Strategic analysis report through a case study

Running Head:STRATEGIC MANAGEMENT 1
Strategic Analysis Report of Cobra Beer Industry
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STRATEGIC MANAGEMENT 2
1.0 Executive Summary
This report discusses strategic practices at Cobra Beer industry. It identifies the strategic
practices that make the organization a top-class producer of beer around the world. The report is
organised in a format which begins with the introduction to analyse the competitive forces and
strategic elements of the external environment as a practice with the case study being Cobra Beer
industry. It then carry out a discussion and literature review on the concept of internal strategic
and analyses the company using appropriate organisational and strategic models. The report
thirdly identifies the external stakeholder concerns that Cobra Beer Company experiences and
critically evaluate their impact on the corporate reputation and brand equity of the company.
Finally, the paper gives a conclusion for Cobra Beer Company and how that can sustain its future
position in its areas of speciality in relation to the diverse forms of strategic practice.

Table of Contents
1.0 Executive Summary.................................................................................................................. 2
1.1 Introduction............................................................................................................................... 4
2.0 Competitive Forces and Strategic Elements of the External Environment............................... 4
2.1 Micro Environment- Porter’s 5 Forces Model Analysis ....................................................... 5
2.1.1 Threat of substitute products .......................................................................................... 6
2.1.2 Threat of new entrants .................................................................................................... 6
2.1.3 Bargaining power of Customers ..................................................................................... 7
2.1.4 Bargaining power of suppliers........................................................................................ 7
2.1.5 Industry competitors ....................................................................................................... 8
2.2 Macro Environment- PESTEL Analysis............................................................................... 8
2.2.1 Political factors ............................................................................................................... 8
2.2.2 Economic factors ............................................................................................................ 8
2.2.3 Social factors .................................................................................................................. 9
2.2.4 Technological factors...................................................................................................... 9
2.2.5 Environmental Factors.................................................................................................... 9
2.2.6 Legal Factors ................................................................................................................ 10
3.0 Internal Environmental Analysis ............................................................................................ 10
3.1 Organization Resources....................................................................................................... 10
3.2 Strengths & Weaknesses ..................................................................................................... 12
3.3 Organizational Structure ..................................................................................................... 12
4.0 Analysis of Public Relation Crises ......................................................................................... 14
5.0 Strategic Analysis ................................................................................................................... 15
5.1 Corporate Strategy............................................................................................................... 16
5.2 Business-level strategies. .................................................................................................... 17
5.3 Strategies Suggested for Implementation and Evaluation................................................... 17
6.0 Conclusion .............................................................................................................................. 18
7.0 Reference ................................................................................................................................ 20

1.1 Introduction
The advancement of a company, change management structure in planning, need
innovative techniques of co-ordination and location of business, call for organizations to
constantly adjust to environmental modifications inside as well as outside the action.
Environment dictates the company’s strategy, policymaking, organizational system and
management approach. Strategic management is a process that include formulation, execution
and assessment of cross-sectional roles and resolutions in an organization that helps its
determinations to realize and accomplish immediate and long-standing objective and goals
(O’Toole and Meier, 2014). Awareness of the environment has turn out to be the initial point of
the strategic analysis. According to Grant (2016) company strategy has to consider two
environmental factors, internal and external environments. The strategic management for the
company require a general and independent objective analysis about the advancement of both the
external environment and internal environment, centred on the preliminary findings to set up the
managerial strategic plans and goals (Hill et al., 2014). This report therefore analyses strategic
practices at Cobra Beer industry for efficient service delivery in an organization.
2.0 Competitive Forces and Strategic Elements of the External Environment
For any company to develop and thrive, executives of the company should be capable to
foresee, identify and deal with transformation within the internal and external environment. The
strength of competition within a company is neither a subject of bad luck nor coincidence.
According to Peteraf et al., (2014) analysis of external environment within an organization such
as Cobra Beer Company involves micro-environment factors which consist of stakeholders
within the organizations, concern individuals within the immediate environs, customers,
suppliers, public power and competitors, while macro-environment elements involve trends and

