ASSIGNMENT OF MARKETING

MANAGEMENT
ASSIGNMENT NO.III

TOPIC:- PORTER’S FIVE FORCE MODEL USED IN BORAX

MANUFACTURING LTD.

SUBMITTED TO- SUBMITTED BY-

Mr. jagjit singh Shobha suman
Roll no- A 50
Reg no-
MANUFACTURING COMPANY-
FEATURES & FUNCTIONS

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Dharamsi Morarji Chemical Co Ltd (506405) - Financial and Strategic

SWOT Analysis Review
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Dharamsi Morarji Chemical Co Ltd (DMCC) is a publicly held Indian

based company. The company is principally engaged in providing
pharmaceutical intermediates, bulk chemicals, and intermediates for
fertilisers and agri business. The company also offers specialty organic
and inorganic chemicals, water treatment chemicals, descalents, flame
retardants, leather processing additives, polymer and emulsion additives,
and boron minerals and chemicals. The product categories of the
company includes specialty chemicals, bulk chemicals, and fertilizers
and agri-busines. DMCC's associate companies includes Borax Morarji
Ltd, Falcon Chemicals LLC, Cylingas LLC, and Kosan Industries Ltd.
The company is headquartered in Mumbai, India.

This comprehensive SWOT profile of Dharamsi Morarji Chemical Co

Ltd provides you an in-depth strategic analysis of the company’s
businesses and operations. The profile has been compiled by GlobalData
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strengths and weaknesses and the potential opportunities and threats.
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enabling you to understand your partners, customers and competitors
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operations and business divisions.
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business strategy.
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weakness, opportunities and threats.
- Company history – Progression of key events associated with the
company.
- Major products and services – A list of major products, services and
brands of the company.
- Key competitors – A list of key competitors to the company.
- Key employees – A list of the key executives of the company.
- Executive biographies – A brief summary of the executives’
employment history.
- Key operational heads – A list of personnel heading key
departments/functions.
- Important locations and subsidiaries – A list and contact details of key
locations and subsidiaries of the company.
- Key manufacturing facilities – A list of key manufacturing facilities of
the company.
- Detailed financial ratios for the past five years – The latest financial
ratios derived from the annual financial statements published by the
company with 5 years history.
- Interim ratios for the last five interim periods – The latest financial
ratios derived from the quarterly/semi-annual financial statements
published by the company for 5 interims history.
Note*: Some sections may be missing if data is unavailable for the
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Borax Morarji Ltd

BSE: 506315 | NSE: NA | ISIN: INE658B01015
Market Cap: [Rs.Cr.] 21 | Face Value: [Rs.] 10
Industry: Chemicals

Company Profile

Borax Morarji, promoted jointly by Dharamsi Morarji Chemical Co. (DMCC) and
Borax Holdings, UK, to manufacture borax and boric acid and was incorporated on
27 Aug.'63 at Bombay. In June 1979, Borax Holdings, UK, the technical and
financial collaborator, has disinvested its entire stake in the company. The Other
promoter, DMCC, holds around 38.62% of the equity. Borax Morarji is a well-
diversified, multi-product, multi-locational company with three divisions -
chemicals, timber and a 100% EOU. The company's timber division comes into
existence in 1991 when the company has diversified into the manufacture of
Injecta (a wood preservative) and chemically treated rubberwood. The company
had set up a plant at Shenbagaramanputtur in Kanyakumari District of Tamil Nadu
to manufacture 12,000 cu mtr pa of chemically treated rubberwood. This plant was
set up in technical collaboration with the Danish Wood Treating Co, Denmark, This
the chemically treated rubberwood is marketed under the brand name Borotik.
These are made from plantation trees and are substitutes for wood from natural
forests. In 1994, the company's timber division undertaken a forward integration
project by setting up a 100% EOU to manufacture 4200 cu mtr pa of brush blocks
and broom blocks in technical collaboration with BVBAC. Casier Blomme En Zonen,
Belgium, has agreed to purchase the entire production for the next five years
since 1994. For captive consumption the company has set up wind farms at
Coimbatore in Tamil Nadu and Satara in Maharashtra. This division meets 75% of
the company's power requirements. The coimbatore farm consists five wind
turbine and the company is also in the process of setting up another turbine at an
extimated cost of Rs.5.2 crores. At Satara the company has installed two Wind
Mills in 1999-2000 and one more wind mill of 350 KW was installed in 2000-01 for
the captive consumption of the Chemical Division at Ambarnath. A new Spray
dryer had been installed at the Ambarnath factory to produce value added
speciality Boron chemicals of internationally accepted quality. In the year 1999-
2000, the company's Speciality Boron Chemicals have been introduced into
markets in Europe, USA and Australia and is expected to grow in the coming years.
To offer effective service for it's products in the Middle East region, the company
has appointed an agent in Dubai. In 2000-01, the company's chemical division at
Ambarnath has been awarded quality standard certificated ISO 9002; 1994 by
Bureau Veritas Quality International, UK.

