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SWOT Analysis of ICICI bank-

SWOT analysis is done for a company, to find out its overall Strengths,
Weaknesses, Threats and opportunities leading to gauging the competitive
potential of the company.
The SWOT Analysis enables a company to recognize its market standing and
adopt strategies accordingly. Here SWOT analysis of ICICI bank is made to
understand the positioning of the bank better:
1. BRAND NAME: ICICI Bank has earned a reputation in the market for extending
quality services to the market vis-Ã -vis its competitors. It has earned a strong
Brand name in banking in a very short span of time.

2. MARKET SHARE: ICICI Bank has the largest market share of 34% in the IT &
ITES industry in Hyderabad according to our survey (within the limitation of the
sample size.)

3. HUGE NETWORK: ICICI Bank has the highest number of linked branches in the
country. The bank operates through a network of 450 BRANCHES AND over 1800
ATMs across India, thus enabling them to serve customer in better way.

4. DIVERSIFIED PORTFOLIO: ICICI Bank has all the products under its belt, which
help it to extend the relationship with existing customer. ICICI Bank has
umbrella of products to offer their customers, if once customer has
relationship with the bank. Some Products, which ICICI Bank is offering are:
• Retail Banking
• Business Banking
• Merchant Establishment Services (EDC Machine)
• Personal loans & Car loans
• Demat Services with E-Broking
• Mutual Fund (ICICI Bank is the Distributor of all Mutual Fund)
• Insurance
• Housing Loans

5. SALARY ACCOUNT: One very interesting thing that we have observed in our
survey is that ICICI is having an edge over other banks in case of Salary
Account. Most of the companies are having their Salary Account with ICICI even
if their Current Account is with any other Bank. This is mainly because of the
huge network of ATMs and branches of ICICI.

6. WORKING HOURS: ICICI is the only bank which is having its working hours
from 8 to 8 which is one of the major strength of ICICI Bank with respect to IT
& ITES Industry. As most of the IT & ITES companies are global players and their
Parent company is in US, so they have to work according to their office time.
Thus some have their Office time in the morning and some have it in the
evening so if the working hour of the bank is 8 to 8 it is very convenient for

7. TREASURY DEPARTMENT: ICICI is the only bank which is having its treasury
department especially for Hyderabad Customers. So customers can get the best
rates for foreign exchange.

8. AGGRESSIVE MARKETING: ICICI Bank is known for its aggressive marketing of

its products. Recent Endorsement of its product by AMITABH BAHCHAN proves
the same. This gives ICICI an edge over other banks.

9. TECHNOLOGY: From its inception, ICICI Bank has adopted a policy of

selecting internationally proven and specialized Packaged Systems for its
technology. ICICI bank’s technology platform has been acknowledged
globally as one of the best in terms of robustness, flexibility and cost
efficiency. ICICI Bank is in a position to leverage this platform to further build
cost and service advantage.


1. TRANSACTION COST: ICICI Bank charges high cost for its transactions.
Through our data analysis we have find out that most of the small companies
prefer nationalized banks only because of this cost factor. Also the group has
found out that there are companies which are going for multi bank system i.e.
they are using only those facilities of ICICI Bank which are provided at cheaper
rates (read Salary Account) and for other services they are going to nationalize
banks and MNCs (read Forex). So there exists a huge potential for ICICI Bank if
they are ready to make their transaction cost flexible.
2. FOCUS ONLY ON HIGH END CUSTOMERS: The bank targets only the top
bracket of clients and does not cater to the needs of small customers. Due to
this reason the bank may sometimes loose good clients.

3. DEFENSIVE APPROACH IN LENDING: ICICI Bank has a defensive approach in

lending. Mainly to IT & ITES companies Bank do not provide loan as these
companies are not having collaterals so bank hesitate in giving loans to them.
Because of this policy companies prefer nationalized banks and ICICI Bank in
turn sometimes loose potential customers.