factors that take place in society and cannot be dispensed to other companies, however with an
effect from the distance. The external environment should efficiently analyse both macro-
environment and micro-environment influence using PESTEL and Porter’s 5 Forces Model
respectively.
2.1 Micro Environment- Porter’s 5 Forces Model Analysis
The intensity of competitive forces within an industry defines the extent to which influx
of investment happens and drives the profit to the free marketplace level, and therefore the
capability of companies to withstand above-average revenues. The condition of competition in
Cobra Beer Company is influenced by five critical competitive forces for example threat of new
entrants, intense rivalry among existing players, bargaining power of suppliers, bargaining power
of buyers and threat of substitute products (Porter, 1985). Subsequent is the comprehensive
analysis of the external factors affecting Cobra Beer Company as well as its market position.

Figure 1.0: Porter’s 5 Forces Model Analysis
2.1.1 Threat of substitute products
The entire beer industry is feeling vulnerable due to the advances happening within other
fermented drinks. The entrance of Cider wine within the market has taken away alcoholic drink
market place share. Other companies are introducing consumer favored and sweeter flavors such
as whisky and Vodka. The success of Crabbie's Ginger produced by Ginger flavored Halewood
International within a span of two years since it was introduced has resulted into production of
several innovative flavors within alcoholic drinks. Product modernization will become a
significant factor for companies producing alcohol drink, making the industry competitive in
addition making lot of substitutes (Prahalad and Ramaswamy, 2013). This is the state at which
the old-style beer and lagers are feeling susceptible, nonetheless individuals are enticed towards
an extra first-class brands, with heritage, quality and advancement. Instead of paying for regular
product, individuals are prepared and willing to pay extra for exceptional and finest products
(Porter, 1985). Therefore to uphold incomes premium, restricted edition and value added
products were announced in which quality is the most concern. Hence the substitute's threat is
high.
2.1.2 Threat of new entrants
Although beer market is reducing, the new generation is constantly set to attempt
innovative brand and new taste. Customers are paying attention to special and expertise brands.
Customers are getting adventure every day and are ready for changes. Trade in premium lager
was among the lager which experienced growth back the year 2011. Robust products with
tradition for instance Peroni Nastro Azzurro from Miller Brands, as well as new brands such as
Mahou 5 Estrellas from Carlsberg and Cambodian beer King from KC Brands are all receiving

customer's attention (Dobbs, 2014). The attractiveness towards association of global foodstuff
and complimentary quality lagers similarly assisted to attract customers in the direction of
imported lagers.
2.1.3 Bargaining power of Customers
Because United Kingdom’s economy is not in stable state, it is understandable to realize
that expenditure has decreased considerably in the past five years. Consumer and prices are
closely associated within a given industry, in the case of Cobra industry government guidelines
has established standard for lowest price to retail a beer. On the other hand, owing to economic
state and increasing interest within other fermented products consumers are running away from
beers. Companies cannot lessen the costs after definite level neither can they upsurge the demand
of produces (Nair et al., 2011). Consequently as they are trapped within this circumstances the
risk is high from bargaining power of consumers which should be resolved wisely and
immediately.
2.1.4 Bargaining power of suppliers
The relationship with suppliers is long term, requires a lot of confidence, understanding
besides significance of service. In the case of Cobra Beer Company, the manufacture of the beer
is custom-made to provide a smaller amount of gaseous feel and the production and make-up of
raw material is extremely multifaceted. Furthermore supplier of 66oml and 330ml bottles have
been supplying the company with bottles for more than four years making the company less
susceptible to threats from suppliers (Sheu and Gao, 2014). This has minimized the cost of
changes and timed consumed during tender process.