Safety & Environment

Employees are the key of our successful achievements. We trust on their strength. Therefore
their safety, good health, happiness are our prime entities.

High level of safety & environment standard is maintained in the factory. We have our own
Safety Rules & Regulations which are followed religiously. Personal Protective Equipment are
being used very strictly wherever required. Safety training programmes are being conducted
periodically in the factory which resulted in creating & sustaining safety awareness among the
employees. The DMCC employees, at every level is conscious of the importance of the
environment and safety. The following are the activities carried out by our safety department in
the factory.

• HAZOP Study of every product is carried out and it is reviewed every after two years.
• The On-Site Emergency Plan is prepared for entire factory and employees are educated
on site. Mock Drills of this plan are being conducted every month to check level of
preparation of employees.
• Safety Showers, Eye wash fountains, Fire extinguishers, Hydrant system are examined
fortnightly to ensure their effective & efficient operation when needed.
• Every reportable accident is analysed and its occurrence in future is prevented by
immediate implementation of safety measures recommended.
• Any new civil, engineering, electrical work is allowed in the factory premises only with
the work permit to the concerned worker. This work permit is authorised by the
concerned plant in charge after ensuring that all necessary steps are taken as per the
check list.
• Medical Doctor and Ambulance is at 24 hrs service.

Our motto is ZERO ACCIDENTS.

We believe in Greener Environment. DMCC has led the development of products and processes
that are non-polluting. Through a number of innovations DMCC has drastically reduced gas and
liquid effluent discharge.
The ambient air quality inside and outside of the factory premises is monitored regularly and
documented.

Stack emissions are also monitored regularly, with on line SO2 monitor in many cases.

It is the policy of BML to conduct its activities in such a way so as to take foremost account of
Health & Safety of its employees and other persons working in its plants and to give proper
regard to the conservation of Environment.

The policy comprises of a broad Management Safety & Health Policy, procedures to be followed
by Managers, Plant Personnel and outlines set of employee - work rules.

Following key points are fundamental to the general Health - Safety and Environment policy.
Every employee must be familiar with them and should fully support them.

We believe that all accidents cause injuries to Environmental Conservation and the key
people, damage to machinery, destruction of points for its implementation.. All such accidents
and damage to health should be prevented. The arrangements require the involvement of the
employee at every level is responsible for the employees at every level in promoting Health,
observance of the measures designed to prevent Safety and Environmental Conservation in all
accident, damage to health and avoidable environmental pollution.

The company with the co-operation of the line cadre will work for good house-keeping resulting
in maintaining a safer and healthy workplace. It will provide the necessary safety equipments, for
personal protection and in case of injury the best First Aid &
Medical services available.

Guidelines and procedures with respect to health Safety & Environment are of great importance.
Every employee should know and follow them.

We believe that all accidents cause injuries to Environmental Conservation and the key
people, damage to machinery, destruction of points for its implementation.. All such accidents
and damage to health should be prevented. The arrangements require the involvement of the
employee at every level is responsible for the employees at every level in promoting Health,
observance of the measures designed to prevent Safety and Environmental Conservation in all
accident, damage to health and avoidable environmental pollution.

The company with the co-operation of the line cadre will work for good house-keeping resulting
in maintaining a safer and healthy workplace. It will provide the necessary safety equipments, for
personal protection and in case of injury the best First Aid & Medical services available.

Guidelines and procedures with respect to health Safety & Environment are of great importance.
Every employee should know and follow them.

BML spares no effort to ensure that contractors working on its behalf do so whilst
Maintaining satisfactory Health – Safety and Environmental standards.

Training, Information & Communications are essential elements in meeting Health – Safety &
Environmental objectives. For this BML provides Opportunities to its employees to increase
their knowledge by sponsoring them to safety seminar. There is constant review of safety in
plant during the monthly meeting of safety committee and immediate steps are taken to ensure
compliance with safety procedures.

All injuries, accidents, near accidents and incidents endangering the environment must be
reported and thoroughly investigated. Health & Hygiene, Audits, Safety & Environmental audits
are carried out since they are important tools in maintaining high health standards – good safety
performance & environmental control.

