Haidilao Catering From a Hot Pot to Crisis Management Case Study solution

Introduction

The current case solution is published by 247caseanalysis and focuses on Haidilao Catering From a Hot Pot to Crisis Management. The case presents an overview of the strategic and managerial issues that the Haidilao Catering From a Hot Pot to Crisis Management faces in the growth and development of the business. The case solution focuses on understanding the central issue(s) in the case. The case study solution then uses strategic tools and models to solve the case and makes strategic recommendations for the Haidilao Catering From a Hot Pot to Crisis Management (Abratt & Bendixen, 2018; Iacobucci, 2021).

The case study and the case solution for the Haidilao Catering From a Hot Pot to Crisis Management are intended to give a comprehensive and holistic perspective regarding real-world business situations and challenges to the reader. Like all HBS case studies, it is important for the reader to first read the case for the Haidilao Catering From a Hot Pot to Crisis Management. The proposed case study solution for the Haidilao Catering From a Hot Pot to Crisis Management has encompassed the needs of all stakeholders while addressing the central challenge effectively (Deepak & Jeyakumar, 2019).

External environment analysis

The Haidilao Catering From a Hot Pot to Crisis Management cannot directly influence the external environment. The Haidilao Catering From a Hot Pot to Crisis Management must ensure to assess and continually review the external environment to identify potential challenges and opportunities (Abratt & Bendixen, 2018). This is needed because:

• The external environment is dynamic and keeps changing.

• External environment factors and dynamics, directly and indirectly, influence Haidilao Catering From a Hot Pot to Crisis Management operations (Anthony, 2021).

PESTEL Analysis

Political

• The Haidilao Catering From a Hot Pot to Crisis Management needs political stability to maintain business development and growth globally.

• The Haidilao Catering From a Hot Pot to Crisis Management must also pay heed to local and global taxation implications for operations carried on site, as well as in other countries.

• The Haidilao Catering From a Hot Pot to Crisis Management is directly impacted by the policies and regulations devised by the governments in its host as well as home countries (Chernev, 2018).

Economic

• Lower interest rates facilitate the Haidilao Catering From a Hot Pot to Crisis Management as it leads to increased instances of borrowing.

• Lower interest rates also lead to increased consumer power, and increased demand for products of Haidilao Catering From a Hot Pot to Crisis Management (Deepak & Jeyakumar, 2019).

• The operations and demand for Haidilao Catering From a Hot Pot to Crisis Management are directly influenced by the GDP and economic growth in the countries where it operates and exports (Buchanan & Huczynski, 2019).

Social

• Increased focus on education and higher literacy rates have allowed the Haidilao Catering From a Hot Pot to Crisis Management to benefit from a more skilled and talented labor pool.

• The higher portion of the youth has also benefitted the Haidilao Catering From a Hot Pot to Crisis Management in creating a high demand for its products and services (Iacobucci, 2021).

• Assessment of the population and consumer trends have allowed the Haidilao Catering From a Hot Pot to Crisis Management to refine its segmentation and targeting strategies – leading to improved positioning of its portfolio offering (De Mooij, 2019).

Technological

• Haidilao Catering From a Hot Pot to Crisis Management has high internal innovation capabilities.

• Haidilao Catering From a Hot Pot to Crisis Management invests in research and development for improved creativity and technological progress.

• The Haidilao Catering From a Hot Pot to Crisis Management makes use of innovative and advanced technology to make its internal processes more efficient and work towards achieving economies of scale.

• Haidilao Catering From a Hot Pot to Crisis Management also benefits from knowledge sharing through global operations and transfers technology internally (Baines, Fill, & Rosengren, 2017).

Environmental

• The Haidilao Catering From a Hot Pot to Crisis Management follows and abides by environmental regulations imposed in various countries.

• Consumers for Haidilao Catering From a Hot Pot to Crisis Management have rapidly adopted green lifestyles and green consumption.

• Incorporating environmentalism into its strategic goals and direction has enabled the Haidilao Catering From a Hot Pot to Crisis Management to become more efficient in this resource allocation (Stead & Stead, 2014).

Legal

• The Haidilao Catering From a Hot Pot to Crisis Management ensures to follow the equal employment and equal opportunity law.

• Through the equal opportunity act and regulations, the Haidilao Catering From a Hot Pot to Crisis Management ensures that it does not discriminate against different groups in its HUMAN RESOURCE MANAGEMENT practices.

• The Haidilao Catering From a Hot Pot to Crisis Management also ensures to abide by the health and safety regulations.