2.1.5 Industry competitors
In such a united market place of beer, eighty percent share of beer bulk sales are from the
leading brewers constitute of 80% share of beer volume sales. In such consolidated marketplace,
with a distinct common product the share within the market can demonstrate the variation (Chen,
2014). This has increased the threat of from industry competitors. Coors and Molson sustained
fixed market share, with a minimal development in sales, in which brands such as cobra beer are
always leading in the market from previous years owing to the innovative trends in drinking of
lagers.
2.2 Macro Environment- PESTEL Analysis
Understanding macro environment within an organization assist in knowing the
performance of a product or a brand within the market. To analyse macro-environment elements
that have an impact on the performance and entrance of a product in marketplace, PESTEL
approach can be used.
2.2.1 Political factors
According to Lindeman et al., (2012) the government of United Kingdom announced a
sanction on the sale of alcoholic beverages lower than VAT and duty tax levels in 2011. The
introduction of 20% VAT the same year increases the excise duty. The increase in the duty on
lagers and beer affected buyers within the United Kingdom and was only obtainable for those
travelling outside the European Union.
2.2.2 Economic factors
The European countries were faced with economic recession the year 2008 to 2010.
Alcoholic beverage companies such as Cobra Beer Company is facing increase prices, lower
rates of consumption and reduction in spending ability, increasing unemployment rates, and

underdeveloped retail sales growth wedged consumers drop in nonrefundable income. All these
economic factors had a major challenge on the production of lager within Cobra Beer Company
in the year 2008 (Barr, et al., 2012).
2.2.3 Social factors
Cobra Beer Company faced social factors which were attributed by the level of
awareness of health status and the impact of alcohol within the human body. Thus this decreased
the drinking fashion among friends within clubs and pubs. The enactments of regulations and
rules for selling beer on and off trade affected the buying rates of the brand Gensler et al., 2013).
The various health campaigns across the UK such as responsive drinking awareness had a
negative impact on the rate of consumption of the company’s products.
2.2.4 Technological factors
The company used innovative approach to capture beverage at home market. The
application of technology is used offer products that are related to pub sense of taste by offering
built in CO2. Cooling and packaging and design of the bottle are the major reason Cobra
Company is using technology. Innovating lagers such as Jubilee Strawberry Fruit Beer and
Cobra bite which have diverse tastes were produced to attract students and woman consumers
(Howarth, 2016).
2.2.5 Environmental Factors
Reduced carbon release is the main factor which is requesting industrialists to yield,
package as well as sell the produce within an ecologically way. Usage of manufacture waste in
environs friendly way, as animal feedstuff and marmite creation. This technique saves the
company energy and increase yield (Sandström et al., 2014).

2.2.6 Legal Factors
The government of UK has set rules and legislation regarding marketing, consumption
and selling of products by the beverage companies. These are aimed at reducing the sale of the
company’s products underage Gauthier, R. (2014)
3.0 Internal Environmental Analysis
Santos-Vijande et al., (2012) states that developing and sustaining a competitive
advantage within the current market proves to be difficult for industries. Innovation is significant
and with international influence as well as the abilities of internet, industries should aggressive
with the determination to continue being competitive. To achieve a better understanding of the
industries’ proficiency, price position plus competitive sustainability within the market, an
internal environmental analysis might be conducted. This kind of analysis is used in defining the
organizations weaknesses and strengths which is then used to advance strategic planning goals
with the reason of developing an organization in addition achieving a competitive advantage
(Williams, n.d.). Below is the comprehensive analysis of the internal environment of Cobra Beer
Company and its market position.
3.1 Organization Resources
This is a very important element among the internal environment factors within an
organization. Resources are defined as an organizations physical and imperceptible assets. The
physical resources might be termed as resources that can be measured or observed or, and consist
of physical and financial resources. According to a report by Smale (2014) Cobra Beer Company
is an equally big company which produces several brands of products of beer hence it is
challenging to identify the industries’ financial position merely centred on its Cobra premium
brand beer, however the information on the industries beer production sector is freely available.