4. LITTLE PRESENCE OUTSIDE INDIA: ICICI Bank is having little presence Outside
India, because of which companies are preferring MNC Bank, mainly Citibank.
So if ICICI Bank tries to emerge outside India then it has a huge potential of

5. POOR CUSTOMER CARE/SERVICE: With its aggressive marketing ICICI Bank is

rapidly increasing its customer base. They are not however, increasing the
number of employees accordingly. This is leading to deterioration of the
standard of customer service.


1. NEW IT & ITES COMPANIES: IT & ITES sector is on a boom in the Indian
market context, with new companies mushrooming in the market; it opens the
door for ICICI bank to capture the huge untapped market.

2. Dissatisfied Customers of Other Banks: The group from its survey and analysis
of IT companies have found out that there are many companies which are not
satisfied with its current bank, so ICICI with its superior service quality and
long working hours can capture those customers.

3. Remittances: From the analysis group has also found out that ICICI bank has
very little presence as far as the EEFC account is concerned. Companies prefer
to bank with MNCs (which have greater presence in the foreign countries) and
nationalized banks (which according to the companies provide lower
transaction rates) to get their inward remittances in spite of ICICI being
providing one of the most competitive rates. So the bank can promote its EEFC
account better and get the key to the door of huge potential market.

4. Business advising for smaller Players: The analysis has also indicated that the
concept of business advising though very popular with the higher end players is
virtually non existent in the lower end of the market. ICICI should take this
opportunity to provide business advising to the smaller companies at
competitive rates and try to take the first mover advantage.


1) Advent of MNC banks: Large numbers of MNC banks are mushrooming in the
Indian market due to the friendly policies adopted by the government. This can
increase the level of competition and prove a potential threat for the market
share of ICICI bank.

2) Dissatisfied Customers: The analysis indicated that though most of the

companies are satisfied with the products offered by ICICI bank but the poor
customer support/ service is creating a lot of dissatisfaction among the
customers, this can prove to be a serious problem as far as the market
reputation of the bank is concerned and cane be a major threat in future
business acquisition.

3) Ever improving nationalized banks: With PSU banks like SBI going all out to
compete with the private banks and government giving them a free hand to do
so, it can prove to be serious threat for banks like ICICI.

swot analysis of mcdonalds

McDonalds Corporation


• McDonalds has built up huge brand equity. It is the No. 1 fast-food company by sales, with more than
31,000 restaurants serving burgers and fries in almost 120 countries. Sales, 2007 (11,4009 million),
5.6% sales growth[1].
• Good innovation and product development. It continually innovates to retain customers in the business.
• The McDonalds brand offers consumers choice, reasonable value and great service

• Large amounts of investment have gone into supporting its franchise network, 75% of stores are
• Loyal staff and strong management team.


• Core product line out of line with the trend towards healthier lifestyles for adults and children. Product
line heavily focused towards hot food and burgers[3].
• Seasonal

• Quality issues across the franchise network.


• Joint ventures with retailers (e.g. supermarkets).

• Consolidation of retailers likely, so better locations for franchisees.

• Respond to social changes - by innovation within healthier lifestyle foods. Its move into hot baguettes
and healthier snacks (fruit) has supported its new positioning.

• Use of CRM, database marketing to more accurately market to its consumer target groups. It could
identify likely customers (based on modelling and profiles of shoppers) and prevent brand switching[4].
• Strengthen its value proposition and offering, to encourage customers who visit coffee shops into

• The new “formats”, McCafe, having Wifi internet links should help in attracting segments. Also installing
children’s play-parks and its focus on educating consumers about health, fitness.

• Continued focus on corporate social responsibility, reducing the impact on the environment and
community linkages.

• International expansion into emerging markets of China and India.


• Social changes - Government, consumer groups encouraging balanced meals, 5 a day fruit and

• Focus by consumers on nutrition and healthier lifestyles.

