Tao Heung Case Study Analysis

Tao Heung Case Study abbreviation reverseTao Heung is a listed company focusing on Chinese eating place rail line in Hong Kong and Guangdong. By utilizing ushers five forces model, Chinese eating ho uptake industry is identified to be intensively part with-enterprise(a). Nevertheless, Tao Heung still recorded slight yield by 2009 through successful be control measures and operational readiness. The company has strengths of strong m itary plant, approach efficiency, and good selling and management capabilities, and weaknesses of imbalanced market presence, business portfolio, and nifty structure. The business environment provides it in the raw opportunities for developing spick-and-span markets and businesses beca mapping of improving living(a) standard and purchasing force out. Major flagellums include severe pomposity leading to soaring bes related to labour, rent, and nutrient ingredients. TOWS matrix is a technique to formulate manageable strategical al ternatives matching intrinsic factors to external opportunities and threats. In corporate take, Tao Heung is suggested to adopt market ontogenesis schema by using merger and learnedness and supplement of debt. In business train, enhancing currently adopted exist leadership strategy is recommended.TABLE OF CONTENTS1. INTRODUCTIONTao Heung is a catering company, focusing on operate Chinese eating places and generally operating in Hong Kong and china market. The company was founded in 1991 and was listed on the main eat table of The Stock Exchange of Hong Kong Limited in 2007 (Stock code. 0573.HK). It is now operating 66 outlets, including various styles of restaurants, in Hong Kong and to a greater extent than 10 outlets in Mainland China.The business philosophy of Tao Heung is Delicious and Value for Money. It is well kn experience for its tonicity forages and quality services at relatively small-scale prices, and innovative marketing campaign, such as One long horse Chicken, at the minds of Hong Kong consumers. One Dollar Chicken campaign was a marketing promotion during the period of financial tsunami in 2008. Consumers could enjoy a dish of chicken for only One Hong Kong Dollars at the restaurants of Tao Heung. The campaign effectively enacted the companys Value for money philosophy.Chinese restaurant is a traditional industry in which there ar many inherent shortcomings and flaws. However, Tao Heung is renowned for the use of innovative marketing strategies and modern management techniques in run this traditional business. The objectives of Tao Heung be to become one of the most esteemed and premier Chinese restaurant groups in Hong Kong and China, recognized for innovations and its capabilities to provide high quality aliment and restaurant service that promise customers exceptional dining experiences (http//www.taoheung.com.hk/eng/corporate/overview.jsp).The goal of strategic management is to leverage a firms capabilities to accompl ish its strategic objectives with the balance of wholly stakeholders interest. Mr. Chung Wai Ping, who is one of the founders of Tao Heung, owns 36.7% of sh bes in Tao Heung and must be the key stakeholder. However, sh atomic number 18 owners of a firm be non the only group of stakeholders of the firm in the sense of strategic management. Stakeholders refer to the groups of people who fork out interests in a firms activities and affect or be affected by the achievement of the firms objectives (Wheelen Hunger, 2010). Therefore, creditors, suppliers, customers, competitors, employees, governments, and public in the communities are the stakeholders of Tao Heung.Tao Heung tries to maximize profit through providing quality foods and exceptional dining experiences to its customers. As a result, it has the capability to retaliate loans to its creditors, pay taxes to governments, share profits with employees, satisfy the business need of suppliers, and extend to communities. Meanwhi le, its status as one of the most esteemed and premier Chinese restaurant groups in Hong Kong and China inevitably has impact on its competitors.2. LITERATURE REVIEW AND METHODOLOGY strategy is defined as a firms theory about how to touch competitive advantages (Barney Hesterly, 2010). Therefore, strategic management is a set of managerial decisions and actions that generates the firms competitive advantage, and, hence, gains above average make it (Wheelen Hunger, 2010) (see innovation 1).MissionObjectiveExternal Analysis midland AnalysisStrategic ChoiceStrategy ImplementationFigure 1 Strategic Management ProcessThis article aims to critically evaluate the strategic position and direction of Tao Heung. Johnson and Scholes (2007 16) point out that understanding the strategic position is concerned with impact on strategy of external environment, ingrained resources and competencies, and the expectations and influences of stakeholders. Therefore, this article