The document analyzes Tupperware Brands Corporation using Porter's Five Forces framework. It examines the bargaining power of suppliers and buyers, threat of new entrants and substitute products, and industry rivalry. For suppliers, bargaining power is weakened by many alternatives and undifferentiated products. Buyers have weak power due to high differentiation and low income. New entry threats are mixed - distribution is easy but economies of scale and regulations are barriers. Substitute threats are also weak due to few alternatives. Rivalry is impacted by differentiation and scale advantages of incumbents. Strategies suggested include developing supplier relationships, product innovation, building brand loyalty, and leveraging scale.

1. BCG Matrix
The BCG matrix is a strategic management tool that was created by the
Boston Consulting Group, which helps in analysing the position of a strategic
business unit and the potential it has to offer. The matrix consists of 4
classifications that are based on two dimensions. These first of these
dimensions is the industry or market growth. The other of these dimensions
is the relative market share of the strategic business unit. Strategic business
units are placed in one of these 4 classifications. The BCG matrix for
Tupperware Brands Corporation will help decide on the strategies that can be
implemented for its strategic business units.
Strategic business units with high market growth rate and high relative
market share are called stars. Businesses should invest in their stars and can
implement vertical integration, market penetration, product development,
market development, and horizontal integration strategies. Strategic
business units with high market growth rate and low relative market share
are called question marks. These strategic business units require close
considerations whether the business should continue with them or divest.
Strategic business units with low market growth rate but with high relative
market share are called cash cows. The business should invest in these to
maintain their relative market share. Lastly, the strategic business units with
low market growth rate and low relative market share are called dogs. The
business should divest these strategic business units.
BCG Matrix of Tupperware Brands
Corporation
The BCG Matrix for Tupperware Brands Corporation will help Tupperware
Brands Corporation in implementing the business level strategies for its
business units. The analysis will first identify where the strategic business
units of Tupperware Brands Corporation fall within the BCG Matrix for
Tupperware Brands Corporation.

2. Stars
 The financial services strategic business unit is a star in the BCG
matrix of Tupperware Brands Corporation. It operates in a market that
shows potential in the future. Tupperware Brands Corporation earns a
significant amount of its income from this SBU. Tupperware Brands
Corporation should vertically integrate by acquiring other firms in the
supply chain. This will help it in earning more profits as this Strategic
business unit has potential.
 The Number 1 brand Strategic business unit is a star in the BCG matrix
of Tupperware Brands Corporation, and this is also the product that
generates the greatest sales amongst its product portfolio. The
potential within this market is also high as consumers are demanding
this and similar types of products. Tupperware Brands Corporation
should undergo a product development strategy for this SBU, where it
develops innovative features on this product through research and
development. This will help Tupperware Brands Corporation by
attracting more customers and increases its sales.
 The Number 2 brand Strategic business unit is a star in the BCG matrix
of Tupperware Brands Corporation as Tupperware Brands Corporation
has a 20% market share in this category. It also the market leader in
this category. The overall category is expected to grow at 5% in the
next 5 years, which shows that the market growth rate is expected to
remain high. Tupperware Brands Corporation should use its current
products to penetrate the market. This could be done by improving its
distributions that will help in reaching out to untapped areas. This will
help increase the sales of Tupperware Brands Corporation.

3. Cash Cows
 The supplier management service strategic business unit is a cash cow
in the BCG matrix of Tupperware Brands Corporation. This has been in
operation for over decades and has earned Tupperware Brands
Corporation a significant amount in revenue. The market share for
Tupperware Brands Corporation is high, but the overall market is
declining as companies manage their supplier themselves rather than
outsourcing it. The recommended strategy for Tupperware Brands
Corporation is to stop further investment in this business and keep
operating this strategic business unit as long as its profitable.
 The Number 3 brand strategic business unit is a cash cow in the BCG
matrix of Tupperware Brands Corporation. This is an innovative
product that has a market share of 25% in its category. Tupperware
Brands Corporation is also the market leader in this category. The
overall category has been declining slowly in the past few years.
Tupperware Brands Corporation has the power to influence the market
as well in this category. It should, therefore, invest in research and
development so that the brand could be innovated. This will help the
category grow and will turn this cash cow into a star. The overall
benefit would be an increase in sales of Tupperware Brands
Corporation.
 The international food strategic business unit is a cash cow in the BCG
matrix for Tupperware Brands Corporation. This business unit has a
high market share of 30% within its category, but people are now
inclined less towards international food. This change in trends has led
to a decline in the growth rate of the market. The recommended
strategy for Tupperware Brands Corporation is to invest enough to
keep this strategic business unit under operations. If it no longer
remains profitable and turns into a dog, then Tupperware Brands
Corporation should divest this strategic business unit.
Question Marks
 The local foods strategic business unit is a question mark in the BCG
matrix for Tupperware Brands Corporation. The recent trends within
the market show that consumers are focusing more towards local
foods. Therefore, this market is showing a high market growth rate.
However, Tupperware Brands Corporation has a low market share in
this segment. The recommended strategy for Tupperware Brands
Corporation is to invest in research and development to come up with
innovative features. This product development strategy will ensure that
this strategic business unit turns into a cash cow and brings profits for
the company in the future.
 The Number 4 brand strategic business unit is a question mark in the
BCG matrix for Tupperware Brands Corporation. This strategic business