The industry states that their beer business accounts for 27% of their revenue (Russell, 2014),
which incorporated several beer brands the industry produces. According to the company reports
issued in 2011, the joint venture between Karan Bilimoria and Molson Coors led to the increase
of the company’s revenue. It achieved revenue of £50.1million before the taxation was carried
out. Physical resources are as well an important attention when carrying out an internal analysis
because are too needed in the creation of a service or a product. Cobra Beer company controls
it’s United Kingdom and Ireland and brands within different location.
The process of production and the style of production used is very essential since it
allows the company to apply make-to-stock structure and yield inventory on great scales. Russell
(2014) confers the equipment in the production firm is important to the production of beer, for
example Cobra premium and Cobra zero as these produce define the quality. Storage of beer is
of the same importance because it allows the industry to possess a great volume of beer in stock
as well as decreasing intermission time within the production course. According to Hitt, Ireland,
and Hoskisson (2015) intangible resource are resources that are deep-rooted in the company’s
history, mount up over time and are comparatively challenging for competitors to study and
mimic. Intangible resource consist of innovations, human and reputable resources. Cobra Beer
finest intangible resource is its trademark awareness. The company has been existing for a
lengthy time and its appealing clink is its recognition all over United Kingdom and the brand is
popular in both generations (the young and the old). Cobra Beer Company reputation is
additional resource that the company can take advantage of. Cobra Beer Company is recognized
to deliver quality beer for a larger bottles (Smale, 2014). Consumers believe on the trademark as
they recognise what to get when purchasing the beer. They need not worry about changing

degrees of quality every time they purchase Cobra that has been continuously existence. Its
present is genuinely rooted in quality beer and at decent quantity.
3.2 Strengths & Weaknesses
In investing into the beer industry, there are several strengths which Cobra Company
could use in its benefit. To begin with, the above company turnover shows that Cobra Beer
industry is profitable, which shows that the company has the resources to spend in building the
business. Added advantage which will assist the industry in producing more brand awareness is
that Cobra Beer Company is at present a trademark which is known Claridge and Cooper (2014).
The matter is within the point that the brand is not identical with advanced quality alcoholic-style
beer. It is recognized as a decent quality beer that make the consumers feel fresh when
consumed. The weakness which impend the company’s achievement in the current market is
Cobra has little experience in the beer pub industry. There is no past account or involvement in
the customer service industry, however an industry needs to have a constant communication with
its consumers through strategic changes (Teixeira, 2012). The internal analysis shows that Cobra
experience in beverage and food production such as Indians foods is a pronounced strength in
relations to creating innovative related products. Even though it might be puzzling, it is definitely
achievable.
3.3 Organizational Structure
The organizational system of the company is that of a usual beverage manufacturing
company. The figure below is the organizational structure of Cobra Beer Industry: Cobra Beer is
owned by Karan Bilimoria and Molson Coors, who owns the largest shares through venture and
yields numerous products under various brands. The company is usually distributed into
departments centered on the products they produce (Stark, 2015). The structure of Cobra Beer

Company follows that of a chain of command and is consolidated. The company practices a
combination of efficient, product, and environmentally friendly departmentalization. Principles
of supply chain management by Wisner et al., (2014) states that variations in a number of supply
chain principles or promises might have a raw material adverse influence on the financial and
business consequences of the company. The company business consist of several co-operative
venture as well as industry agreements which regulate portions of the supply chain system. For
instance, the company’s warehouse and customer delivery structures controlled under mutual
venture contracts with other brewers. Any undesirable change in these contracts might have a
material adverse effect on the business and financial outcomes (Smale, 2014). Increased
occurrence or period of dangerous weather conditions may perhaps disrupt supply chain and as
well dwindle production capabilities or influence demand for the company’s products. The
structure of the company have demonstrated to be operational in creating the company’s success.
The joint venture by Karan Bilimoria and Molson Coors has led to the success of the company
by providing good leadership and provision of the required resources within the company. In its
contemporary state, managerial structure appear to be all-encompassing and there is no requisite
to assess the need for change in structure.
Figure 2. Industrial company organizational chart. Source: Anjoran (2014).