result present exte rnal environmental outline and natural analysis of resources and competencies for Tao Heung and evaluate its strategic options harmonisely.By conducting external analysis, the critical opportunities and threats in external environment of Tao Heung ordain be identified, including macro-environment and industry environment in which the firm operates. Porter (1980) contends that a firms profitability is determined by the military posture of competition indoors the industry it competes. As a result, he developed Five Forces pretending for examining the intensity of competition of an industry. In addition, generally adopt PESTEL framework for analyzing a firms macro-environment. The following factors are include in the analysis Political, Economic, Social, Technological, Environmental, and Legal factors (Harvard University Press, 2007).By conducting indwelling analysis, the shapingal strengths and weaknesses of Tao Heung will also be identified. The resources and capabilities wh ich are the source of competitive advantage will be identified by internal analysis (Barney Hesterly, 2010). Porter (1985) proposed that Value Chain Analysis is a technique for analyzing source of competitive advantage of a firm. However, according to the Resource-based View, competitive capabilities must be rare, durable, valuable, robust, and not easily be imitated (Grant, 2002).Then, external analysis and internal analysis are synthesized into a SWOT analysis. SWOT is an acronym used to describe the particular Strengths, Weaknesses, Opportunities, and Threats that are strategic factors for a specific company (Wheelen Hunger, 2010). Utilizing the result of SWOT analysis, a number of strategic options tail be generated. A TOWS matrix is produced to show how the external opportunities and threats facing a particular firm feces be matched with the firms internal strengths and weaknesses (Wheelen Hunger, 2010).Finally, this article will critically justify the strategy that Tao H eung is using and suggest corporate and business level strategy that Tao Heung should use to improve its performance. Corporate level strategy refers to the strategy that creates care for to the firm in line with the overall purpose and scope of the firm. Diversification, merger and acquisition, are examples of corporate level strategy. Business level strategy refers to the strategy about how to compete successfully in particular market and achieve competitive advantage (Johnson Scholes, 2007). Porter (1980) suggested three generic competitive strategies appeal-leadership, differentiation, and focus. They are examples of business level strategy.Secondary data from company annual reports, Internet, government statistics, academic journals, CEO interviews, magazines and newspapers will be collected for conducting analysis.3. ANALYSESFour analyses will be presented here Industry analysis, Macro-environment analysis, Internal analysis, and SWOT analysis.3.1 INDUSTRY ANALYSISAccordin g to Five Forces Model, the intensity of competition within Chinese restaurant industry in Hong Kong is determined by five competitive forces (Porter, 1980)Threat of new entrantsNew entrants are threats to the active firms within an industry because they bring new cleverness to the industry, and a new desire to gain market share and resources. If the doorway barrier to the industry is high, the threat of new entrants is lower. The relatively high capital requirements and sunk costs create certain degree of entry barriers for Chinese restaurant industry. According to the information provided by Trade and Industry Department (2006), the capital requirements for possibility a Chinese style caf was HK$1,275,500. The scale of a Chinese restaurant is 10 to 20 propagation greater than a caf, the capital requirements are estimated to more than(prenominal) than HK$15,000,000. Most of the investment is spent for decoration, facilities, and marketing activities. They are all sunk costs t hat cannot be recovered. Economies of scale also help establish barriers to entry. Therefore, the major rivals of Tao Heung are big Chinese restaurant groups such as Maxims and Star Seafood. Companies with limited capital have been not easy to start up a new Chinese restaurant in Hong Kong recently.Rivalry among existing firmsHong Kongs Chinese restaurant industry is dominated by several large restaurant groups now. They are Maxims restaurants, federal Restaurants, Hsin Kuang Restaurants, East Ocean Victoria City Restaurants, Star Seafood Restaurants, and Tao Heung Restaurants. The relatively small number of competitors and roughly enough in size create intensively competitive environment. In addition, the suppuration rate of this industry is slow. The value of Chinese restaurant receipts and purchases for the first half of 2010 was HK$19,600 million, accounting for 6% increase compared with last form (Census and Statistics Department, 