Harvard Case - The Pub: Survive, Thrive or Die?
"The Pub: Survive, Thrive or Die?" Harvard business case study is written by Gina Grandy, Moritz P Gunther, Andrew Couturier, Ben Goldberg, Ian MacLeod, Trevor Steeves. It deals with the challenges in the field of Strategy. The case study is 16 page(s) long and it was first published on : Jan 15, 2010
At Fern Fort University, we recommend The Pub implement a multifaceted strategy to survive, thrive, and ultimately, dominate the evolving pub industry. This strategy leverages a combination of digital transformation, product innovation, strategic partnerships, and market expansion to ensure long-term sustainability and growth.
2. Background
The Pub, a traditional British pub, faces increasing competition from trendy bars, restaurants, and online delivery services. The owner, John, is struggling to maintain profitability as customer preferences shift towards diverse experiences and convenience. The case study highlights the challenges of adapting to a dynamic market environment while preserving the core values and identity of a beloved local institution.
The main protagonists are John, the owner, and his loyal staff, who are deeply invested in The Pub's success. They face the critical decision of whether to cling to tradition or embrace innovation to secure the pub's future.
3. Analysis of the Case Study
Industry Analysis:
- Porter's Five Forces:
- Threat of New Entrants: High, due to low barriers to entry for trendy bars and restaurants.
- Bargaining Power of Buyers: High, as customers have numerous alternatives and are price-sensitive.
- Threat of Substitutes: High, with the rise of online delivery services and home entertainment options.
- Bargaining Power of Suppliers: Low, as The Pub sources common ingredients and beverages.
- Competitive Rivalry: High, with intense competition from existing pubs, bars, and restaurants.
SWOT Analysis:
- Strengths: Strong brand recognition, loyal customer base, experienced staff, established location.
- Weaknesses: Limited menu options, outdated ambiance, lack of digital presence, limited marketing efforts.
- Opportunities: Growing demand for unique experiences, increasing popularity of craft beer and cocktails, potential for online ordering and delivery, expanding to new markets.
- Threats: Increasing competition, changing consumer preferences, economic downturn, rising costs of ingredients and labor.
Value Chain Analysis:
- Primary Activities:
- Inbound Logistics: Sourcing ingredients and beverages.
- Operations: Preparing food and beverages, serving customers.
- Outbound Logistics: Delivering food and beverages (potential for online delivery).
- Marketing and Sales: Promoting events, attracting new customers.
- Service: Providing a welcoming atmosphere and excellent customer service.
- Support Activities:
- Infrastructure: Maintaining the pub's physical structure and equipment.
- Human Resource Management: Hiring and training staff.
- Technology Development: Implementing digital tools for online ordering, marketing, and customer engagement.
- Procurement: Negotiating with suppliers for competitive pricing.
Strategic Options:
- Cost Leadership: Reducing operational costs by streamlining processes and negotiating better deals with suppliers.
- Differentiation: Creating a unique experience through innovative menu offerings, themed events, and enhanced ambiance.
- Focus Strategy: Targeting specific customer segments with tailored products and services.
- Blue Ocean Strategy: Creating a new market space by offering a unique value proposition that combines elements of traditional pub experience with modern trends.
4. Recommendations
1. Digital Transformation:
- Develop a strong online presence: Create a website and social media accounts to promote events, showcase menu options, and facilitate online ordering.
- Implement online ordering and delivery: Partner with delivery services to offer convenient options for customers.
- Leverage data analytics: Track customer preferences, analyze sales data, and optimize marketing campaigns.
2. Product Innovation:
- Expand the menu: Introduce new food and beverage options, including craft beer, cocktails, and seasonal specials.
- Collaborate with local brewers and distillers: Offer exclusive beers and spirits to enhance the pub's unique appeal.
- Host themed events and live music: Create engaging experiences to attract new customers and retain existing ones.
3. Strategic Partnerships:
- Partner with local businesses: Collaborate with restaurants, hotels, and event organizers to cross-promote and reach new audiences.