4. unit is a part of a market that is rapidly growing. However, this
strategic business unit has been incurring losses in the past few years.
It has also failed in the attempts made at innovation by research and
development teams. The recommended strategy for Tupperware
Brands Corporation is to divest and prevent any future losses from
occurring.
 The confectionery strategic business unit is a question mark in the BCG
matrix for Tupperware Brands Corporation. The confectionery market
is an attractive market that is growing over the years. However,
Tupperware Brands Corporation has a low market share in this
attractive market. The low sales are as a result of low reach and poor
distribution of Tupperware Brands Corporation in this segment. The
recommended strategy for Tupperware Brands Corporation is to
undergo market penetration, where it pushes to make its product
present on more outlets. This will ensure increased sales for
Tupperware Brands Corporation and convert this strategic business
unit into a cash cow.
Dogs
 The plastic bags strategic business unit is a dog in the BCG matrix of
Tupperware Brands Corporation. This strategic business unit has been
in the loss for the last 5 years. It also operates in a market that is
declining due to greater environmental concerns. The recommended
strategy for Tupperware Brands Corporation is to divest this strategic
business unit and minimise its losses.
 The Number 5 brand strategic business unit is a dog in the BCG matrix
for Tupperware Brands Corporation. This is operating in a market
segment that is declining in the past 5 years. The company also has
negative profits for this strategic business unit. However, it is expected
that the market will grow in the future with environmental changes
that are occurring. The recommended strategy for Tupperware Brands
Corporation is to invest in the business enough to convert into a cash
cow. This will ensure profits for Tupperware Brands Corporation if the
market starts growing again in the future.
 The synthetic fibre products strategic business unit is a dog in the BCG
matrix of Tupperware Brands Corporation. The market for such
products has been declining, and as a result of this decline,
Tupperware Brands Corporation has been facing a loss in the past 3
years. The market share for it is also less than 5%. The recommended
strategy for Tupperware Brands Corporation is to divest this strategic
business unit to minimise any further losses.
 The artificially flavoured products strategic business unit is a dog in the
BCG matrix for Tupperware Brands Corporation. These products were
launched recently, with the prediction that this segment would grow.
However, with increasing health consciousness, people are now
refraining from consumption of artificial flavours. The market is

5. shrinking, and Tupperware Brands Corporation has no significant
market share. The recommended strategy for Tupperware Brands
Corporation is to call back this product.
Some of the strategic business units identified in the BCG matrix for
Tupperware Brands Corporation have the potential of changing from their
current classification. For example, a dog changing to a cash cow. These
have been identified in the BCG matrix of Tupperware Brands Corporation
and recommended strategies to ensure such change have also been made.
REFERENCES
https://www.case48.com/bcg-matrix/3079-Tupperware-Brands-Corporation