2010). Moreover, the exit barriers of this industry are high because of high sunk costs. Diversity of rivals and differentiation are low. These factors contribute to fierce competition within this industry.Threat of substituteThere are many substitute products that can satisfy the same(p) needs of dinning in Chinese restaurant. Consumers would like to gather to mingle and socialize in Chinese restaurants, besides of the dinning needs. But they could satisfy the same needs by going to Western restaurants, prodigal food restaurants, or even at home. According to Porter (1980), substitute limits the potential returns of an industry by placing a price ceiling. Chinese restaurants cannot charge profitably beyond the perceived values of dinning experiences.Bargaining cause of buyersThe bargaining power of buyers in this industry is high. The major reason is that consumers can choose their favorite restaurants free of switch costs. The restaurants can create greater product and service differentiation by introducing innovative r ecipe, and leveraging quality foods and services, in order to erode the bargaining power of buyers.Bargaining power of suppliersThe major suppliers of Chinese restaurants are the food suppliers. They are numerous in the market. The products are not unique and restaurants have about no switch costs to change suppliers. Substitutes are always readily available. Therefore, the bargaining power of suppliers is low.Overall, collective strengths of five competitive forces determine high level of competitive intensity in Chinese restaurant industry. The profit potential of this industry is limited.3.2 MACRO-ENVIRONMENT ANALYSISPESTEL framework is employed for analyzing macro-environmentPolitical factorsThe frugal transition policy of the government of Guangdong state of matter intended to change the manufacturing-based economy into high-value-added economy. The results lead to severe factory closure in Southern China. It is a drawback for the market development strategy of Tao Heung s ince its physical presence in China is mainly in the cities in Guangdong province. On the other hand, after the 2008 financial tsunami, Chinese government introduced measures which aimed at promoting domestic help demand and change magnitude welfare benefits. The purchasing power of Chinese consumers has been increased. Tao Heung is definitely benefited from these measures. Overall, the market potential for Chinese restaurants business seems to be optimistic in the long run. After all, factory closure in Guangdong province is a temporary phenomenon. It will recover when the transition is successful achieved.Economic factorsFinancial tsunami in 2008 created a very volatile economy for catering industry. Tao Heung recorded a relatively low revenue growth of 5.5% only in 2009 (Tao Heung, 2010). Fortunately, economic conditions both in Hong Kong and China are gradually recovering. However, another economic force has been negatively affecting Chinese restaurant industry since economic recovery. Inflation has been very proficient for the recent two years. As a result, the costs of raw materials have been soaring. The profitability of Tao Heung is inevitably eroded. In addition, Tao Heung also faced rental and labour market pressure because of severe pompousness. Indeed, rent, food and labour are three major inputs to Chinese restaurant industry. Increased Costs associated with rent, food and labour cause profound negative impact on the Chinese restaurant industry.Social factorsLiving standard is high in Hong Kong. Besides, as economic growth in China is substantially, living standard is improving accordingly. Thus, there is increasing demand for quality culinary art. Restaurant goers both in Hong Kong and China are not only seeking for food, but also for specialty recipe, quality service, and excellent atmosphere. In addition, there are rising concerns for food safety also. It whitethorn be because of recent food safety problems in China and the emerging envir onmental conservation sentiment. Increasing demand for quality and safety will impose challenges to that industry. On the other hand, it may be opportunities for Tao Heung. Tao Heung is a pioneer in adopting modern management and marketing skills to operate traditional Chinese restaurants. If Tao Heung can cope with the challenges, they can outperform its rivals. Besides, improving living standard in China means more market opportunities, for example, banquets market.Technological factorAdvanced information system technology is an enabler of modern show filament management. Tao Heung has utilized bulk purchase and direct food supply from its logistics decocts to enhance cost efficiency. The development in food processing technology also creates new opportunities for food catering industry, chilled food avocation business.Environmental factorChinese restaurant operations pollute water when washing foods