• The Haidilao Catering From a Hot Pot to Crisis Management makes sure to follow regulations regarding employment contracts and employer responsibilities to ensure fair policy-making and high performance (Lasserre, 2017).

Porter Five Forces

Industry rivalry

• There is high competitiveness and rivalry in the industry.

• The market is highly fragmented, which leads to increased competition for Haidilao Catering From a Hot Pot to Crisis Management.

• The Haidilao Catering From a Hot Pot to Crisis Management faces industry rivals of various sizes and operations.

• The competition for Haidilao Catering From a Hot Pot to Crisis Management is local as well as global in nature.

• The increased rivalry in the industry ensures that all players, including Haidilao Catering From a Hot Pot to Crisis Management, offer high-quality products and services to consumers at competitive prices (Varadarajan, 2015).

The threat of new entrants

• The threat of new entrants is moderate.

• There are entry barriers such as government regulations and financial capital needed for setting up operations.

• This ensures that only powerful players with high financial muscle enter the market where Haidilao Catering From a Hot Pot to Crisis Management is operating.

• New entrants ensure that the Haidilao Catering From a Hot Pot to Crisis Management maintains its focus on competitiveness and high quality (Wunder, 2019; Abratt & Bendixen, 2018).

Threat of substitutes

• The threat of substitutes is moderate to high.

• There is direct well as indirect substitutes available for Haidilao Catering From a Hot Pot to Crisis Management offerings.

• The high number of players and market fragmentation has led to the increased availability of substitutes for Haidilao Catering From a Hot Pot to Crisis Management products.

• There are low switching costs for consumers between substitutes (Sahaf, 2019; Kotabe & Helsen, 2020).

Bargaining power of buyers

• Haidilao Catering From a Hot Pot to Crisis Management operational a highly fragmented industry.

• The bargaining power of the buyers is high.

• Players, including Haidilao Catering From a Hot Pot to Crisis Management, do not have a retail setup (Phillips & Moutinho, 2018; Chernev, 2018).

Bargaining power of sellers

• The bargaining power of suppliers is high in the industry where Haidilao Catering From a Hot Pot to Crisis Management operates.

• There're numerous players in the industry, and suppliers have contracted with most of them.

• The raw materials provided by suppliers are restricted, and limited owing to quality needs and benchmarks (Kotabe & Helsen, 2020; Joyce, 2022).

Internal environment analysis

The internal analysis allows an insight into the factors that Haidilao Catering From a Hot Pot to Crisis Management can directly influence. These factors and capabilities are used by the Haidilao Catering From a Hot Pot to Crisis Management to ensure that:

• It is able to capitalize on the opportunities from the external environment.

• It is able to mitigate risks and manage challenges and threats appropriately.

• The Haidilao Catering From a Hot Pot to Crisis Management is able to set the right strategic direction and use internal capacities towards its attainment (Stead & Stead, 2014; Deepak & Jeyakumar, 2019).

SWOT

Strengths

• The Haidilao Catering From a Hot Pot to Crisis Management has a strong brand image and a positive consumer perception in the market.

• The Haidilao Catering From a Hot Pot to Crisis Management invests in research and development, which helps the company focus its new product development as well as marketing capabilities (Phillips & Moutinho, 2018).

• The company has a strong financial revenue earning ability and enjoys high profits.

• The Haidilao Catering From a Hot Pot to Crisis Management has a global distribution network, which is strong and has allowed it to enjoy high business growth.

• International expansion has allowed the Haidilao Catering From a Hot Pot to Crisis Management to understand diverse cultures and their knees – and engage in the localization of its product portfolio (DuBrin, 2013).

Weaknesses

• The Haidilao Catering From a Hot Pot to Crisis Management is criticized for high prices for its product portfolio.

• The company has suffered negative PR owing to the recall of some of its products which were faulty.

• Despite engagement with advanced technology, Haidilao Catering From a Hot Pot to Crisis Management continues to use manual systems internally, which leads to time ineffectiveness (Abratt & Bendixen, 2018).

• The Haidilao Catering From a Hot Pot to Crisis Management has an organizational culture that is resistant to change and, as a result, exhibits slow adaptation to new trends.

• The product design for the Haidilao Catering From a Hot Pot to Crisis Management’s offerings is imitative.

• The Haidilao Catering From a Hot Pot to Crisis Management has undifferentiated products in its portfolio with respect to the competition (Phillips & Moutinho, 2018; Baines, Fill, & Rosengren, 2017).

Opportunities

• The Haidilao Catering From a Hot Pot to Crisis Management has the opportunity to expand to developing and emerging economies.

