 0.11 4 0.44 4 0.44 1 0.11 Poor technological advances 0.07 2 0.14 2 0.14 1 0.07 High employee turnover 0.1 1 0.1 1 0.1 2 0.2 Slow service 0.08 2 0.16 3 0.24 1 0.08 External Factors 1 Opportunities Expansion in local or international 0.13 3 0.39 2 0.26 2 0.26 market Promoting its brand through advertisement 0.1 4 0.4 3 0.3 4 0.4 Technological advances 0.06 2 0.12 3 0.18 2 0.12 Innovation in product range 0.11 4 0.44 4 0.44 4 0.44 High exposure location 0.1 4 0.4 2 0.2 2 0.2 Threats Changing customer taste 0.15 3 0.45 2 0.3 2 0.3 Aggressive competitors 0.1 4 0.4 4 0.4 3 0.3 Trend towards healthy eating 0.02 3 0.06 0 0 1 0.02 Similar concepts and services (e.g. 0.08 4 0.32 4 0.32 1 0.08 unli rice) Higher cost in acquiring advance 0.05 3 0.15 2 0.1 2 0.1 technology Low customer retention 0.1 2 0.2 3 0.3 1 0.1 Sum Total Atractiveness 1 6.62 > 5.88 4.9 1 not acceptable 2 possibly acceptable 3 probably acceptable 4 most acceptable 0 not relevant Strategy Based on the Analysis Mang Inasal falls under the quadrant one of the grand strategy matrix. Under this quadrant, market development, market penetration, product development and related diversification are available for business. However, Mang Inasal cannot adapt horizontal integration for they are bought by its competitor Jollibee Food Corporation. Forward Integration is not also available since Mang Inasal don’t offer merchandise that can be directly sold. Lastly, Backward Integration will not be appropriate since Mang Inasal has different suppliers. ____________________________________________________
The most common options are Market Penetration and Product Development. For the third strategy, Market Development and Related Diversification got the same total. However, market development strategy will suit the company better. ____________________________________________________
1. Market Development Strategies
Branch out stores in Mindanao specifically in urbanized cities 2. Market Penetration Strategies a. S1-O1 Hire new product endorsers b. S1-O5 Increase brand visibility by taking advantage of advertising on mass transportation systems c. S1-T1-T5 Intensify social media marketing 3. Product Development Conduct research through mobile and online surveys Build a smooth communication channel for faster distribution of products from the supplier to the branches
