OLIVE TREE FOODS LIMITED Esquire Group is one of the esteemed business conglomerates of the country. It has been proudly and significantly contributing to the society and national economy through creating remarkable employment opportunities and exporting globally. The corp started its journey in 1989 with the establishment of Esquire Electronics Ltd. In 1993 it entered in the RMG sector of Bangladesh and since the inceptions, it has been operating as one of the market leaders in those sectors. OLIVE TREE FOODS LIMITED is a 2011 born brainchild of Esquire Group. It was formed with the idea that stakeholders would like to diversify from their current business portfolios and engage in the restaurant/dinning industry. Their goal is to introduce the consumer market with hygienically prepared great tasting food at conveniently located restaurants and stores throughout the cities. They aspire to be first love of every foodie of this foodland. The visionaries of Esquire Group felt that there is a vacuum in the food industry, there i reputed restaurant chain yet unlike Singapore or Thailand, the industry is still very organically spread, and entry to market is relatively easier than other advanced industries. Since food is one of the very basic necessities, this industry is going through an exponential growth recently. Most employed people are now having their lunch and dinner outside. With more women joining the workforce, there is a steady decline on the dependency of homemade food. Over one crore middle income people spending Taka 200 per day for food outside their house makes this F&B industry a Taka 60,000 crore industry at least. Being the secondary cultural aspect, Cafe, Cioue is the current hype of the middle upper class urban and sub urban markets due to the unavailability of other entertainment alternatives. Olive Tree would like to take advantage of current market conditions and build a strong presence in the F&B scene in Bangladesh and the region Specialties of OTFL: Some of the labels under Olive Tree are: Master Franchise of Cold Stone Creamery(from US based Kahala Brands) in Bangladesh (dessert industry), Mother company of Orange and Half Cafe (cafe industry) Mother company of Watercress Restaurant (fine dining industry). The management has the required learning curveson the entire urban and sub urban market and now in FnB industry. The Corp brand has a very strong distribution set up for their electronics, leveraging which seems a little 'not so happening' in restaurant and cafe industry. But 4 years in this sector has managed a value chain with their local food growers and grocers. The 28 years of respect and reputation in the financial market has earned a smooth crowd sourcing opportunity for the label Presently they have one only establishment for both Watercress and Orange and Half in Tejgoan Gulshan area and two for ColdStone(Gulshan1 and Dhanmondi). Establishing D multiple branches has no alternative to match their strategies with their vision. Uttara, Banani, Mirpur, Bashundhara City might be some lucrative area for them if the growth is potential. Currently FB pages is one of their main contact poir is giving them a limited exposure comparing to the competitions who also hae presence in other direct or support media. Ramadan Menu has never failed to rope in some extra profit for both ColdStone and Watercress. KAhala Brands also have other International Chains such as Planet Smootie and Taco Time. If the market is ready, these healthy street food I OTFL to tap into the street food industry of Bangladesh. SBU Details: Watercress (2013), a joint venture with US based The Next Ideas is positioned as a fusion fine dining and managed to ensure a 30% market share in that niche. Investment is required for further growth of this profitable SBU of OTFL. Some other leaders in high street fine dining niche are Steak House (Continental), Spaghetti Jazz (Italian), Thai Emerald (Thai), Izumi (Japanese), KhanaKhazana (Indian). One of the competition POPs of Watercress would be the buffet and A la Carte of all these different cuisines benchmarking the pricing, ambience and other services as category POP with these competitions. Orange and Half (2013), with expertise acquired from the San Francisco-based consulting firm, The Next Idea, offers just a little extra punch of vibrancy such as excellent sandwiches, wraps and desserts along with the usual selection of coffee and other beverages carefully prepared inhigh-maintenance kitchens. This seems like a potential brand with a present market share of 25% only if expanded and nurtured properly. Gloria Jeans, NorthEnd Cafe, Tabaq, George Cafe, The Second Cup are some of the competitions in this growing cafe industry of Bangladesh keeping the first two as market leaders. Cold Stone Creamery (2016), is comparatively new a name under their umbrella yet earning the highest profitability for the mother brand with a 43% market share with economies of scale. They believe Cold Stone Creamery could be the catalyst for creating a new dimension in the food and beverage industry of Bangladesh by introducing the 'fun factor,' in addition to serving a very high-quality product. Some of the rivals are Move n Pick (first mover), NZealand Dairy, Taste and Gelato (losing market share rapidly). ColdStone food menu serves as a POD attribute for the brand. Market Dynamics:Other than colossal rivalry, providing premium food for people at a sensible price range seems like the biggest challenge ever in this price sensitive market where consumer surplus is growing due to the low price alternatives and substitutes.Brands who not ready to compromise the quality of the food usually face stern competition from the direct and indirect rivals. On the other hand, due to the investment pattern of the low (in lacks) but the high end (in crores) industry, everyday a new fair value (low priced) label is being born with poor to fair food quality making the indirect rivalry even more intense. This me too practice at the lower tier is pushing the industry towards an over capacity. Achieving economies of scales seems like a distant challenge for these high street brands like OTFL.However, with an effective Brand Equity, leaders and challengers are maintaining a good guard around their shares. Anothergood news for these quality brands is the situation that is slowly changing. People are becoming more label and heal conscious in terms food quality and calorie counts, which is definitely a great news for the brands focusing on quality. The industry also faces an acute shortage of talented human resource with industry specific skills in F&B sector with the highest employee turnover rates. Moreover, Government has recently raised carbon tax by 3% and lowered the limits of emersion by 2%. Labeling the food information on packed food inother new policy to be es ear which will give the customers the right to know and challenge the producers. Scarcity of fresh ingredients is always a big issue due to the logistic and infrastructure facilities. Fresh from the organic garden (from the outer belt of the city) is only possible when supplied daily which gets delayed due to the friendly traffic situation of the city. Good news is these growers have a limited negotiation power with their not so differentiated supplies over the big restaurant labels who buy in bulk from them but the Planet and People Approach and the new Gvtprice flooring policy in the growers' favor is pulling down the restaurant surplus slowly in this FnBmarket. The new law has drawn widespread criticism as it will impose a flat 15% VAT for all restaurants effective from 2017 keeping the import duty is at 25% on all imported coffee and dairy products same as 2016. As per the UN forecasts, Bangladesh might have a 6.8% (projected 7.2% though) GDP growth rate in 2017 comparing to the 7.1% in 2016. Recently the Government has announced 'a zero % tolerance policy' for the quality of the FnB sector with a nationwide strict measurement from this Ramadan onwards. OTFL wants to increase their profitability in next 3 years of time by incorporating few changes and strategic directions in their Strategies of Different Levels. Suggest them few directions by answering the following questions. 1. A. Table a SWOT TOWS analysis to find the GAPsin the market. 2 . A. Table a PESTLE analysis for OTFL showing the strength/impact of the factors. (use 1 to 5 scale) B. Draw a Scenario Analysis Graph based on your PESTLE analysis. 3. A. Draw the model, list down the factors and assign points (-3 to3 scale) under the dimensions of Porter's Five Forces Model mentioned in this case. B. Table these factors based on their strength (High. Mid and Low) with regards to OTFL with justification