4.0 Analysis of Public Relation Crises
Industries experiences numerous problems on time to time basis. Software crashes,
technical let-down, sub-standard products are all illustrations which several companies even
successful big organisation such as Cobra Beer Company can experience. These crises might
influence the life cycle of any industry, in addition how the matter is dealt with might leave an
impactful impression in the company’s achievement. According to Walter (2013) an industry
reputation is very delicate and only one crisis can cause permanent damage to a company’s
image. This is specifically factual within the digital sphere in which drastic transparency and
increased consumer expectations reign supreme. Public relations is well-thought-out to be a very
imperative part of some organization owing to the integral portion it shows in influencing public
view. As a result of cynical nature of the public in overall, public relations is used to build up the
reliability of the organization (Goldberg, n.d.). Public relation strategies such as a clear statement
to the public which outline the crisis a company faces and how to improve on the problem should
be a first priority to an organization. Literature reviews shows that companies should have crisis
control policies in place to protect reputation of their brand
According to Smale (2014) Cobra Beer Company was founded by Karan Bilimoria, who
was not only the head of the company but also the executive officer of the board of
managements. His vision for the industry came to realization after his first Cobra beer which
was a smoother, less gassy lager and one that appealed ale drinkers and complemented with food
opened its first store in the United Kingdom among the Indians origin. He led the brand to be
recognised worldwide as innovative alcoholic beverage. However, in 2008, Cobra Beer
Company had encountered severe hits to its reputation due to global financial crisis that exploded
in 2008 and this meant that Cobra had to put itself up for sale the same year Smale (2014). All its

potential profits were invested back into ongoing crisis to grow the industry, so its cash capitals
were running very low. The global financial crisis, dropped revenue figures, increased debt and
slowed down its growth. The industry chief executive officer, Lord Bilimoria, said that they did
not see the financial crisis coming. However, there was never any effect on production of the
beer. Through public relation the company managed to handle the crisis through “pre-pack
administration” agreement. This was a pre-arranged contract that made the industry go fast in
and out of management. A savvy public relations step is to, acknowledge the fault, since it plays
to the nature of the people’s love for compunction (Stanley, 2012). As a result, a noble follow-
up public relation strategy ought to be in place, which involve clear addressing to the public
concerning the crisis and how the industry will evade the same matter from occurring again.
5.0 Strategic Analysis
Theoretical literature within the business strategy segment has increasingly highlighted
differences between the two levels of organizational strategy: corporate strategy which is
concern with the kind of industries to compete in, and business-level strategy which is also
concern with in what way to compete within a specific commercial (Rowlinson, et al., 2014).
Conflicting conceptual approaches and related analytic methods have been suggested to assist
top managers in making decisions about the kind of strategy to be used. Even though business
strategy theory has been changing in strategic management, an empirical research to exam the
two business strategy propositions have been limited. The strategic analysis for a company
require a general and independent goal investigation about the advancement of both the external
environment and internal environment, centred on the preliminary findings to set up the
managerial strategic plans and goals (Hill et al., 2014). Theoretically, corporate strategy and
business-level strategy are understood as conforming, respectively in business organisations'

strategies. Following will be provide analysis on the relative significance of corporate strategy
and business-level strategy in determining Cobra Beer Industry revenue performance.
5.1 Corporate Strategy
According to Korine and Gomez (2013) corporate strategy is defined based on the
variation in the deployment of an industries’ resources amongst the portfolios of businesses
within which entire business companies compete. Therefore, Cobra's corporate strategy might be
operationalized based on the delivery of its assets, employment, sales, capital-budget and other
industry resources ranging from the existing industries. Identifying a company’s resources and
competencies, and therefore its main capabilities, is a major step in establishing corporate
strategy as well as realizing profitability. Competencies and resources, so as to be strategically
valued, should be greater compared to the company’s competitors. The Cobra Diversification
Division is always on the tract by coming up with innovative impossibly smooth products as well
as experiences. This is an example of capabilities of the company by utilizing the available
resources efficiently. Brilliant thinking and innovation are in everything that the company does,
from the design of its mould-breaking carved bottle to the industry's ground-breaking Cobra
Vision short movie rivalry (Smale 2014). This was developed as Cobra’s sponsorship plan by
giving an aspiration to filmmakers the chance to have their short movies aired in the commercial
breaks of best-seller films. Corporate strategy requires the planning and implementation of
company’s objective through utilization and management of resources such as human resources,
tangible resources, intangible resources and capabilities. This can only be achieved by analysing
environmental elements within and outside the organization.

