Harvard Case - Canadian Closures (A)
"Canadian Closures (A)" Harvard business case study is written by Louis Hebert, Davin Li. It deals with the challenges in the field of Business & Government Relations. The case study is 8 page(s) long and it was first published on : Jan 1, 2000
At Fern Fort University, we recommend that Canadian Closures (CC) pursue a strategic shift towards growth through diversification and international expansion. This strategy should focus on leveraging CC's existing expertise in infrastructure and urban development, particularly in emerging markets with high growth potential and a strong need for sustainable infrastructure solutions.
2. Background
Canadian Closures (CC) is a Canadian company specializing in the manufacture and installation of precast concrete structures for infrastructure projects. The company faces a challenging market environment with declining demand in its traditional markets and increasing competition from foreign players. This case study focuses on the strategic decision-making process CC faces in response to these challenges.
The main protagonists of the case study are:
- David Smith: CEO of Canadian Closures, tasked with leading the company through a period of uncertainty and finding a path to sustainable growth.
- The Board of Directors: Responsible for overseeing the company's strategic direction and providing guidance to the CEO.
- The Management Team: Responsible for implementing the company's strategic decisions and managing day-to-day operations.
3. Analysis of the Case Study
This case study can be analyzed using a Porter's Five Forces framework to understand the competitive landscape and identify potential opportunities for CC.
Threat of New Entrants: The threat of new entrants is moderate. The industry requires significant capital investment and specialized expertise, creating barriers to entry. However, the increasing globalization of the construction industry and the availability of cheap labor in emerging markets could lead to new competitors entering the market.
Bargaining Power of Buyers: The bargaining power of buyers is high. CC's customers are primarily large infrastructure projects with significant leverage, demanding competitive pricing and high-quality products.
Bargaining Power of Suppliers: The bargaining power of suppliers is moderate. CC relies on a limited number of suppliers for raw materials and specialized equipment, giving them some leverage in negotiating prices. However, the availability of alternative suppliers in the global market limits their power.
Threat of Substitute Products: The threat of substitute products is moderate. While precast concrete is a widely used material for infrastructure projects, alternative materials like steel and wood can be used in some applications. However, precast concrete offers several advantages, including durability, cost-effectiveness, and reduced construction time.
Competitive Rivalry: The competitive rivalry is high, driven by factors such as declining demand, increasing competition from foreign players, and price pressure from buyers.
Opportunities for CC:
- Emerging Markets: The rapid growth of infrastructure projects in emerging markets presents a significant opportunity for CC. These markets often lack the infrastructure to support economic growth, creating a strong demand for precast concrete solutions.
- Sustainable Infrastructure: The increasing focus on sustainability in the construction industry presents an opportunity for CC to differentiate itself by offering sustainable precast concrete solutions.
- Innovation: CC can invest in research and development to develop new and innovative precast concrete products and technologies.
Challenges for CC:
- Declining Demand: The declining demand in traditional markets poses a significant challenge to CC's profitability.
- Competition: The increasing competition from foreign players, particularly from low-cost countries, puts pressure on CC's pricing and margins.
- Political Risk: The political instability in some emerging markets can pose a risk to CC's investments.
4. Recommendations
1. Diversify Product Portfolio: CC should expand its product portfolio to offer a wider range of precast concrete solutions, including:
- Sustainable Precast Concrete Products: Focus on developing and marketing precast concrete products that meet environmental sustainability standards.
- Specialized Precast Concrete Solutions: Develop precast concrete solutions for specific infrastructure projects, such as water treatment plants, transportation infrastructure, and renewable energy projects.
- Modular Precast Concrete Structures: Offer modular precast concrete structures that can be easily assembled on-site, reducing construction time and costs.
2. Expand Internationally: CC should prioritize expanding into emerging markets with high growth potential and a strong need for infrastructure development.
- Focus on Specific Regions: Identify specific regions within emerging markets with a strong demand for precast concrete solutions.
- Develop Partnerships: Establish partnerships with local construction companies and government agencies to gain access to the market and build relationships.
- Tailor Products and Services: Adapt products and services to meet the specific needs and regulations of each target market.
3. Invest in Innovation: CC should invest in research and development to develop new and innovative precast concrete products and technologies.
- Develop Sustainable Solutions: Focus on developing precast concrete solutions that reduce environmental impact and promote sustainability.
- Develop Innovative Products: Invest in research and development to create new and innovative precast concrete products that meet the evolving needs of the construction industry.