• Competitive pressures on the high street as new entrants offering value and greater product ranges
and healthier lifestyles products. E.g. subway, supermarkets, M&S.

• Recession or down turn in economy may affect the retailer sales, as household budgets tighten
reducing spend and number of visitors.

• Pressure groups - environmental.

Swot analysis kingfisher

- Strong brand image
- Focus on LCC segment as well with Kingfisher Red
- Financial backing of UB group
- Strong and competent management

- High maintenance cost at ground and airline

- Poor service of Indian Airlines / Air India
- Problems with Jet airways (strikes etc)
- Growth in air travel, with businesses and markets doing better.
- More leisure travelers (Eg spicejet has recently added a new flight from Mumbai to Goa)

- Rising oil prices play havoc with prices and therefore with load factor
- Other low cost airlines providing better services with their newer airplanes (Kingfisher Red has old
- Government initiatives in railways with fast running trains like Duronto.
- Better roads mean business travelers may prefer taking the road than the train for short distances, since
it comes out cheaper and there are no delays at airports etc.
- Threat of terrorism leads to fewer international travelers

SWOT Analysis of Reebok

n the early 1890’s, a company was born in the United Kingdom for the sole reason of allowing athletes to
run faster. Joseph William Foster created some of the first runningshoes with spikes in them. He was
making shoes by hand for top runners in 1895 and J.W. Foster and Sons had developed an international
clientele of top name athletes (2008, Reebok Online).
Jumping up to 1958, Joseph William Foster’s grandsons began a companion company known as Reebok,
based off of J.W. Foster’s products and clients. In 1979, a partner in the outdoor porting goods
distributorship, Paul Fireman, noticed Reebok shoes during an international trade show. Later that year,
he had negotiated a deal for the North American distribution license and ended up introducing three
different running shoes into the United States (2008, Reebok Company Overview).
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In 1981, Reebok’s grossed over $1.5 million was able to design an athletic shoe specifically for a woman
(2007, Reebok Human). An extreme growth followed the three major trends Reebok had introduced into
the footwear industry: the aerobic exercise movement, incorporation of women into sports, and the well-
designed athletic footwear worn by adults for street and casual wear (2007, Reebok Company Overview).
Reebok gained The Rockport Company in 1985 and made this its first strategic acquisition. Rockport was
a first in fusing advanced materials and technology into traditional shoes and to create walking comfort
dress and casual shoes (2008, Reebok Online). Later in this decade, Reebok aggressively expanded into
international markets and its products were available in over 175 countries (2008, Reebok Company

The year 1992 brought about a transition for Reebok from a company based upon fitness and exercise to
a company equally involved in sports by designing footwear adapparel for football, soccer,baseball, track,
and other world-renowned sports. In the late 1990’s, Reebok committed itself as a brand that aligns with
the world’s most talented, exciting, and revolutionary athletes. Reebok has focused on these athletes ever
since (2007, Reebok Company Overview).
In the 2000’s, Reebok was able to ink exclusive partnerships the NationalFootball League (NFL) and the
National Hockey League (NHL). Reebok was able to sell NHL and NFL licensed merchandise for all
teams. This merchandise included on-field/ice uniforms, sideline/bench apparel, practice apparel, and
NFL-brand footwear and NHL-brand skates and apparel collections (2007, Reebok Company Overview).

