THE

STRATEGIC ANALYSIS

MAD KOFFEE
Table of Contents
1. INTRODUCTION 2
2. STRATEGIC POSITION 2
2.1 Pestel 2
2.2 Porter's Five Forces Analysis 3
2.3 VRIO Analysis 4
2.4 SWOT Analysis 5
3. STRATEGIC CHOICES 7
3.1 Using Ansoff's Matrix 7
3.2 International Entry Mode Strategies for Mad Koffee's Global Expansion 8
4. STRATEGY IN ACTION 9
5. CONCLUSION 10
REFERENCES 12
 1. INTRODUCTION

Mad Koffee, a vibrant F-commerce venture founded in 2017 by Amin Hannan

Chowdhury, has had an impressive entrepreneurial career, moving from its humble
beginnings in a 150 sq. ft. space to develop itself as a major location for stylish items,
which is particularly popular among Bangladesh's young (Zaman & Chowdhury, 2022).
The company's history is a mix of early accomplishments and subsequent setbacks,
including a major incident that harmed its brand reputation. This strategy study seeks
to look into the progression of Mad Koffee's company, addressing the problems of a
crowded local market while analysing prospects for worldwide expansion (Zaman &
Chowdhury, 2022).

2. STRATEGIC POSITION

2.1 Pestel

This PESTEL
analysis investigates the major external variables influencing Mad Koffee's operations:

Political:

• Government Policies and Stability: Political stability is critical for economic growth
and corporate stability (Acemoglu & Robinson, 2019). Mad Koffee must keep a close eye
on political events in Bangladesh and examine their possible influence on its activities.
Furthermore, government e-commerce rules and trade agreements can have a
substantial impact on cross-border transactions, especially if Mad Koffee decides to
grow worldwide (Chaudhury, Mukhopadhyay and Sinha, 2023)

Economic:

 • Consumer Spending: Mad Koffee's performance is inextricably linked to

Bangladesh's economic realities. Economic downturns can affect consumer
spending, especially on non-essential items such as clothes and lifestyle products
(The Economist, 2023). Furthermore, currency rate changes might affect
production costs and foreign transactions, providing hurdles to Mad Koffee's
worldwide development aspirations (Tradecouncil.org, 2017)

Social:
• Target population: Understanding and catering to Mad Koffee's target population,
especially Millennials and Gen Z in Bangladesh, is critical to its success. Mad Koffee must
modify its product development and marketing tactics in response to changing societal
trends and rising demand for sustainable and ethically produced items (McKinsey &
Company, 2021).

Technological:
• F-Commerce Dependence: Mad Koffee's reliance on technology, particularly social
media platforms such as Facebook, exposes it to technical interruptions and failures.
Keeping up with advances in e-commerce platforms, payment gateways, and digital
marketing technologies may improve productivity and consumer engagement (Cham et
al., 2022). Cyber attacks, on the other hand, represent a substantial danger to its online
activities (Centre for Strategic and International Studies, 2023).

Environmental:
• Sustainable Practices: The environmental effect of Mad Koffee is impacted by its
suppliers and production partners. Implementing sustainable practices and following to
environmental standards are becoming increasingly vital in the context of worldwide
expansion, particularly when working with global partners and customers that value
eco-friendly products (World Bank, 2023)

Legal:

• Compliance & Regulations: Mad Koffee prioritises compliance with local and
international laws. This involves protecting intellectual property rights for designs,
following to labour regulations and manufacturing safety requirements, and complying
with consumer protection laws. When expanding into new areas with possibly varied
legislation, the legal environment gets increasingly complex ((Lemley, 2014)

2.2 Porter's Five Forces Analysis

Buyers' Bargaining Power (Moderate)

• Because of the low obstacles to entry, consumers in Bangladesh's F-commerce market
have a wide range of options (Hossain, 2021; Gerpott et al., 2021; McKinsey,
2023).Individual purchasers' negotiating power is reduced, while overall market
competitiveness is increased.

