Harvard Case - Manizales-Mas: Cree, Crea, Crece - Believe, Create, and Grow
"Manizales-Mas: Cree, Crea, Crece - Believe, Create, and Grow" Harvard business case study is written by Daniel J. Isenberg. It deals with the challenges in the field of Entrepreneurship. The case study is 19 page(s) long and it was first published on : Sep 1, 2015
At Fern Fort University, we recommend that Manizales-Mas pursue a strategic growth plan focused on expanding its product portfolio, strengthening its financial position, and establishing a robust international presence. This will involve a combination of organic growth initiatives, strategic acquisitions, and a well-defined financial strategy.
2. Background
Manizales-Mas is a Colombian food processing company specializing in the production of high-quality, traditional Colombian snacks. The company has a strong brand reputation and a loyal customer base in Colombia. However, it faces challenges in scaling its operations, accessing new markets, and securing sufficient capital for growth. The case study highlights the company?s founder, Juan David, who seeks to expand the business and navigate the complexities of internationalization.
3. Analysis of the Case Study
Strategic Framework: We will analyze the case using a Porter?s Five Forces framework to understand the competitive landscape and a SWOT analysis to assess Manizales-Mas?s internal strengths and weaknesses and external opportunities and threats.
Porter?s Five Forces:
- Threat of New Entrants: The Colombian food processing industry has relatively low barriers to entry, posing a potential threat to Manizales-Mas. However, the company?s established brand and loyal customer base provide a competitive advantage.
- Bargaining Power of Buyers: Buyers have moderate bargaining power, as they have access to a range of similar products. However, Manizales-Mas?s focus on high-quality, traditional snacks differentiates its offerings.
- Bargaining Power of Suppliers: The bargaining power of suppliers is moderate, as Manizales-Mas relies on a diverse range of suppliers for raw materials.
- Threat of Substitute Products: The threat of substitutes is moderate, as consumers have access to a range of snacks and food products. However, Manizales-Mas?s unique offerings and brand appeal help mitigate this threat.
- Competitive Rivalry: The competitive rivalry within the Colombian food processing industry is intense, with numerous established players and emerging startups.
SWOT Analysis:
Strengths:
- Strong brand reputation and customer loyalty
- High-quality, traditional products
- Experienced management team
- Strong commitment to quality and innovation
Weaknesses:
- Limited financial resources
- Dependence on the Colombian market
- Lack of international experience
- Limited marketing and distribution capabilities
Opportunities:
- Growing demand for healthy and traditional snacks
- Expanding international markets
- Potential for strategic acquisitions
- Access to new technologies and innovations
Threats:
- Increasing competition
- Economic instability in Colombia
- Fluctuations in raw material prices
- Regulatory changes
4. Recommendations
1. Expand Product Portfolio and Target New Markets:
- Develop new product lines: Introduce innovative snacks that cater to evolving consumer preferences, such as healthier options, gluten-free alternatives, and unique flavors.
- Target new market segments: Explore opportunities in the growing health and wellness market, as well as niche markets like organic and fair trade products.
- Expand distribution channels: Partner with distributors and retailers to increase market penetration in Colombia and explore new international markets.
2. Strengthen Financial Position:
- Secure funding: Explore options for debt financing, equity financing, or a combination of both. Consider attracting private equity investors to support growth initiatives.
- Optimize cash flow: Implement a robust cash flow management system, including activity-based costing to identify cost-saving opportunities.
- Improve profitability: Implement a pricing strategy that balances profitability with market competitiveness.
3. Establish a Robust International Presence:
- Conduct thorough market research: Identify promising international markets with high demand for Colombian food products.
- Develop a strategic internationalization plan: Consider a phased approach, starting with exporting to neighboring countries and gradually expanding to more distant markets.
- Explore partnerships and joint ventures: Partner with local distributors, retailers, and manufacturers to leverage their expertise and market access.
- Invest in language and cultural training: Ensure that the company?s workforce is equipped to navigate the complexities of international business.
5. Basis of Recommendations
These recommendations align with Manizales-Mas?s core competencies and mission to produce high-quality, traditional Colombian snacks. They also address the company?s need to expand its customer base, increase profitability, and establish a strong international presence.
The recommendations are based on the following assumptions:
- The global demand for healthy and traditional snacks will continue to grow.
- Manizales-Mas can secure sufficient financing to support its growth initiatives.
- The company can successfully navigate the challenges of internationalization.
Quantitative Measures:
- Return on Investment (ROI): The proposed growth strategy is expected to generate a positive ROI within a reasonable timeframe.
- Break-even Analysis: The company?s financial projections indicate that the expansion plans will reach break-even within a specified period.
6. Conclusion
Manizales-Mas has a strong foundation for growth, but it needs to take decisive action to capitalize on opportunities and overcome challenges. By pursuing a strategic growth plan focused on expanding its product portfolio, strengthening its financial position, and establishing a robust international presence, the company can achieve sustainable success and become a leading player in the global food processing industry.
7. Discussion
Alternatives:
- Focusing solely on organic growth: This option would require a longer timeframe and may not be sufficient to achieve rapid growth.
- Seeking a strategic acquisition: This option could provide immediate access to new markets and product lines, but it carries significant risks and requires careful due diligence.
- Remaining solely in the Colombian market: This option limits the company?s growth potential and exposes it to the risks of a single market.
Risks and Key Assumptions:
- Economic instability: The Colombian economy is subject to fluctuations, which could impact the company?s profitability.
- Competition: The food processing industry is highly competitive, and new entrants or existing players could erode Manizales-Mas?s market share.
- Internationalization challenges: Expanding into new markets requires significant investment, cultural adaptation, and regulatory compliance.
8. Next Steps
- Develop a detailed financial plan: This plan should outline the company?s funding requirements, investment priorities, and expected financial performance.
- Conduct market research and identify target markets: This research should focus on understanding consumer preferences, competitive landscape, and regulatory requirements in potential international markets.
- Develop a strategic internationalization plan: This plan should outline the company?s entry strategy, marketing and distribution channels, and partnerships.
- Secure funding: The company should actively seek funding from banks, private equity investors, or other sources to support its growth initiatives.
- Implement a robust cash flow management system: This system should track cash inflows and outflows, identify cost-saving opportunities, and ensure that the company has sufficient liquidity to meet its obligations.
- Monitor progress and make adjustments as needed: The company should regularly review its progress and make adjustments to its strategy based on market conditions and performance.
By taking these steps, Manizales-Mas can successfully navigate the complexities of growth and establish a strong position in the global food processing industry.
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Case Description
The purpose of the Manizales-Mas case is to show the inner workings of the first three years of a comprehensive economic development project that uses entrepreneurship-extraordinary company growth -as the driving wedge. The BEEP project started in 2010 with a contact by the general director, Ana Maria Gonzales, of the Luker Foundation, a non-profit foundation established by the local Restrepo family that owns Casa Luker, which had focused on education promotion since its inception in 1995. Gonzales approached Babson and BEEP, who together conducted a two-month pilot. Between 2010 and 2012 Gonzales worked hard to coalesce a group of funders and stakeholders to back the project, both financially and in terms of non-financial involvement. Having created a consensus among 11 local organizations, Gonzales then negotiated the project with Babson, yielding numerous conflicts and misunderstandings. Marcela Escobar was hired in late 2011 as project team leader, and conducted the project from that time onward, during Phases 2-3. The case takes place as Phase 3 is transitioning to Phase 4, with several acute problems, such as conflict among the stakeholders and an important staff member, the director of communications, who has just announced her resignation.
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