Reebok owns twelve separate companies throughout the world, both beginning internally through Reebok
and purchased on the market. Those brands include Reebok International, Rock Port, RBK CCM Hockey,
Greg Norman Apparel, Ralph Lauren Brand, The Hockey Company, Avia, Onfield Apparel, Athletic
Footwear, DMX2000, 3D Ultralite, and The Ralph Lauren Apparel Line. Reebok’s stock went public in
1985 and is publicly traded on the New York Stock Exchange. The share price has grown from $56.53 in
1999 to $68.65 in 2008. Reebok’s stock symbol is RBK (2007, Reebok Company Overview).
In my opinion, Reebok shows more internal strengths than its weaknesses. I see the top strengths as
increasing profits, a profitable multi-brand strategy, the teams connected strongly to consumer, a
dedication to Reebok employees, a developing moisture technology, major divisions and subdivisions,
and a strong advertising campaign. Reebok’s profits have grown 39.2% throughout the second quarter,
according to The New York Times. It gained $60.4 million that quarter versus the $43.4 million the
previous quarter; this is a huge leap, especially with the recession weakening many companies (2008,
Reebok Company Overview). Reebok has grown and expanded ever since it’s beginning in the late
1800’s in order to make more money on many different products. The many different brands give their
customers many more options when it comes to sports apparel, especially footwear (2007, Reebok
Human). Ever since the mid 1900’s, Reebok has extended to female consumers and based upon this, it
has launched a long range and very direct advertising campaign toward women (2007, Reebok Company
The weaknesses of Reebok, in my point of view, include too much reliance on retail stores to sell
products, poor employment practices at over seas manufacturing sites, and a heavy dependency on
footwear sales. Since Reebok does not sell there products directly to the consumer, they must use retail
stores to distribute their merchandise. When the economy is in a recession, as it is now, those stores fail
to sell as much. With this being the main process of selling their products, Reebok as a whole may suffer
from the lack of sales (2008, Reebok Online). Reebok has been having problems staffing managers and
keeping their managers in the international market. This comes from the inability to delegate efficiently
within the management circle. Footwear sales can only take a company so far before it begins to flounder.
Reebok needs to expand their market slightly more, which they are in the process of doing, in order to
make greater profits (2008, Reebok Company Overview).
There are currently great opportunities for Reebok to take advantage of sometime in the future, if they
haven’t already begun making preparations. They have established objectives, result-oriented culture,
relative advertising and marketing campaigns, NFL and NHL campaigns, and the ability to create a
synergy between insider brands are all examples of the ways Reebok can expand outside of their own
business and benefit from external factors (2008, Reebok Company Overview). Reebok’s CEO, Paul
Fireman, has created a strong business plan and has the ability to put these ideas into action. The result-
oriented culture comes from awarding managers and stores when they sell a specific amount or reach a
certain consumer level. Their campaigns are well expanded throughout the United States, especially
advertising the NHL and NFL’s merchandising apparel. The ability to combine brands in order to bring
about a much bigger and better outcome for non-competing brands is one of the ways Reebok is taking
advantage of its external factors (2008, Reebok Online).
There are just about as many threats to Reebok as there are opportunities. These threats, I believe,
include the weak department store channels, the foreign market’s suffering, the economic decline in key
markets, Chinese products, and strong competition. The weakness of department stores shows through
as the amount of stores willing to stock large amounts of Reebok products in their chains. This stems
from the decline in markets, with less people spending as much money as they used to, the same
products are not selling as it previously did. Foreign markets are also suffering at the moment, and since
a large portion of Reebok’s sells come from over seas, those profits also suffer (2007, Reebok Human).
Competition seems to be coming out of the wood work, so to speak. The Chinese products are beginning
to sky rocket again due to the cheap labor and lack of labor laws in Asia. Reebok’s competing brands
seem to be stepping to the plate and outdoing Reebok in sells and advertising as of late. The biggest
competition right now includes Nike, New Balance, Asics, Adidas, K-Swiss, Timberland,
and Saucony with Nike being the biggest competitions with 39.2% of all current athletic sells, following
Adidas with 15.1%, then Reebok in third with 10.9% of sells (2008, Reebok Online).
All in all, I believe Reebok has very strong internal strengths and tend to outweigh their weaknesses.
Externally, Reebok has some very strong threats, coming in the form of over seas competition. A major
weakness seems to be their upper echelon of management. They appear to lack the depth needed and
face a high percentage of upper management turnover. I believe this to be caused by the C.E.O.’s lack of
management efficiency, in other words, some of the upper management and important employees were
left unknowing of changes and out of the loop a lot. Also, it seems to me that the board of directors and
the C.E.O.’s salaries were way too high. In the advertising aspect of things, Reebok seemingly changed
agencies and received a reputation of being a difficult client.