- Form strategic alliances: Join industry associations and networking groups to stay informed about trends and access resources.
4. Market Expansion:
- Expand to new markets: Explore opportunities in nearby towns or cities with potential for growth.
- Franchise the concept: Consider franchising The Pub to expand its reach and generate additional revenue.
5. Basis of Recommendations
1. Core Competencies and Consistency with Mission:The recommendations align with The Pub's core competency of providing a welcoming atmosphere and excellent customer service. They also support the mission of preserving the pub's traditional values while adapting to changing market demands.
2. External Customers and Internal Clients:The recommendations address the needs of both existing and potential customers by offering convenience, innovation, and engaging experiences. They also empower staff by providing them with the tools and resources to excel in their roles.
3. Competitors:The recommendations differentiate The Pub from competitors by leveraging technology, innovation, and strategic partnerships to create a unique value proposition.
4. Attractiveness ' Quantitative Measures:The recommendations are expected to generate increased revenue and profitability through enhanced customer engagement, expanded market reach, and efficient operations.
Assumptions:
- The Pub has the resources and expertise to implement the recommended strategies.
- Customers will respond positively to the new offerings and digital initiatives.
- The competitive landscape will remain relatively stable.
6. Conclusion
By embracing digital transformation, product innovation, strategic partnerships, and market expansion, The Pub can secure its future in a rapidly evolving industry. This strategy leverages the pub's strengths, addresses its weaknesses, and capitalizes on emerging opportunities to create a sustainable and thriving business.
7. Discussion
Alternative Options:
- Maintaining the status quo: This option carries a high risk of declining profitability and market share.
- Selling the business: This option would provide immediate financial relief but would result in the loss of a beloved local institution.
Risks and Key Assumptions:
- Implementation challenges: The success of the strategy relies on effective execution and overcoming potential obstacles.
- Customer acceptance: The new offerings and digital initiatives must resonate with customers to drive adoption.
- Competition: The competitive landscape may shift, requiring adjustments to the strategy.
8. Next Steps
Timeline:
- Month 1-3: Develop a comprehensive digital strategy, including website, social media, and online ordering platform.
- Month 3-6: Implement new menu items, themed events, and partnerships with local businesses.
- Month 6-12: Monitor performance, gather customer feedback, and make adjustments to the strategy as needed.
- Year 1-2: Explore market expansion opportunities and consider franchising options.
Key Milestones:
- Launch of new website and social media accounts.
- Introduction of online ordering and delivery service.
- Successful implementation of new menu items and themed events.
- Establishment of strategic partnerships with local businesses.
- Increased customer engagement and revenue growth.
By taking proactive steps to adapt and innovate, The Pub can not only survive but thrive in the competitive pub industry, ensuring its legacy for generations to come.
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Case Description
This case depicts the current and future challenges faced by The Tantramarsh Club, more commonly referred to as The Pub, Mount Allison University's (MTA) non-profit club. The case is set in April 2008 as the winter semester was finishing up in the small town of Sackville, New Brunswick, located on the southeast coast of Canada. The Pub had experienced several years of financial difficulties, however, the 2007 / 08 year was expected to be a financially sound year. The primary protagonist, Manager, Jonathan "Scooter" Clark, was worried about the organization's ability to sustain financial stability once The Pub moved to its new location, planned for August 2008. Members of the board, who were involved in discussions around the future of The Pub, were secondary protagonists in the case. The board and Scooter had to determine the most appropriate business model for The Pub as it moved to its new location. The case draws attention to a changing external environment and the impact this had upon The Pub. Competition in Sackville was friendly, but relatively fierce. The most significant consumer group for The Pub, students, were price sensitive, fickle and quick to move onto a different bar if a competitor offered something more appealing. National trends indicated less spending on alcoholic beverages and increased spending on food. Moreover, campus pubs across the country were changing their business models, moving from a focus on alcohol to food and diversified entertainment options.
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