• Although Mad Koffee's established reputation for quality and innovative designs offers
it some clout with consumers, the recent issue with faulty T-shirts has marginally
enhanced buyer power owing to unfavourable press (Zabeen, Ara and Sarwar, 2013)

Suppliers' Bargaining Power (Low)

• Mad Koffee has several alternatives thanks to Bangladesh's wide number of garment
manufacturers, which reduces supplier negotiating strength (BGMEA, 2020).

• Finding suppliers that share Mad Koffee's dedication to eco-friendly methods and
worker safety, particularly for overseas markets, is difficult (Villena and Gioia, 2020)

• The latest incident with faulty T-shirts emphasises the necessity for stronger quality
control techniques with suppliers.

New Entrants Pose a High Risk

• The simplicity of setting up an F-commerce firm in Bangladesh, as well as the cheap
initial investment necessary, provide a significant risk of new entrants (Zabeen, Ara and
Sarwar, 2013)

• While Mad Koffee's strong brand recognition and customer loyalty provide
competitive advantages, the surge of new competitors at competitive prices heightens
competitiveness.

Threat of Substitute Products (Significant)

• Due to the number of local and international brands, consumers in Bangladesh have a
variety of alternatives for purchasing clothes and lifestyle items, raising the danger of
replacements

• Local preferences for purchasing at cheaper rates from street sellers exacerbate the
danger of replacements, particularly in a price-sensitive market (Islam, 2018)

Competitive Rivalry Intensity (Intense)

• The Bangladesh F-commerce sector is very competitive, with multiple local
competitors as well as established e-commerce behemoths (Hossain, 2021; Gerpott et
al., 2021; McKinsey, 2023).

• Mad Koffee confronts competition from both domestic brands and well-funded foreign
players, heightening competitiveness.

• Due to a recent drop in sales and the advent of competitors offering cheaper prices,
Mad Koffee must rethink its pricing and marketing strategy.
Force Description Rating
Buyer bargaining power  Low entry hurdles Moderate
for new entrants
into Bangladesh's F-
commerce sector
 Mad Koffee's name
provides some
clout, but recent
quality difficulties
have increased
buyer power
Supplier bargaining power  Difficulty finding Low
suppliers
committed to
sustainability and
worker safety,
particularly for
foreign markets
 Numerous garment
factories in
Bangladesh A
recent incident
 involving defective
T-shirts emphasises
the need for
improved quality
control.
Threat of new entrants  little entry barriers High
and little initial
investment. The
brand familiarity of
Mad Koffee
provides some
protection, but new
rivals providing
cheaper pricing
enhance
competition
Threat of substituents  Many local and Significant
international firms
provide alternative
clothes and leisure
goods In a price-
sensitive market,
local desire for
cheaper choices
from street sellers
exacerbates the
danger
Competitive rivalry  In Bangladesh's F- Intense
commerce market,
competition is
fierce. Mad Koffee is
up against both
domestic and well-
funded overseas
opponents. Recent
revenue declines
and competitive
pricing pressure
need strategic
changes.

2.3 VRIO Analysis

Value:
• existing Online Presence: Mad Koffee's existing online presence via social media
platforms and e-commerce websites provides a useful route for reaching a larger
audience (Cham et al., 2022).
• Brand Image: Mad Koffee's reputation for innovative and trendy designs has helped to
build a strong brand image and consumer loyalty (Studocu, 2022; ResearchGate, 2021)

• Sustainability Focus: Mad Koffee's current sustainability emphasis corresponds with

modern customer tastes for eco-friendly products, increasing value by differentiating
the brand in the market (McKinsey & Company, 2021).

Rarity:

• Distinctive Design Team: Mad Koffee's devoted design team generates distinctive and
inventive designs, which contribute to the brand's uniqueness and distinction (Islam,
Khadem and Sayem, 2012)

• Sustainable methods dedication: Mad Koffee's dedication to eco-friendly methods is

becoming increasingly unique in the fast-fashion business, offering it a competitive
advantage (UXPin, 2023).

