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Harvard Case - Sundaram Multi Pap Ltd.: Reviving Fortunes

"Sundaram Multi Pap Ltd.: Reviving Fortunes" Harvard business case study is written by Shalini Talwar, Reena Mehta. It deals with the challenges in the field of Strategy. The case study is 16 page(s) long and it was first published on : Sep 20, 2019

At Fern Fort University, we recommend Sundaram Multi Pap Ltd. (SMPL) adopt a multi-pronged strategy focused on digital transformation, strategic alliances, and product diversification. This approach will leverage SMPL's existing strengths, address key weaknesses, and capitalize on emerging market opportunities.

2. Background

Sundaram Multi Pap Ltd. is a leading Indian manufacturer of paper and paperboard products. The company faces challenges due to intense competition, rising raw material costs, and a shift towards digital media. The case study highlights the need for SMPL to revitalize its operations and secure its future.

The main protagonist is Mr. Sundaram, the Managing Director, who is tasked with steering the company through these turbulent times. He seeks to explore new avenues for growth and ensure SMPL remains a dominant player in the evolving paper industry.

3. Analysis of the Case Study

To analyze the case, we utilize a combination of frameworks:

a) Porter's Five Forces:

  • Threat of new entrants: Low due to high capital investment and established players.
  • Bargaining power of buyers: Moderate, as buyers have options but SMPL offers quality products.
  • Bargaining power of suppliers: High due to limited raw material sources and price volatility.
  • Threat of substitutes: High due to the rise of digital media and alternative packaging materials.
  • Competitive rivalry: Intense, with numerous domestic and international players vying for market share.

b) SWOT Analysis:

Strengths:

  • Strong brand recognition and customer loyalty.
  • Established distribution network and manufacturing capabilities.
  • Experienced workforce and management team.
  • Focus on quality and innovation.

Weaknesses:

  • Reliance on traditional paper products.
  • Lack of digitalization and e-commerce presence.
  • Limited international presence.
  • Vulnerability to raw material price fluctuations.

Opportunities:

  • Growing demand for specialty paper products.
  • Emerging markets in Asia and Africa.
  • Potential for strategic alliances and acquisitions.
  • Digital transformation and e-commerce expansion.

Threats:

  • Increasing competition from international players.
  • Rise of digital media and alternative packaging materials.
  • Environmental concerns and regulations.
  • Economic volatility and currency fluctuations.

c) Value Chain Analysis:

SMPL's value chain consists of:

  • Inbound logistics: Sourcing of raw materials, transportation, and storage.
  • Operations: Manufacturing processes, quality control, and inventory management.
  • Outbound logistics: Distribution, warehousing, and transportation to customers.
  • Marketing and sales: Branding, advertising, and customer relationship management.
  • Service: After-sales support, technical assistance, and customer feedback.

d) Business Model Innovation:

SMPL needs to explore new business models to adapt to the changing market landscape. This includes:

  • Digitalization: Implementing e-commerce platforms, online ordering, and digital marketing strategies.
  • Value-added services: Offering customized solutions, technical support, and product design services.
  • Strategic alliances: Partnering with other companies in the value chain to expand reach and capabilities.
  • Diversification: Expanding into new product lines, such as specialty papers, packaging solutions, and sustainable products.

4. Recommendations

1. Digital Transformation:

  • Implement an e-commerce platform: This will enhance customer reach, improve order fulfillment, and provide valuable data insights.
  • Invest in digital marketing: Utilize social media, search engine optimization, and targeted advertising to reach new customers.
  • Develop a robust IT infrastructure: This will support data analytics, process automation, and efficient communication.
  • Train employees on digital skills: Empowering employees with digital literacy will foster innovation and drive digital transformation.

2. Strategic Alliances:

  • Partner with logistics providers: This will optimize distribution channels, reduce transportation costs, and improve delivery times.
  • Collaborate with technology companies: Leverage AI and machine learning to enhance production processes, optimize inventory management, and personalize customer experiences.
  • Explore joint ventures with international players: This will expand SMPL's reach into new markets and access advanced technologies.

3. Product Diversification:

  • Develop specialty paper products: Focus on high-value, niche markets, such as packaging for pharmaceuticals, food, and luxury goods.
  • Invest in sustainable products: Develop eco-friendly paper products made from recycled materials and sustainable forestry practices.
  • Expand into packaging solutions: Offer customized packaging solutions for various industries, leveraging SMPL's expertise in paper and board.

4. Corporate Social Responsibility:

  • Implement sustainable practices: Reduce environmental impact through responsible sourcing, waste reduction, and energy efficiency.
  • Support local communities: Engage in community development initiatives, promote education, and create employment opportunities.
  • Enhance workplace culture: Foster a culture of diversity, inclusion, and employee well-being.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of SMPL's strengths, weaknesses, opportunities, and threats. They align with the company's core competencies and mission to provide high-quality paper products while contributing to a sustainable future.

  • Core competencies and consistency with mission: The recommendations focus on leveraging SMPL's existing manufacturing expertise while expanding into new, innovative product lines that align with its commitment to quality and sustainability.
  • External customers and internal clients: The recommendations aim to enhance customer experience through digitalization, value-added services, and personalized solutions. Internal clients, including employees, will benefit from training, development, and a more dynamic work environment.
  • Competitors: The recommendations aim to differentiate SMPL from competitors by focusing on digital transformation, strategic alliances, and product diversification.
  • Attractiveness ' quantitative measures: The recommendations are expected to generate positive returns on investment through increased market share, improved efficiency, and reduced costs.

6. Conclusion

SMPL's success hinges on its ability to adapt to the changing market landscape. By embracing digital transformation, forging strategic alliances, and diversifying its product portfolio, the company can secure its future and achieve sustainable growth.

7. Discussion

Other alternatives not selected include:

  • Mergers and acquisitions: This could provide access to new markets and technologies but carries significant risks and requires careful due diligence.
  • Outsourcing: This could reduce costs but could also impact quality control and brand reputation.
  • Cost leadership strategy: This could be challenging in a competitive market with rising raw material costs.

Key assumptions include:

  • Market demand for specialty paper products will continue to grow.
  • Technological advancements will continue to drive digital transformation.
  • SMPL can successfully implement the recommended strategies.

8. Next Steps

  • Develop a detailed implementation plan: This should include timelines, milestones, and resource allocation.
  • Secure necessary funding: This may involve seeking investment from external sources or reallocating internal resources.
  • Build a strong team: Recruit and train individuals with expertise in digital transformation, strategic alliances, and product development.
  • Communicate the strategy to stakeholders: This will ensure alignment and support for the proposed changes.

By taking these steps, SMPL can successfully navigate the challenges of the evolving paper industry and emerge as a stronger, more resilient company.

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Case Description

Sundaram Multi Pap Ltd. (Sundaram), based in Maharashtra, India, was in the business of school and office stationery and e-learning. The company had been in the business successfully for more than two decades, backed by some innovative and cost-effective marketing strategies and excellent labour management. However, by 2017, the situation had changed. Losses had accrued in the core business in its subsidiary digital education business. The company had not announced any dividends since fiscal year 2014/15, after having an unbroken track record of profits and dividends over a decade. High interest cost, low sales, and high fixed expenses had caused mounting losses for the company. Changing market dynamics were also challenging, with a shortage of raw materials, low margins, and an increase in competition. In 2017, with the company's stock plunging in value, management had to decide how to revive this ailing company.

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