The document analyzes Porter's Five Forces for Cadbury. It finds:
1) Bargaining power of buyers, especially large retailers, is high as they have influence over shelf space and integration.
2) Bargaining power of suppliers of key ingredients like cocoa is moderate due to rising costs and efforts to ensure supply.
3) Rivalry among major competitors like Nestle, Mars, and Ferrero is high due to competition on price and for market share.
4) Threat of substitutes like cereal and fruit bars is high as health concerns rise and consumers demand healthier options.
5) Threat of new entry is low given barriers to competing with established brands with
The document analyzes Porter's Five Forces for Cadbury. It finds:
1) Bargaining power of buyers, especially large retailers, is high as they have influence over shelf space and integration.
2) Bargaining power of suppliers of key ingredients like cocoa is moderate due to rising costs and efforts to ensure supply.
3) Rivalry among major competitors like Nestle, Mars, and Ferrero is high due to competition on price and for market share.
4) Threat of substitutes like cereal and fruit bars is high as health concerns rise and consumers demand healthier options.
5) Threat of new entry is low given barriers to competing with established brands with
The document analyzes Porter's Five Forces for Cadbury. It finds:
1) Bargaining power of buyers, especially large retailers, is high as they have influence over shelf space and integration.
2) Bargaining power of suppliers of key ingredients like cocoa is moderate due to rising costs and efforts to ensure supply.
3) Rivalry among major competitors like Nestle, Mars, and Ferrero is high due to competition on price and for market share.
4) Threat of substitutes like cereal and fruit bars is high as health concerns rise and consumers demand healthier options.
5) Threat of new entry is low given barriers to competing with established brands with
The document analyzes Porter's Five Forces for Cadbury. It finds:
1) Bargaining power of buyers, especially large retailers, is high as they have influence over shelf space and integration.
2) Bargaining power of suppliers of key ingredients like cocoa is moderate due to rising costs and efforts to ensure supply.
3) Rivalry among major competitors like Nestle, Mars, and Ferrero is high due to competition on price and for market share.
4) Threat of substitutes like cereal and fruit bars is high as health concerns rise and consumers demand healthier options.
5) Threat of new entry is low given barriers to competing with established brands with
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Porter’s Five Forces
“Cadbury” The managers of a company should be systematically interested in knowing those forces that influence the evolution of the company and especially those that can jeopardize its competitive advantage and profitability. For this, managers should always know the dynamics of the activity sector and the market in which they operate so that they can stay in the game and remain competitive.
Bargaining power of buyers: Porter (2008) stated that where the product is a small fraction of buyers’ costs or expenditures, buyers are usually less price sensitive.
Cadbury has two categories of buyers namely, consumers or retailer.
Retail buyers are the group that has the most effect for Cadbury and other confectionery producers. They are mainly large retailers like i.e. Tesco, Asda in UK. There is competition for shelf space and threat of backward integration especially with brand only products. That is a very important group, which is directly correlated with the revenue. It could have high effect.
Bargaining power of suppliers: Group that has big impact on the final product, in terms of quality and price. The main commodities used by Cadbury are cocoa, milk, and sugar. Any change in the price of those commodities will affect directly the price of the product and the profitability. Confectionery manufacturers are facing increasing cost pressures as Cocoa prices hit their highest levels for 23 years due to fall in Cocoa production (BBC, 2008). Cadbury is using commodity derivative contracts for cocoa and sugar. ‘Cadbury Cocoa partnership’ is established to insure sustainable supply of Cocoa by supporting Cocoa farmers in Ghana, India, Indonesia and Caribbean (Cadbury, 2008). Another way perhaps to strengthen their position would be a backward integration, where they would acquire one or more of their suppliers to ensure that they have control over the commodity price (Johnson et al, 2008). Moderate effect.
Rivalry among existing competitors: Confectionary is an industry with stiff competition
amongst its players. There are five major players competing globally in confectionery industry: Nestle, Mars & Wrigley, Cadbury, Ferrero Rocher and Hershey with about 42% share of global market (Cadbury, 2008). All of the major players in the industry have very sound brands worldwide. There is a high growth rate of 5% in the developed countries, and about 10% in the emerging markets, which makes the confectionery industry very attractive. Because of the high competition, there is possibility of competition of prices, which will cause the company to operate with lower margins. High effect.
Threat of substitute products: World Health Organization (WHO) (2008) estimates that in
2005 at least 400 million adults worldwide were obese and forecasted that this figure in 2015 will be 700 million. USA, UK, and Germany are among the countries with largest number of people that are obese, overweight, and have cardiovascular health problems on the other hand those countries are the largest confectionery markets in the world. Consumers are becoming more and more aware of healthy eating, so the snacking habits are changing. There are numbers of substitutes emerging on the market, products like cereal bars and fruit bars are threat for the chocolate industry, as health conscious parents especially, would opt for the healthier option. Chocolatiers try to add value to their chocolate, with vitamins or antioxidants or by removing fat and sugar from the confection (Scully, C., 2006). Moreover consumers want firms to avoid e-numbers or synthetic colours and require instead organic substances In this regard many people think of the possible health benefits from the chocolate they eat. 2|Page Consequently a further development will start. Special groups like diabetics or allergy sufferers will rise in importance. (Vreeland, C., 2007). The other main direction in the confection industry is the tendency to pure black and high quality chocolate. Thus, the sweet is turning into a way in which people express their selves. Candy Industry (2006) clarifies this with the headline of one of their reports ‘Dark and Decadent vs. Milk and Mainstream’. The statement is underpinned by several data. In 2006 the sales of dark chocolate increased by 40%, every third chocolate released was a dark chocolate and the premium market was foretold to grow over 20% in the next periods. The bitter chocolate has the benefit of a low sugar rate and a lot of antioxidants that makes it much more healthy then normal sweets. A dark chocolate is a bit of luxury at a reasonable price, perhaps that’s a reason why this kind of sweet is so popular. The last point which supports the trend is that premium chocolate is for a multilateral use, for instance as a gift or decoration, optimally suitable (Rehan, 2007). The effect is high.
Threat of a new entry: – as the confectionery market is dominated by well established brands, as sated while analyzing the rivals, and they are Nestle, Mars & Wrigley, Cadbury, Ferrero Rocher and Hershey, with 42% of the market (Cadbury, 2008) for a new company is very difficult to enter the market, unless they come up with new interesting product, something to go in line with the healthy lifestyle perhaps, as discussed above. However, it will be difficult to take a considerable market share, as they would be competing against very well established companies, with also established brand names, distribution channels and high capital investment. Other barriers for new entrants are economies of scale and experience of major operators in production and distribution (Johnson, et al 2008). On the other hand those barriers might not be effective for a company that is diversifying, like Nestle, they used their strong position of the confectionery market to enter the ice cream market (Reader, 2006). The effect on Cadbury is low.