• Online Platforms and Garment Suppliers: While online platforms and garment
suppliers are prevalent, Mad Koffee's unique ties and alliances may be less common,
contributing to its total competitive advantage.

Imitability:
• Design experience and Sustainability: Due to the time and money necessary to
establish such skills, rivals will find it challenging to swiftly mimic Mad Koffee's design
experience and dedication to sustainable practices (Bhamra and Beck, 2017)

• Online Platforms and Garment Suppliers: Competitors will find it reasonably easy to
replicate Mad Koffee's online presence and supplier ties, emphasising the necessity for
further differentiation initiatives (Hossain, 2021; Gerpott et al., 2021; McKinsey, 2023).
Organisation:

• teamwork and Efficiency: successful teamwork across Mad Koffee's design,

manufacturing, and marketing teams is essential for timely product introductions and
successful promotion (Zabeen, Ara and Sarwar, 2013)

• Quality Control: The recent incident with faulty T-shirts emphasises the need for
improved organisational procedures, notably in quality control, to avoid similar
problems and retain consumer trust (Hossain, 2021; Gerpott et al., 2021; McKinsey,
2023).

2.4 SWOT Analysis

Strengths:

• Strong Brand Identity: Mad Koffee has a distinct brand image that is renowned for its
innovative and trendy designs, which contributes to client loyalty (Islam, Khadem and
Sayem, 2012)
• Online Presence: The company has a strong online presence, taking advantage of
social media and e-commerce platforms to attract a larger audience and assist online
sales (Cham et al., 2022).

• Sustainability Focus: The company's dedication to sustainability is a strength,

matching with expanding customer preferences for environmentally friendly and
socially responsible companies (McKinsey & Company, 2021).

• Design Expertise: Mad Koffee has a great design team that generates new and
appealing designs, which distinguishes it from competition (Forbes, 2021)

Weaknesses:
• Quality Control Issues: Recent reports of faulty T-shirts point to flaws in quality
control methods, harming the brand's reputation and customer confidence (Hossain,
2021; Gerpott et al., 2021; McKinsey, 2023).

• Over-Reliance on Online Platforms: While having an online presence is an asset, Mad

Koffee is subject to changes in algorithms, rules, or disruptions in the online
marketplace (Chaudhury, Mukhopadhyay and Sinha, 2023)

• Limited Physical Presence: Because the business relies on online channels, it may miss
out on customers who prefer in-person purchasing experiences

Opportunities:
• Global Expansion: Mad Koffee can enter overseas markets in order to reach a bigger
client base and diversify income streams (Acemoglu & Robinson, 2019).

• Product Line Diversification: Introducing new product lines or expanding into

adjacent sectors, such as accessories, will help to attract a wider group of clients
(Wiersema, 2017).

• Technology Integration: Adopting new technology, such as augmented reality for

virtual try-ons, can improve the online shopping experience and differentiate the brand
(Cham et al., 2022).

Threats:
• The fashion industry is highly competitive, and Mad Koffee is continually threatened
by new and existing competitors (Hossain, 2021; Gerpott et al., 2021; McKinsey, 2023).

• Global, natural, and geopolitical calamities can disrupt the supply chain, disrupting
output and inventory

• Changing customer tastes and trends: If Mad Koffee can't adapt quickly to market
changes, it could be at risk (Forbes, 2021).

3. STRATEGIC CHOICES

3.1 Using Ansoff's Matrix

Ansoff's Product/Market expansion Matrix (Ansoff, 1957) provides a useful framework
for analysing strategic possibilities for corporate expansion. The matrix may be used to
examine possible income development options for Mad Koffee, a fashion business
located in Bangladesh.

Market penetration:
• tactics for the Bangladesh Market: Mad Koffee can expand market share in Bangladesh
by increasing marketing efforts, offering promotions, or adjusting price tactics (Hosseini
& Al-Lafi, 2019). Targeted digital marketing strategies can gain a greater part of the
local fashion market by leveraging its strong online presence (Cham et al., 2022).