• The Haidilao Catering From a Hot Pot to Crisis Management can develop outsourcing partnerships to further maintain cost-effectiveness.

• The Haidilao Catering From a Hot Pot to Crisis Management can also engage in green production and work towards environmental sustainability (Stead & Stead, 2014; Lasserre, 2017).

• The Haidilao Catering From a Hot Pot to Crisis Management can also develop strategic partnerships and alliances to facilitate business growth and development.

• Target niche markets, and develop new products.

• The Haidilao Catering From a Hot Pot to Crisis Management can benefit from the evolving media trends for marketing purposes – including using social media content creation to target new consumer groups (Varadarajan, 2015; Wilson, 2018).

Threats

• The Haidilao Catering From a Hot Pot to Crisis Management is facing high competition.

• The Haidilao Catering From a Hot Pot to Crisis Management is also experiencing high imitation of its products.

• The Haidilao Catering From a Hot Pot to Crisis Management faces threats from the increased price volatility of raw materials as well.

• The unstable government and government policies are also a threat to the operations of the Haidilao Catering From a Hot Pot to Crisis Management- especially internationally.

• Slow change adaptation may lead the Haidilao Catering From a Hot Pot to Crisis Management to become an industry laggard (Anthony, 2021; Abratt & Bendixen, 2018).

Marketing mix

Product

• The product offerings by the Haidilao Catering From a Hot Pot to Crisis Management maintain consistently high quality.

• The Haidilao Catering From a Hot Pot to Crisis Management engages in brand-building activities to ensure that its product and service offerings are well received by the target audience (Chernev, 2018).

• Brand-building activities build positive associations for Haidilao Catering From a Hot Pot to Crisis Management and lead to repeat purchases as well as high consumer loyalty.

• Haidilao Catering From a Hot Pot to Crisis Management ensures that its products are available in different SKU sizes to cater to the needs of different groups within its target audience.

• The Haidilao Catering From a Hot Pot to Crisis Management also offers a warranty for its products (Khan, 2014).

Price

• The Haidilao Catering From a Hot Pot to Crisis Management ensures competitive pricing in the industry among the high number of market players.

• For new products, the Haidilao Catering From a Hot Pot to Crisis Management maintains an introductory pricing strategy to encourage trials and purchases (Kareh, 2018).

• For its star products, the company maintains penetrative pricing strategies to allow maximum trial.

• For mature products, the Haidilao Catering From a Hot Pot to Crisis Management engages in aggressive and competitive pricing.

• The Haidilao Catering From a Hot Pot to Crisis Management offers regular discounts to appeal to consumers, clear stocks, as well as for increasing footfall (Išoraitė, 2016).

Placement

• Haidilao Catering From a Hot Pot to Crisis Management ensures that all its product offerings are highly accessible.

• The Haidilao Catering From a Hot Pot to Crisis Management places products in physical retail setups like supermarkets and hypermarkets.

• The Haidilao Catering From a Hot Pot to Crisis Management also places products with e-tailers such as amazon so consumers can easily access the products (Iacobucci, 2021).

• The Haidilao Catering From a Hot Pot to Crisis Management also has an online system on its website for managing orders placed directly with the company.

• The Haidilao Catering From a Hot Pot to Crisis Management has a strong distribution network, as well as competent and quick consumer service. (Kareh, 2018; Abratt & Bendixen, 2018).

Promotion

• The Haidilao Catering From a Hot Pot to Crisis Management uses traditional promotional platforms of television to reach the masses with its product portfolio.

• The Haidilao Catering From a Hot Pot to Crisis Management also engages in radio and print promotional activities and advertisements (Deepak & Jeyakumar, 2019).

• The Haidilao Catering From a Hot Pot to Crisis Management also uses social media to reach out to its audiences and influence them.

• The Haidilao Catering From a Hot Pot to Crisis Management has developed expertise in interesting and relevant content creation, which attracts its primary as well as secondary target consumer groups (De Mooij, 2019).

• The Haidilao Catering From a Hot Pot to Crisis Management frequently uses influencers to create a positive buzz and hype regarding its products, as well as to ensure high reach.

• All promotional content is integrated and uses emotional appeals to create a lasting relationship with the consumers (Chernev, 2018).

VRIO

Valuable

• The Haidilao Catering From a Hot Pot to Crisis Management has a strong global presence and strong business development capabilities.

• The Haidilao Catering From a Hot Pot to Crisis Management focuses on research and development internally to identify market gaps and demands.