Full account should be taken of Health – Safety & Environmental aspects when developing
plants for existing as well as new activities.

The Management treats as its responsibility to carry out thorough medical check-up of every
employee once in 2 years and advises each employee the necessary precaution he should take to
maintain thorough fitness. During advancement of career in Borax Morarji Limited employees
health and safety attitude towards work will be taken into consideration .

Every effort will be made to provide products together with practical advice on their application
which will not cause injury to health or have undue impact on the environment will be used in
accordance with this advice.

Actively participate with government agencies and other appropriate groups to ensure that the
development and implementation of environment, health and safety policies, laws, regulations
and practices promote the present and future well being of people and the environment and are
based on sound scientific judgement.

It is my belief that the above policy and key points are of equal benefit to the individual
employee and BML as a Company.

Porter five forces analysis

Porter's Five Forces is a framework for industry analysis and business strategy development
formed by Michael E. Porter of Harvard Business School in 1979. It draws upon Industrial
Organization (IO) economics to derive five forces that determine the competitive intensity and
therefore attractiveness of a market. Attractiveness in this context refers to the overall industry
profitability. An "unattractive" industry is one in which the combination of these five forces acts
to drive down overall profitability. A very unattractive industry would be one approaching "pure
competition", in which available profits for all firms are driven down to zero.
Three of Porter's five forces refer to competition from external sources. The remainder are
internal threats.

The five forces

[edit] The threat of the entry of new competitors

Profitable markets that yield high returns will attract new firms. This results in many new
entrants, which eventually will decrease profitability for all firms in the industry. Unless the
entry of new firms can be blocked by incumbents, the abnormal profit rate will fall towards zero
(perfect competition).

• The existence of barriers to entry (patents, rights, etc.) The most attractive
segment is one in which entry barriers are high and exit barriers are low. Few
new firms can enter and non-performing firms can exit easily.
•
• Economies of product differences
• Brand equity
• Switching costs or sunk costs
• Capital requirements
• Access to distribution
• Customer loyalty to established brands
• Absolute cost
• Industry profitability; the more profitable the industry the more attractive it
will be to new competitors

[edit] The intensity of competitive rivalry

For most industries, the intensity of competitive rivalry is the major determinant of the
competitiveness of the industry.

• Sustainable competitive advantage through innovation

• Competition between online and offline companies; click-and-mortar -v- slags
on a bridge[citation needed]
• Level of advertising expense
• Powerful competitive strategy
• The visibility of proprietary items on the Web[2] used by a company which can
intensify competitive pressures on their rivals.

How will competition react to a certain behavior by another firm? Competitive rivalry is likely to
be based on dimensions such as price, quality, and innovation. Technological advances protect
companies from competition. This applies to products and services. Companies that are
successful with introducing new technology, are able to charge higher prices and achieve higher
profits, until competitors imitate them. Examples of recent technology advantage in have been
mp3 players and mobile telephones. Vertical integration is a strategy to reduce a business' own
cost and thereby intensify pressure on its rival.
[edit] The threat of substitute products or services

The existence of products outside of the realm of the common product boundaries increases the
propensity of customers to switch to alternatives:

• Buyer propensity to substitute

• Relative price performance of substitute
• Buyer switching costs
• Perceived level of product differentiation
• Number of substitute products available in the market
• Ease of substitution. Information-based products are more prone to
substitution, as online product can easily replace material product.
• Substandard product
• Quality depreciation

[edit] The bargaining power of customers (buyers)

The bargaining power of customers is also described as the market of outputs: the ability of
customers to put the firm under pressure, which also affects the customer's sensitivity to price
changes.

• Buyer concentration to firm concentration ratio

• Degree of dependency upon existing channels of distribution
• Bargaining leverage, particularly in industries with high fixed costs
• Buyer volume
• Buyer switching costs relative to firm switching costs
• Buyer information availability
• Ability to backward integrate
• Availability of existing substitute products
• Buyer price sensitivity
• Differential advantage (uniqueness) of industry products
• RFM Analysis

[edit] The bargaining power of suppliers

The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw
materials, components, labor, and services (such as expertise) to the firm can be a source of
power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm,
or, e.g., charge excessively high prices for unique resources.