• Improved client Loyalty Programmes: Implementing loyalty programmes, special

discounts, and referral bonuses can stimulate repeat purchases and client retention
(Reichheld & Schefter, 2000). This not only helps to retain existing consumers, but it
also helps to attract new ones through positive word-of-mouth (Gronroos, 1990).

• Collaborations and Partnerships: Working with local influencers, fashion bloggers, or

celebrities may help Mad Koffee expand its reach and impact, resulting in enhanced
brand awareness and consumer engagement (Smith & Zeithaml, 2000).

Market development:
• Regional Expansion: By carefully building locations or working with local retailers,
Mad Koffee can explore new markets within adjacent regions (Root, 1994). This growth
should be supported by extensive market research in order to understand the tastes
and trends of the new client base (Czinkota & Ronkainen, 2007).

• E-commerce Expansion: By using its existing platform, Mad Koffee may promote and
sell its products in neighbouring regions via targeted digital marketing and logistical
networks (Pearson and Grandó n, 2005)

Product Creation:
• New Designs and Collections: By launching new designs, collections, or limited-edition
goods, Mad Koffee may innovate and diversify its product offerings (Urban & Hauser,
1993). This strategy adapts to the changing desires of the existing consumer while also
keeping the brand fresh and intriguing.

• Expansion into Accessories: Adding accessories such as purses, caps, or jewellery to

the existing product line can complement it and attract a larger variety of clients with
varied fashion preferences (Grewal et al., 2009).

Diversification:
• Entering New Markets: Mad Koffee might explore diversifying by entering completely
new markets, either geographically or by researching other client categories (Ansoff,
1957). This might include establishing a new apparel brand for a different audience or
expanding into related lifestyle items.

• Strategic Alliances and Acquisitions: By collaborating with or purchasing firms in

similar sectors, Mad Koffee can enter new product categories or markets with a more
complete and synergistic approach (Das and Teng, 2000)
Conclusion:
Mad Koffee's revenue development options range from solidifying its domestic position
to exploring new markets and developing creative items. The goal is to carefully
evaluate the prospects, connect them with the strengths of the brand, and develop a
well-rounded approach that balances risk and possible rewards.

3.2 International Entry Mode Strategies for Mad Koffee's Global

Expansion

When it comes to worldwide expansion, Mad Koffee's choice of international entrance

option is critical. Each alternative provides a different level of control, risk, and resource
commitment (Hitt, Ireland, & Hoskisson, 2023). Here are some possible Mad Koffee
entrance modes:

Exporting:
• Direct exporting: This entails selling items directly to overseas markets, which allows
for more control over brand image and quality (Cavusgil & Knight, 2015). Direct
exporting might be facilitated via online platforms, wholesalers, or sales reps.

• Indirect Exporting: Handles the export process through intermediaries such as agents,
distributors, or trading businesses, minimising logistical complexity but relinquishing
some control (Root, 1994).

Licencing:

• Brand Licencing: Allows overseas partners to exploit Mad Koffee's brand name,
designs, or technologies, providing a low-risk, low-investment entrance approach.
Constant monitoring, however, is required to guarantee brand consistency and quality
management (Gremyr et al., 2021)

Venture Partnerships:
• Local Partnerships: Forming joint ventures with local enterprises offers access to local
knowledge and existing networks (Kogut & Singh, 1988). This method distributes risks
and benefits while encouraging a more localised approach and addressing cultural
idiosyncrasies.

• Joint Ventures: Joint ventures feature joint ownership and decision-making, providing
a strategic alliance to traverse regulatory hurdles, cultural differences, and market
complexities (Geringer & Hebert, 1989).

Subsidiaries that are wholly owned by the parent company:

• Establishing new, separate corporate companies in foreign markets allows for
maximal control over operations, branding, and strategic choices (Dunning & Rugman,
1985).