• The Haidilao Catering From a Hot Pot to Crisis Management makes use of AI in its production operations and marketing functions to increase cost efficiency as well as affectivity (Dimitrieska, Stankovska, & Efremova, 2018).

• The Haidilao Catering From a Hot Pot to Crisis Management engages and invests in acquiring advanced and progressive technology for operational efficiency. (Joyce, 2022).

• The Haidilao Catering From a Hot Pot to Crisis Management has a strong retail setup and a strong distribution network across the globe (Gillespie & Swan, 2021; Chernev, 2018).

Rare

• The Haidilao Catering From a Hot Pot to Crisis Management has access to unique raw materials, which helps it maintain high quality as well as differentiation in its product offerings.

• The Haidilao Catering From a Hot Pot to Crisis Management holds special patents and licenses for manufacturing processes, as well as for being able to manufacture off-site in other countries (Grewal & Levy, 2021).

• The Haidilao Catering From a Hot Pot to Crisis Management undertakes and participates in sustainable and eco-friendly manufacturing processes.

• The Haidilao Catering From a Hot Pot to Crisis Management has also developed a green packaging solution for its product offerings and portfolio (Gillespie & Swan, 2021).

Inimitable

• The leadership within the Haidilao Catering From a Hot Pot to Crisis Management is visionary and charismatic.

• The organizational culture within Haidilao Catering From a Hot Pot to Crisis Management is robust, innovative and creative.

• The organizational culture is based on the unique values, and implementation of the same – including transparency, honesty, and commitment (Groucutt & Hopkins, 2015).

• The human resource management policies within the Haidilao Catering From a Hot Pot to Crisis Management support employee development and engagement – leading to high employee satisfaction and high employee morale (Machado, 2019; Anthony, 2021).

• The compensation framework within the Haidilao Catering From a Hot Pot to Crisis Management is advanced and focuses on extrinsic as well as intrinsic drivers for employee performance.

• The Haidilao Catering From a Hot Pot to Crisis Management enjoys high brand equity based on consistently high deliverance of product quality (Hitt, Miller, Colella, & Triana, 2017; Grewal & Levy, 2021).

Organized

• The technical infrastructure within the Haidilao Catering From a Hot Pot to Crisis Management comprises new and advanced technology as well as network development to support its operations (Griffin, 2021)

• The Haidilao Catering From a Hot Pot to Crisis Management has access to advanced physical infrastructure as well which helps support its technical advancements, as well as its manufacturing and related operations (Valeri, 2021)

• The international exposure that the Haidilao Catering From a Hot Pot to Crisis Management has received owing to its expansions has allowed it to develop and apply innovation as well as new knowledge for improving existing processes and schedules within the company (Hitt, Miller, Colella, & Triana, 2017; Abratt & Bendixen, 2018; Valeri, 2021).

Value chain

• The core capabilities and strengths of the Haidilao Catering From a Hot Pot to Crisis Management have enabled it to overcome obstacles and challenges and achieve its strategic goals and targets.

• The core strengths and competencies of Haidilao Catering From a Hot Pot to Crisis Management form an important part of the company’s value chain (Chernev, 2018; Anthony, 2021).

Primary activities

• Haidilao Catering From a Hot Pot to Crisis Management works directly and owns part of its operations in the value chain.

• The Haidilao Catering From a Hot Pot to Crisis Management also works through different third parties as well as contracts with other parties for managing operations in other countries (Anthony, 2021).

• For inbound logistics, the Haidilao Catering From a Hot Pot to Crisis Management ensures that all raw materials are transferred to warehouses and manufacturing sites in a timely fashion using company-owned transportation.

• The Haidilao Catering From a Hot Pot to Crisis Management manages its operations directly as well as through third parties.

• The operations of the Haidilao Catering From a Hot Pot to Crisis Management are spanned in its hometown as well as conducted overseas at other locations (Deepak & Jeyakumar, 2019).

• In offshore countries, the Haidilao Catering From a Hot Pot to Crisis Management manages operations through partners and agents – who look after distribution and marketing activities for the Haidilao Catering From a Hot Pot to Crisis Management.

• The Haidilao Catering From a Hot Pot to Crisis Management engages in invested marketing activities – based on consumer and market research (Dimitrieska, Stankovska, & Efremova, 2018; Chernev, 2018).

• The Haidilao Catering From a Hot Pot to Crisis Management also makes use of AI for its marketing and promotional activities.

• The Haidilao Catering From a Hot Pot to Crisis Management regularly trains its employees to develop skills regarding consumer service.

• The Haidilao Catering From a Hot Pot to Crisis Management has maintained strict policies regarding consumer service as well as ensuring high quality and increased customer satisfaction (Joyce, 2022).