5.2 Business-level strategies.
The analysis of research on connections between business-level strategy and industries
performance is selective. An establishment's core competencies must be focused on sustaining
consumer preferences or desires so as to realize above average revenues (Priem and Carr, 2012).
This can be achieved through business-level strategies. Selection of business-level-strategy
within a company such as Cobra Beer Industry is majorly driven by economic logic and
consumer focus. Through business level strategy, Cobra Beer industry managed to provide value
to its consumers by producing a smoother, less gassy lager and one that appealed ale drinkers
and complemented with food opened its first store in the United Kingdom and gained a
competitive advantage by exploiting its competencies service markets by providing high quality
product. According to literature review on information technology and business-level strategy
published by Drnevich and Croson (2013), there are different types of generic strategies that
organizations use to establish a competitive advantage over company rivals. These are use of an
integrated low-cost strategy, cost leadership, focussed low cost and market development. For
instance, Cobra Beer industry uses market development strategy to produce innovated beverage
such as Cobra premium, Cobra Zero & Cobra King Smale (2014). And with business-level
strategy for an improved push to get Cobra into more UK bars and bars, the chief executive
officer is assertive the brand has a positive future within the UK market in the next three year to
achieve its goal of the year 2020.
5.3 Strategies Suggestedfor Implementation and Evaluation
Business and corporate strategies work collectively and impact one another with an effort
of making the business components and successful corporation. Lesser industries involved in a
solitary trade at present have created the only corporate level strategic resolution they have to

join which industry. Lesser industries think of diversification, in contrast, experience a number
of added corporate strategy conclusions, and business level decisions for the innovative trade
unit, would it choose to diversify (Esser et al., 2013). Cobra start-up beer maker’s corporate
choice was to enter the alcoholic beverage market. Molson business pronouncements were
centred on how to compete and this later influenced his operative strategies regarding
manufacturing, prices, distribution and promotion among other elements. Integrated strategy is
also another business strategy that has become very popular as world-wide competition upsurges.
Cobra beer industry may opt to use the strategy to realize progress in their capability to: adapt to
environmental variations and learn innovative skills and expertise Smale (2014). As a result
consumers can realize value based on product features and a low cost. For instance, this
integrated strategy is currently being used by Southwest Airlines Company. On the other hand,
establishments that decide to use this strategy should be cautious not to become trapped in the
middle. For example not being in a position to successfully manage the competitive forces and
not achieving strategic competitiveness. Meyers et al., (2012) states that implementation of
integrated strategy requires a flexible structure. An obligation to strategic flexibility is essential
to efficiently use the integrated strategy and decision-making patterns should be flexible, partly
centralized and partially decentralized. Employments are less specific than in a conventionally
useful organisation so that employees are more profound to the desire for stability between
differentiations and low cost.
6.0 Conclusion
Generally, under the competitive business environment, it is managerial imperative for
Cobra Beer industry to change and to lead innovative and vast improvement process within the
company. A consumer centric and an emphasis on productivities is no longer satisfactory, as

business should become more inventive to change and adjust to innovative market desires and to
move ahead of competition. The evincing strategic changes in the business environment
currently call for operative management if achievement is the desire objective. Despite
challenges being posed by other alcoholic beverage companies, the fact remains that Cobra Beer
industry were early starters and will continue to lead for some time.

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