• more Resource Commitment: While providing control, wholly owned subsidiaries

necessitate significant resources and pose more risks. This technique is appropriate for
markets where there is a good knowledge and great confidence in long-term
performance (Dunning & Rugman, 1985).
 4. STRATEGY IN ACTION

Mad Koffee's form of international entry should be consistent with its worldwide
expansion goals, risk tolerance, and available resources. The ideal plan for successful
entry into the global arena will be informed by a thorough examination of target
markets, regulatory conditions, and competitive landscapes.

Mad Koffee is evaluating and implementing growth and international market expansion
strategies.

The SAFe (Strategy in Action Framework) provides a systematic way to navigating the
hurdles of growth and foreign market development for organisations. Mad Koffee may
use this framework to methodically examine, execute, and monitor its strategic choices,
promoting a holistic and long-term approach to its goals.

1. Determine the Key Stakeholders and Their Interests:

• Internal Stakeholders: The leadership team, workers, and operational units of Mad
Koffee are critical internal stakeholders. Their main concerns include long-term
profitability, employment stability, and alignment with the company's goal (Freeman,
1984).

• External Stakeholders: External stakeholders include investors, customers, regulatory

organisations, and local communities. Financial returns, product quality, compliance,
and community effect are all important to them (Mitchell, Agle, & Wood, 1997).

2. Risk Assessment and Mitigation Strategies:

• Market Risks: Assess the risks of market volatility, shifting customer preferences, and
competitive activities. Mitigation strategies may include broadening product offerings
or accessing industries with consistent demand (Porter, 2008).

• Operational Risks: Identify possible supply chain, distribution, or manufacturing

process interruptions. To avoid these risks, develop contingency plans and invest in
solid operating systems (Hill & Jones, 2022).

• Regulatory Risks: Understand and adhere to the various regulatory contexts found in
overseas markets. To negotiate complicated regulatory environments, work with legal
specialists (Rugman & Verbeke, 2004).

3. Assess the Feasibility and Practicality of Selected Strategies:

• Market Research: Conduct extensive market research to determine the demand for
Mad Koffee's products in the markets of interest. Recognise cultural subtleties,
purchasing habits, and local competitiveness (Kotler & Keller, 2020).

• Resource Allocation: Determine the availability of implementation resources. Financial

investments, human capital, and technological infrastructure are all part of this (Barney,
2004)

4. Strategic options for revenue growth and one for internationalisation:

• Revenue Growth: Increased market penetration in Bangladesh through aggressive
marketing efforts, product innovation, and collaborations. This strategy capitalises on
the current market by growing Mad Koffee's market share and brand visibility.

• Internationalisation: Forming strategic collaborations with local firms in major foreign

markets to negotiate cultural differences, regulatory complexity, and market dynamics.
Mad Koffee may share risks and profits while capitalising on local expertise using this
method (Geringer & Hebert, 1989).

Each option's rationale:

• Market Penetration: Bangladesh offers enormous potential, and by leveraging current
brand loyalty, a concentrated approach to marketing and product development may
generate quick growth.

• Joint Ventures: Collaborating with local enterprises reduces the risks of entering
unknown markets, allowing for a smoother introduction and faster adaptation to local
conditions (Kogut & Singh, 1988).

5. CONCLUSION

Finally, Mad Koffee's strategic analysis displays a comprehensive awareness of its

internal and external surroundings. Key findings highlight the need of focusing on both
domestic market penetration and foreign expansion through joint ventures. Mad Koffee
can strengthen its home market position while carefully navigating global markets by
exploiting current strengths and correcting deficiencies. These strategies must be
aligned with the company's broader goals, with an emphasis on innovation, flexibility,
and customer-centric methods. Mad Koffee's performance as the global business
environment develops is dependent on its ability to align chosen strategies with new
trends, generating a dynamic and adaptable organisational structure. Mad Koffee is
well-positioned to negotiate the challenges of the coffee market with strategic insight
and agility thanks to these advised strategic solutions.
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