Reebok should evaluate its employee situation over seas and not worry about its loss of reputation. They
should also improve their top management environment and attempt to hold on to their longer lasting
employees. Reebok needs to rely less on department store chains by either selling more online
merchandise or opening up a full on Reebok store. Find merchandising markets that are in less of an
economic decline would be important part in helping increase profit and company well-being. By
advertising more, Reebok can strengthen its brand names and help out the suffering brands. The final
steps for Reebok would be to set long term goals and strategies and possibly change upper management
and keep them there.

Swot analysis of ITC

ITC leveraged it traditional businesses to develop new brands for new segments. For
example, ITC used its experience of transporting and distributing tobacco products to remote
and distant parts of India to the advantage of its FMCG products. ITC master chefs from its
hotel chain are often asked to develop new food concepts for its FMCG business.
ITC is a diversified company trading in a number of business sectors including cigarettes,
hotels, paper, agriculture, packaged foods and confectionary, branded apparel, personal care,
greetings cards, Information Technology, safety matches, incense sticks and stationery.
The company's original business was traded in tobacco. ITC stands for Imperial Tobacco
Company of India Limited. It is interesting that a business that is now so involved in branding
continues to use its original name, despite the negative connection of tobacco with poor
health and premature death.
To fund its cash guzzling FMCG start-up, the company is still dependant upon its tobacco
revenues. Cigarettes account for 47 per cent of the company's turnover, and that in itself is
responsible for 80% of its profits. So there is an argument that ITC's move into FMCG (Fast
Moving Consumer Goods) is being subsidised by its tobacco operations. Its Gold Flake tobacco
brand is the largest FMCG brand in India - and this single brand alone hold 70% of the
tobacco market.
Core brands such as Aashirvaad, Mint-o, Bingo! And Sun Feast (and others) can be developed
using strategies of market development, product development and marketing penetration.
ITC is moving into new and emerging sectors including Information Technology, supporting
business solutions.
e-Choupal is a community of practice that links rural Indian farmers using the Internet. This is
an original and well thought of initiative that could be used in other sectors in many other
parts of the world. It is also an ambitious project that has a goal of reaching 10 million
farmers in 100,000 villages. Take a look at eChoupal here
ITC leverages e-Choupal in a novel way. The company researched the tastes of consumers in
the North, West and East of India of atta (a popular type of wheat flour), then used the
network to source and create the raw materials from farmers and then blend them for
consumers under purposeful brand names such as Aashirvaad Select in the Northern market,
Aashirvaad MP Chakki in the Western market and Aashirvaad in the Eastern market. This
concept is tremendously difficult for competitors to emulate.
Chairman Yogi Deveshwar's strategic vision is to turn his Indian conglomerate into the
country's premier FMCG business.
Per capita consumption of personal care products in India is the lowest in the world offering
an opportunity for ITC's soaps, shampoos and fragrances under their Wills brand.
The obvious threat is from competition, both domestic and international. The laws of
economics dictate that if competitors see that there is a solid profit to be made in an
emerging consumer society that ultimately new products and services will be made available.
Western companies will see India as an exciting opportunity for themselves to find new
market segments for their own offerings.
ITC's opportunities are likely to be opportunities for other companies as well. Therefore the
dynamic of competition will alter in the medium-term. Then ITC will need to decide whether
being a diversified conglomerate is the most competitive strategic formation for a secure
TC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco Company of
India Limited'. Its beginnings were humble. A leased office on Radha Bazar Lane, Kolkata,
was the centre of the Company's existence. The Company celebrated its 16th birthday on
August 24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed
J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. More . .