• Supplier switching costs relative to firm switching costs

• Degree of differentiation of inputs
• Impact of inputs on cost or differentiation
• Presence of substitute inputs
• Strength of distribution channel
• Supplier concentration to firm concentration ratio
• Employee solidarity (e.g. labor unions)
 • Supplier competition - ability to forward vertically integrate and cut out the
BUYER

Ex. If you are making biscuits and there is only one person who sells flour, you have no
alternative but to buy it from him.

porter’s five forces

model

Diagram of Porter's 5 Forces

SUPPLIER POWER
Supplier concentration
Importance of volume to supplier
Differentiation of inputs
Impact of inputs on cost or differentiation
Switching costs of firms in the industry
Presence of substitute inputs
Threat of forward integration
Cost relative to total purchases in industry
 THREAT OF
NEW ENTRANTS
Barriers to Entry
Absolute cost advantages
THREAT OF
Proprietary learning curve
SUBSTITUTES
Access to inputs
-Switching costs
Government policy
-Buyer inclination to
Economies of scale
substitute
Capital requirements
-Price-performance
Brand identity
trade-off of substitutes
Switching costs
Access to distribution
Expected retaliation
Proprietary products

BUYER POWER DEGREE OF RIVALRY

Bargaining leverage -Exit barriers
Buyer volume -Industry concentration
Buyer information -Fixed costs/Value added
Brand identity -Industry growth
Price sensitivity -Intermittent overcapacity
Threat of backward integration -Product differences
Product differentiation -Switching costs
Buyer concentration vs. industry -Brand identity
Substitutes available -Diversity of rivals
Buyers' incentives -Corporate stakes

ATTRACTIVENESS STRATEGY--

We have more than three decades of experience in the industry and are widely known and appreciated as an
undisputed leader in chemical industry. The various potent and highly precise formulations offered by us
include Borax Decahydrate, Borax Pentahydrate, Boric Acid, Zinc Borate Bml ZB 2335 andZinc Borate
Bml ZB.
The quality of our products is clearly visible in the trust that our customers put in us. We are proud to say that we
have a phenomenal market share of 75% of the total Indian boron chemicals market. Our strategy is to offer high
quality products along with great customer service at reasonable prices to ensure total customer satisfaction. Over
the years we have developed a number of strategic relationships in the market with a strong network of dealers
spread all across the country enabling us to provide full support and service to customers. Our endeavors to
expand our network further have resulted in developing a strong export market in various countries around the
world with our focus being on USA, Europe and Middle East.

ENRTY BARRIER:-
As evidenced by the less number of players in the market, barriers to
entry are very high. Costs of developing a product are relatively ver
huge and a huge investment is needed to create a product and step into
the market.

THREAT OF SUBSTITUTE:-

Since there are only few players in the market, the threat of substitute
product is also less.

BARGENING POWER OF CUSTOMERS:-

Since many of the players in this segment are mega corporations, the
bargaining power of customers is extremely low for the small business
segment. But in the enterprise segment, the customers themselves are
mega global corps, the bargaining power is a lot more. Therefore, it is
hard to make a sweeping statement for the entire industry.

BARGENING POWER OF SUPPLIERS:-

There are no suppliers to speak of in this industry, since all that is

needed is an idea, and some coders to get it up and running.

CONCLUSION:-

As Porter identified, there are three generic strategies companies can use
– differentiation, cost leadership, and focus. These strategies are
imminently relevant to companies in this market, and their application is
in evidence already in different companies.

SWOT ANALYSIS:-

Strengths
• Strengths are the internal attributes of the company (or system) that
may help to achieve the identified objective. Depending on the
objective, any particular internal attribute may be either positive or
negative. Factors may include marketing initiatives within your’s
manufacturing market, programming personnel, management,
chemical development and deployment capabilities, end user
support structures, etc. Any internal variable that may impact
strategy must be included.
Weaknesses
• Weaknesses are the internal attributes of the company (or system)
that may be detrimental to achieving the identified objective.
Again, depending on the objective, internal attributes may be
positive or negative, and factors may include your marketing
position within the manufacturing industry, programming design
personnel, management, chemical development and deployment
capabilities, end user support structures, etc. Include any internal
variable that could impact strategy.

Opportunities
• Opportunities are any external conditions that are likely to be
helpful in achieving the identified objective. Like the internal
conditions, any particular external factor may be either positive or
negative and depend on the objectives. Factors may include the
competitive state of the manufacturing industry, technology,
 legislation, evolving chemicals, user requirements, etc. Any
external variable that may impact strategy must be included.

Threats
• Threats are any external conditions that may be damaging to
achieving the identified objectives. The factors that affect threat
conditions are the same as those that can create opportunities.
Include all of these internal and external variables that could
impact strategy.