6. Tupperware Brands Porter Five
Forces Analysis
Porter’s Five Forces Analysis
A model was put forward by Michael. E. Porter in an article in the Harvard Business
Review in 1979. This model, known as Porter's Five Forces Model is a strategic
management tool that helps determine the competitive landscape of an industry. Each of
the five forces mentioned in the model and their strengths help strategic planners
understand the inherent profit potential within an industry. The strengths of these forces
vary across the industry to industry, which means that every industry is different
regarding the profitability and attractiveness. The structure of an industry, even though it
is stable, can change over time. These Porter’s five forces are as follows:
 Threat of New Entrants
 Bargaining Power of Suppliers
 Bargaining Power of Buyers
 Threat of Substitute Products or Services
 Rivalry Among Existing Firms
The Porter’s Five Forces model can be used to analyse the industry in which
Tupperware Brands operates, in terms of attractiveness through inherent profit potential.
The information analysed using the model can be used by strategic planners for
Tupperware Brands to make strategic decisions.
Tupperware Brands Porter’s Five Forces
Analysis
This section analyses Tupperware Brands using each of the five forces of Porter’s
model.
Threat of New Entrants
 The economies of scale is fairly difficult to achieve in the industry in which
Tupperware Brands operates. This makes it easier for those producing large
capacitates to have a cost advantage. It also makes production costlier for new
entrants. This makes the threats of new entrants a weaker force.
 The product differentiation is strong within the industry, where firms in the
industry sell differentiated products rather a standardised product. Customers
also look for differentiated products. There is a strong emphasis on advertising
and customer services as well. All of these factors make the threat of new
entrants a weak force within this industry.
 The capital requirements within the industry are high, therefore, making it difficult
for new entrants to set up businesses as high expenditures need to be incurred.

7. Capital expenditure is also high because of high Research and Development
costs. All of these factors make the threat of new entrants a weaker force within
this industry.
 The access to distribution networks is easy for new entrants, which can easily set
up their distribution channels and come into the business. With only a few retail
outlets selling the product type, it is easy for any new entrant to get its product on
the shelves. All of these factors make the threat of new entrants a strong force
within this industry.
 The government policies within the industry require strict licensing and legal
requirements to be fulfilled before a company can start selling. This makes it
difficult for new entrants to join the industry, therefore, making the threat of new
entrants a weak force.
How Tupperware Brands can tackle the Threat of New Entrants?
 Tupperware Brands can take advantage of the economies of scale it has within
the industry, fighting off new entrants through its cost advantage.
 Tupperware Brands can focus on innovation to differentiate its products from that
of new entrants. It can spend on marketing to build strong brand identification.
This will help it retain its customers rather than losing them to new entrants.
Bargaining Power of Suppliers
 The number of suppliers in the industry in which Tupperware Brands operates is
a lot compared to the buyers. This means that the suppliers have less control
over prices and this makes the bargaining power of suppliers a weak force.
 The product that these suppliers provide are fairly standardised, less
differentiated and have low switching costs. This makes it easier for buyers like
Tupperware Brands to switch suppliers. This makes the bargaining power of
suppliers a weaker force.
 The suppliers do not contend with other products within this industry. This means
that there are no other substitutes for the product other than the ones that the
suppliers provide. This makes the bargaining power of suppliers a stronger force
within the industry.
 The suppliers do not provide a credible threat for forward integration into the
industry in which Tupperware Brands operates. This makes the bargaining power
of suppliers a weaker force within the industry.
 The industry in which Tupperware Brands operates is an important customer for
its suppliers. This means that the industry’s profits are closely tied to that of the
suppliers. These suppliers, therefore, have to provide reasonable pricing. This
makes the bargaining power of suppliers a weaker force within the industry.
How Tupperware Brands can tackle the Bargaining Power of
Suppliers?
 Tupperware Brands can purchase raw materials from its suppliers at a low cost. If
the costs or products are not suitable for Tupperware Brands, it can then switch
its suppliers because switching costs are low.

8.  It can have multiple suppliers within its supply chain. For example, Tupperware
Brands can have different suppliers for its different geographic locations. This
way it can ensure efficiency within its supply chain.
 As the industry is an important customer for its suppliers, Tupperware Brands can
benefit from developing close relationships with its suppliers where both of them
benefit.
Bargaining Power of Buyers
 The number of suppliers in the industry in which Tupperware Brands operates is
a lot more than the number of firms producing the products. This means that the
buyers have a few firms to choose from, and therefore, do not have much control
over prices. This makes the bargaining power of buyers a weaker force within the
industry.
 The product differentiation within the industry is high, which means that the
buyers are not able to find alternative firms producing a particular product. This
difficulty in switching makes the bargaining power of buyers a weaker force within
the industry.
 The income of the buyers within the industry is low. This means that there is
pressure to purchase at low prices, making the buyers more price sensitive. This
makes the buying power of buyers a weaker force within the industry.
 The quality of the products is important to the buyers, and these buyers make
frequent purchases. This means that the buyers in the industry are less price
sensitive. This makes the bargaining power of buyers a weaker force within the
industry.
 There is no significant threat to the buyers to integrate backwards. This makes
the bargaining threat of buyers a weaker force within the industry.
How Tupperware Brands can tackle the Bargaining Power of Buyers?
 Tupperware Brands can focus on innovation and differentiation to attract more
buyers. Product differentiation and quality of products are important to buyers
within the industry, and Tupperware Brands can attract a large number of
customers by focusing on these.
 Tupperware Brands needs to build a large customer base, as the bargaining
power of buyers is weak. It can do this through marketing efforts aimed at
building brand loyalty.
 Tupperware Brands can take advantage of its economies of scale to develop a
cost advantage and sell at low prices to the low-income buyers of the industry.
This way it will be able to attract a large number of buyers.
Threat of Substitute Products or Services
 There are very few substitutes available for the products that are produced in the
industry in which Tupperware Brands operates. The very few substitutes that are
available are also produced by low profit earning industries. This means that
there is no ceiling on the maximum profit that firms can earn in the industry in