Secondary activities

• The Haidilao Catering From a Hot Pot to Crisis Management has a strong human resource management department, regulated by modern policies and practices.

• The human resource management department at the Haidilao Catering From a Hot Pot to Crisis Management supports the organizational culture and the leadership through its various functions – such as hiring, training and compensation management (DuBrin, 2013).

• The Haidilao Catering From a Hot Pot to Crisis Management makes use of advanced technology to support its operations and achieve strategic goals and targets (DuBrin, 2013; Joyce, 2022).

• The advanced technology is acquired internationally (Iacobucci, 2021).

• The Haidilao Catering From a Hot Pot to Crisis Management engages in regulated procurement with selected suppliers.

• The Haidilao Catering From a Hot Pot to Crisis Management ensures its contracted suppliers provide consistently high-quality raw materials to maintain high quality for end consumers (Gillespie & Swan, 2021).

Ansoff

• The Haidilao Catering From a Hot Pot to Crisis Management is used to resolve its managerial and strategic challenges using one of the following strategies.

• The strategies recommended will allow the Haidilao Catering From a Hot Pot to Crisis Management to expand and develop, as well as manage its risks and challenges effectively.

• Using these strategies, the Haidilao Catering From a Hot Pot to Crisis Management will also be able to remain competitive in the market.

Market development strategies

• The Haidilao Catering From a Hot Pot to Crisis Management can engage in informative and emotional marketing to appeal to the target audience in the market and increase brand awareness.

• The Haidilao Catering From a Hot Pot to Crisis Management can devise and run educational campaigns to help understand the importance of the product, and its need (Išoraitė, 2016).

• The Haidilao Catering From a Hot Pot to Crisis Management can work with influencers and celebrities to help spread the message through social media as well as conventional media.

• The Haidilao Catering From a Hot Pot to Crisis Management can use a team on the ground to interact with the target audience, brief them about the product and its benefits, and influence them positively towards purchase decisions. (Baines, Fill, & Rosengren, 2017).

Market penetration strategies

• The Haidilao Catering From a Hot Pot to Crisis Management can increase its marketing spending and use emotional appeals to influence the target audience.

• The marketing strategies should be focused on maximizing the reach of the brand's message and promise (Iacobucci, 2021).

• The Haidilao Catering From a Hot Pot to Crisis Management is recommended to make its products accessible through an increased number of supermarkets and hypermarkets.

• The Haidilao Catering From a Hot Pot to Crisis Management can also open its own retail setups to increase footfall and reach across different regions (Sahaf, 2019).

Product development strategies

• The Haidilao Catering From a Hot Pot to Crisis Management is recommended to and can engage in market and consumer research for product development.

• Encouraging innovation and discussion of new ideas within the Haidilao Catering From a Hot Pot to Crisis Management can also lead to rapid new product development (Varadarajan, 2015).

• The Haidilao Catering From a Hot Pot to Crisis Management can also optimize the development of new products by making its manufacturing and testing processes more effective.

• The Haidilao Catering From a Hot Pot to Crisis Management can also create innovation labs and labs for new product development and testing (Sahaf, 2019; Abratt & Bendixen, 2018).

Diversification strategies

• The Haidilao Catering From a Hot Pot to Crisis Management can expand horizontally and add new product lines.

• The Haidilao Catering From a Hot Pot to Crisis Management can also expand vertically and add new products to the existing product line

• The diversification will allow the Haidilao Catering From a Hot Pot to Crisis Management to attract new consumer groups (De Mooij, 2019).

• The diversification will also allow the Haidilao Catering From a Hot Pot to Crisis Management to increase its penetration and reach amongst existing consumers.

• The Haidilao Catering From a Hot Pot to Crisis Management will be able to increase brand awareness through diversification as well (Iacobucci, 2021; Abratt & Bendixen, 2018).

Conclusion

The Haidilao Catering From a Hot Pot to Crisis Management needs to strategically align its resources for optimization and to achieve its strategic goals and targets. The Haidilao Catering From a Hot Pot to Crisis Management should continue to use its internal capabilities to realize new opportunities and for mitigating risks and weaknesses. In addition, the Haidilao Catering From a Hot Pot to Crisis Management should also make use of other strategic models to understand the managerial challenges that the organization faces and devise suitable strategies and actions for overcoming them. The leadership of the Haidilao Catering From a Hot Pot to Crisis Management will play a critical role in ensuring that the organization overcomes the challenges by focusing on the organizational culture and values, which will then impact the operations and performance at large.

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