and dishes. According to the Polluters even up Principle, restaurants need to pay additional sewage charges. Because of the increased environmental concern in our society, the sewage charges are expected to rise. Besides, consumers are more concern about food safety now because of severe befoulment problems.Legal factorThe minimum wage legislation process is about to complete in Hong Kong. The initial minimum wage rate will be HK$28 per hour. It is expected to come into force on May 1, 2011 (Labour Department). Tao Heung will face increasing labour costs and human resources pressure.3.3 INTERNAL ANALYSISInternal analysis is concerned with identifying a firms internal strategic factors which is the firms critical resources and competencies for success (Wheelen Hunger, 2010). With reference to resource-based view of strategic management, Grant (2004) suggested that an organizations sustainable competitive advantage is primarily determined by its strategic resources and competencies. The following internal strengths are identified to be critical for the su ccess of Tao Heung concentrated financial positionTao Heung has very low debt ratio (about 1%). The value of cash and cash equivalents asset is 428 million at the end of 2009 (Tao Heung, 2010). In addition, Tao Heung is listed company so that it has capability to raise funds from shareholders or public when needed. The strong financial position can support Tao Heung to grow naturally or grow by merger and acquisition.Logistics centresTao Heung owns a logistics centre in Tai Po (Hong Kong) and Dongguan (China). The logistics centre in China enables it to achieve bulk purchase of food ingredients from their sources. Logistics centres have another role of supplying food products to restaurants of Tao Heung. Foods have been processed before delivering to restaurants. The semi-processed food ingredients can help (1) fulfil the cooking time in restaurants, (2) use less skillful chef, and (3) save kitchen space. Besides, the excess capacities of logistics centres are utilized to manufactu re pre-packing chilled food supplied to its own outlets, supermarkets and food centres, providing another source of revenue. merchandise and management capabilitiesTao Heung has profound marketing capability. The marketing team has launched some excellent promotion campaigns such as One Dollar Chicken. They have also developed brand awareness in China and have won some awards such as realise 500 Quality Brands in China 2009 and Top 500 Overseas Chinese Merchants in Chinas Market (Tao Heung, 2010).Tao Heung has a lot of innovations in Chinese restaurant management, for example, achieving cost efficiency by using operation of logistics centres. Moreover, Tao Heung will establish a training pioneer providing professional training to restaurant workers with the cooperation of VTC. The program can ease labour pressure of the industry. Although the economic patch was bad in 2009, Tao Heung could still achieve growth through stringent cost control measures and streamlining of operations .On the other hand, Tao Heung has some weaknesses. It has been too focus on Chinese restaurant business and Hong Kong market. Its peripheral businesses including skyway catering, chilled food trading and bakeshop accounted for a relatively modest amount of total turnover (HK$52 million) in 2009. Besides, Mainland China business accounted for only 17.3% of total turnover in 2009. In addition, its use of debt has been too little. Better use of debt can enhance returns of shareholders, although high level leverage of debt will increase business risk.3.4 SWOT ANALYSISA SWOT analysis summaries the key issues from the external environment and the strategic capabilities of an organization that are most likely to impact on strategy development (Johnson Scholes, 2007).Figure 2 shows the internal strengths and weaknesses of Tao Heung, as well as the opportunities and threats from the external business environment. The strengths are strong financial position, cost efficiency, and marketing and management capabilities. The weaknesses are imbalanced market coverage, business portfolio, and capital structure. Opportunities include increasing purchase power, living standard, demand for quality cuisine, and advanced IS technology. The threats include inflation pressure, minimum wage, intense competition, and food safety concern.StrengthsStrong financial positionCost efficiency through the use of logistics centresGood marketing and management capabilitiesWeaknesses unbalanced market coverageImbalanced business portfolioImbalanced capital structureOpportunitiesIncreasing purchasing power in Mainland ChinaIncreasing living standard leading to new business opportunities such as banquetDemand for quality cuisineAdvanced IS technology enabling efficient supply chain managementThreatsSevere inflation pressure leading to rising costs related to rent and food. tokenish