9. which Tupperware Brands operates. All of these factors make the threat of
substitute products a weaker force within the industry.
 The very few substitutes available are of high quality but are way more
expensive. Comparatively, firms producing within the industry in which
Tupperware Brands operates sell at a lower price than substitutes, with adequate
quality. This means that buyers are less likely to switch to substitute products.
This means that the threat of substitute products is weak within the industry.
How Tupperware Brands can tackle the Threat of Substitute
Products?
 Tupperware Brands can focus on providing greater quality in its products. As a
result, buyers would choose its products, which provide greater quality at a lower
price as compared to substitute products that provide greater quality but at a
higher price.
 Tupperware Brands can focus on differentiating its products. This will ensure that
buyers see its products as unique and do not shift easily to substitute products
that do not provide these unique benefits. It can provide such unique benefits to
its customers by better understanding their needs through market research, and
providing what the customer wants.
Rivalry Among Existing Firms
 The number of competitors in the industry in which Tupperware Brands operates
are very few. Most of these are also large in size. This means that firms in the
industry will not make moves without being unnoticed. This makes the rivalry
among existing firms a weaker force within the industry.
 The very few competitors have a large market share. This means that these will
engage in competitive actions to gain position and become market leaders. This
makes the rivalry among existing firms a stronger force within the industry.
 The industry in which Tupperware Brands is growing every year and is expected
to continue to do this for a few years ahead. A positive Industry growth means
that competitors are less likely to engage in completive actions because they do
not need to capture market share from each other. This makes the rivalry among
existing firms a weaker force within the industry.
 The fixed costs are high within the industry in which Tupperware Brands
operates. This makes the companies within the industry to push to full capacity.
This also means these companies to reduce their prices when demand slackens.
This makes the rivalry among existing firms a stronger force within the industry.
 The products produced within the industry in which Tupperware Brands operates
are highly differentiated. As a result, it is difficult for competing firms to win the
customers of each other because of each of their products in unique. This makes
the rivalry among existing firms a weaker force within the industry.
 The production of products within the industry requires an increase in capacity by
large increments. This makes the industry prone to disruptions in the supply-
demand balance, often leading to overproduction. Overproduction means that
companies have to cut down prices to ensure that its products sell. This makes
the rivalry among existing firms a stronger force within the industry.
 The exit barriers within the industry are particularly high due to high investment
required in capital and assets to operate. The exit barriers are also high due to
government regulations and restrictions. This makes firms within the industry

10. reluctant to leave the business, and these continue to produce even at low
profits. This makes the rivalry among existing firms a stronger force within the
industry.
 The strategies of the firms within the industry are diverse, which means they are
unique to each other in terms of strategy. This results in them running head-on
into each other regarding strategy. This makes the rivalry among existing firms a
strong force within the industry.
How Tupperware Brands can tackle the Rivalry Among Existing
Firms?
 Tupperware Brands needs to focus on differentiating its products so that the
actions of competitors will have less effect on its customers that seek its unique
products.
 As the industry is growing, Tupperware Brands can focus on new customers
rather than winning the ones from existing companies.
 Tupperware Brands can conduct market research to understand the supply-
demand situation within the industry and prevent overproduction.
Implications of Porter Five Forces on Tupperware
Brands
By using the information in Tupperware Brands five forces analysis, strategic planners
will be able to understand how different factors under each of the five forces affect the
profitability of the industry. A stronger force means lower profitability, and a weaker force
means greater profitability. Based on this a judgement of the industry's profitability can
be made and used in strategic planning.
References
https://www.essay48.com/term-paper/13507-Tupperware-Brands-Porter-Five-Forces