Business Analysis of Bhatbhateni Supermarket Nepal Bhatbhateni Supermarket Nepal - Porters Five Forces Analysis

1. Porter’s Five Forces Model, PESTLE Analysis

2.  Introduction to the analysis conducted
 It’s objectives
 It’s limitations
 Introduction to the organization
 Background & History
 Product Details
 Environmental Analysis
 PESTLE Analysis
 Porter’s Five Forces Model

3.  Objectives
 To better understand the concept of business
analysis.
 To learn how to conduct environmental analyses.
 To learn to collect data’s from various sources.
 Limitations

4.  one of the biggest shopping mall in Nepal
 firstly established as a single shutter cold store
by Mr. and Mrs. Min BahadurGurung on the year
1984 A.D
 In 1990, a tragic event happened, the fire from
the next door video shop destroyed the store
 In 1992, the birth of the real Bhat-Bhateni Super
Market was initiated
 by then the mega store had not stopped
expanding

5.  Details about the products
 Groceries
 Kitchenware
 Electrical Appliances
 Sports & toys
 Gifts, cards and flowers
 Liquor
 Clothing
 Shoes
 Jewellery

6.  PESTLE Analysis
 Porters Five Forces Model

7. PESTEL

8.  Inorder to assess competitive position in the
market.
 To develop a strategy.
 To know SWOT analysis.
 For decision making.

9. 1. Bargaining power of customers
2. Competitive rivalry within an industry
3. Threats of entrants
4. Bargaining power of supplier
5. Threat of substitute product

11.  less bargaining power interms of
supermarket.
 fixed price paid by customers.
 consumers choose different product
freely.

12.  high competitors.
 bhatbhateni got more competitor that offer
similar kind of products.
 competitors compete by reducing prices in
order to maximize their sales volume
 other competitors are compel to follow such
kind of strategy

13.  It is high in the present scenario.
 FDI is very favorable which encourage the
supermarket to open their business.
 The government policy is liberal that allow
the entry of new super market.
 The access to distribution channel is also very
easy.

14.  It varies depending upon the target
segments.
 The unorganized sector has a dominant
position.
 There are few players who have a slight edge
over others on account of being established
players enjoying brand distinction.

15.  They are competitive product.
 it will certainly affect sales volume and
ultimately the profit margin.
 They has unorganized retail.