- Collaborate with Universities and Research Institutions: Partner with universities and research institutions to leverage their expertise and develop cutting-edge technologies.
4. Build Strong Business and Government Relations: CC should actively engage with government agencies and policymakers to understand and influence government policy and regulation related to the construction industry.
- Lobbying Strategies: Develop effective lobbying strategies to advocate for policies that support the use of precast concrete and promote sustainable infrastructure development.
- Public-Private Partnerships: Explore opportunities to participate in public-private partnerships for infrastructure projects.
- Corporate Social Responsibility: Engage in corporate social responsibility initiatives to build trust and credibility with government agencies and local communities.
5. Enhance Operational Efficiency: CC should focus on improving its operational efficiency to reduce costs and improve profitability.
- Lean Manufacturing: Implement lean manufacturing principles to optimize production processes and reduce waste.
- Technology Adoption: Invest in new technologies, such as automation and robotics, to improve productivity and efficiency.
- Supply Chain Management: Optimize supply chain management to reduce costs and improve delivery times.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of the competitive landscape, the company's strengths and weaknesses, and the opportunities and threats facing the industry. They are consistent with CC's core competencies and mission to provide high-quality precast concrete solutions for infrastructure projects. The recommendations also consider the needs of external customers, internal clients, and competitors.
The recommendations are supported by quantitative measures, such as:
- Market Growth Potential: The emerging markets targeted for expansion have high growth potential for infrastructure projects.
- Cost Savings: Improving operational efficiency through lean manufacturing and technology adoption can lead to significant cost savings.
- Increased Revenue: Diversifying the product portfolio and expanding internationally can lead to increased revenue and market share.
The recommendations are based on the following key assumptions:
- Continued Growth in Emerging Markets: The emerging markets targeted for expansion will continue to experience strong economic growth and demand for infrastructure development.
- Government Support for Sustainable Infrastructure: Governments will continue to prioritize sustainable infrastructure development and provide incentives for companies to adopt sustainable practices.
- Technological Advancements: Continued advancements in technology will enable CC to improve its operational efficiency and develop innovative precast concrete products.
6. Conclusion
By pursuing a strategic shift towards growth through diversification and international expansion, focusing on emerging markets and sustainable infrastructure solutions, and investing in innovation and operational efficiency, Canadian Closures can overcome the challenges it faces and achieve sustainable growth.
7. Discussion
Alternative strategies not selected include:
- Focusing on Cost Leadership: CC could focus on becoming a low-cost producer by moving production to lower-cost countries. However, this strategy could compromise the quality of its products and damage its reputation.
- Mergers and Acquisitions: CC could pursue mergers and acquisitions to gain access to new markets and technologies. However, this strategy could be risky and expensive, and it may not be feasible given CC's current financial position.
Key risks and assumptions associated with the recommendations include:
- Political Risk: The political instability in some emerging markets could disrupt CC's operations and investments.
- Competition: The increasing competition from foreign players could put pressure on CC's pricing and margins.
- Technological Disruption: The emergence of new technologies could disrupt the precast concrete industry.
8. Next Steps
To implement the recommendations, CC should:
- Develop a Detailed Strategic Plan: Create a detailed strategic plan outlining the specific steps to be taken to achieve the company's growth objectives.
- Allocate Resources: Allocate sufficient resources to support the implementation of the strategic plan.
- Monitor Progress: Regularly monitor progress towards achieving the company's goals and make adjustments as needed.
- Build Strong Partnerships: Develop strong partnerships with local companies, government agencies, and research institutions to support the company's growth initiatives.
By taking these steps, Canadian Closures can position itself for success in the challenging and evolving construction industry.
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Case Description
Canadian Closures was a joint venture (JV) between the Australian firm, Melbourne Closures (Melbourne), and Macklin Breweries (Macklin) which was based in Canada. The JV manufactured beer bottle caps based on Melbourne's technology; its only customer was Macklin's 10 breweries. Continuing product quality and performance problems resulted in the general manager being replaced. The new general manager was faced with the challenge of resolving these issues and balancing what was best for the parent companies in the short-term and what was best for the JV in the long-term. Macklin wanted reimbursement for faulty caps, which would have a significant impact on the profit objectives that both parent companies expected the JV to meet. The general manager had to find a solution that would satisfy both parent companies while minimizing negative impacts on the JV's results. The supplemental case, Canadian Closures (B), product 900M20, presents what happened and addresses another challenge later in the JV's life cycle.
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