wage legislation leading to higher labour market pressureIntense competition in Chinese restaurant industryConcer ns about food safetyFigure 2 SWOT Analysis for Tao HeungTOWS matrix is used to illustrate how the external opportunities and threats facing a particular organization can be matched with that organizations internal strengths and weaknesses to result in four sets of possible strategic alternatives SO strategies, WO strategies, ST strategies and WT strategies (Wheelen Hunger, 2010) (see Figure 3).Strengths (S)Weaknesses (W)Opportunities (O)SO strategies produce strategies that use strengths to take advantage of opportunitiesWO strategiesGenerate strategies that take advantage of opportunities by overcoming weaknessesThreats (T)ST strategiesGenerate strategies that use strengths to quash threatsWT strategiesGenerate strategies that minimize weaknesses and avoid threatsFigure 3 TOWS MatrixThe possible strategies are listed in the Figure 4. In summary, Tao Heung is suggested to develop new markets, enhance its operation efficiency, rapid expansion into Mainland China, and better use of debt. The strategies can be consolidated into two levels of strategies corporate and business level.Strengths (S)Strong financial position (S1)Cost efficiency (S2)Good marketing and management capabilities (S3)Weaknesses (W)Imbalanced market coverage (W1)Imbalanced business portfolio (W2)Imbalanced capital structure (W3)Opportunities (O)Increasing purchasing power (O1)Increasing living standard (O2)Demand for quality cuisine (O3)Advanced IS technology (O4)SO strategiesExpansion to various food catering businesses (S1O2O3)Rapid expansion into Mainland China (S1O1)Enhance capacities of logistics centres (S2O4)WO strategiesAcquire other catering businesses (W2O2)Merger and acquisition in Mainland China (W1O1)Threats (T)Severe inflation pressure (T1)Minimum wage legislation (T2)Intense competition (T3)Food safety concerns (T4)ST strategiesLeveraging the use of logistics centres (S2T1)Stringent quality control (S3T4)More stringent cost control (S2S3T1)Improved employee training (S3T2)WT strategies metamorphose into other market segments (W1W2T3)Figure 4 TOWS Matrix for Tao Heung4. DISCUSSION AND CONCLUSIONSAnsoff product/market growth matrix (Figure 5) suggests that a business attempts to grow depend on whether it should market new or existing products in new or existing markets (Johnson Scholes, 2007).Existing ProductsNew ProductsExisting MarketsMarket PenetrationProduct nurtureNew MarketsMarket DevelopmentDiversificationFigure 5 Ansoff Product/Market Growth MatrixConcerning with Tao Heungs corporate level strategy, market development is a more suitable strategy. Both new geographical markets and new segment markets should be explored.Although Tao Heung has established its presence in Chinese market, it has only less than 15 restaurants in China by the end of 2010. All of these restaurants are located in Guangzhou and Shenzhen. Tao Heung should expand more rapidly in China market and open more new restaurants in other cities within Guangdong province.Regarding to segment markets, most of restaurants in Hong Kong are seafood restaurants targeting to medium income level families. Tao Heung has adopted multi-branding strategy. The different brands are targeting alike segments using different products. For example, Hak Ka Hut, Chao Inn, and Shanghai Inn provide different style of dishes but target the same segmented customers. Chao Inn and Shanghai Inn even located at the same place. HIPOT is a new brand of Tao Heung. This new brand target young customers. It is a good direction. Tao Heung is encouraged to explore more new segment markets by building more new brands.Tao Heung has mainly used internal development for growth. The only acquisition in the past few years is the acquisition of Tai Chong Bakery. Using companys own resources to develop new businesses is actually a play safe game. However, Tao Heung is suggested to use more merger and acquisition to expand into China market in a more rapid pace. Since Mainland China is a broad marke t, growth by acquisition could be better than by organic growth. Besides, Tao Heung can better use of debt to balance its capital structure.Porter (1980) suggests three generic strategies to compete with rivals in a market. They are cost leadership, differentiation, and focus strategies. Cost leadership is the strategy that Tao Heung is currently adopting. Tao Heung put much effort on achieving cost efficiency by utilizing logistics centres and stringent cost control measures. . It is a correct direction since Chinese restaurant is a very intensively competitive industry. However, Tao Heung is suggested to focus on maintaining quality cuisine while achieving cost efficiency. To complement cost leadership strategy, diversifying into other food catering business such as bakery and school catering to balance its business portfolio.