Sonoco is a packaging company founded in 1899 that operates globally. It aims to be a leader in innovative packaging solutions. While Sonoco performs better than the industry in some metrics like profit margins and asset usage, its growth and returns lag competitors. To improve, Sonoco should focus on boosting efficiency, investing in new technologies, and leveraging sustainability to differentiate its brand.
Presentation with Jim Prescott of Sonoco Products on S&OP at CSCMP in San Ant...Lora Cecere
Sales and operations planning improves enterprise resiliency. In this presentation, we define enterprise resiliency and then discuss how an effective sales and operations planning process can improve enterprise resiliency and balance sheet results.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and onlin.
Presentation with Jim Prescott of Sonoco Products on S&OP at CSCMP in San Ant...Lora Cecere
Sales and operations planning improves enterprise resiliency. In this presentation, we define enterprise resiliency and then discuss how an effective sales and operations planning process can improve enterprise resiliency and balance sheet results.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and onlin.
Management plays important role within the organisations to determine goals and objectives. It includes performing, planning and controlling functions in the enterprise which is related with goals and objectives.
Management plays important role within the organisations to determine goals and objectives. It includes performing, planning and controlling functions in the enterprise which is related with goals and objectives.
Business Unit Analysis Directions Create a Feasibility St.docxRAHUL126667
Business Unit Analysis
Directions: Create a Feasibility Study for Harley-Davidson using the following outline:
Part I: Differentiation Strategies
The analysis of current strategy and competitor analysis you conducted last module impressed the
senior vice president. She now needs you to delve into the brands and analyze them by conducting a
business unit analysis and presenting your findings in a three-part PowerPoint presentation.
Research the Harley-Davidson (H-D) Web site for each brand and review the annual report for relevant
details of the size, scope, target market, services and amenities, and other salient points of
differentiation. Include these details in Part I of your PowerPoint presentation.
From the research and analysis of the business units, identify:
• A description of each brand that provides a clear picture of the brand and its place in the overall
portfolio of Harley-Davidson.
• The target market of each brand.
• How the brands are alike and how they differ.
• A preliminary analysis of any gaps that exist in the portfolio that might lead to opportunities to
add to the brands.
• Your analysis of possible merger/acquisition/joint venture possibilities and what would be
achieved or accomplished through the merger/acquisition/joint venture.
Part II: SWOT Analysis
Perform a SWOT analysis for Harley-Davidson and include this information in Part II of your PowerPoint
presentation.
• Based on the internal analyses of the SWOT analysis, assess the functional areas, resources,
capabilities, and strengths H-D possesses. Please be sure to cover the following functional areas
in your assessment:
o Marketing: New product development, integrated marketing planning,
marketing communications, and building customer loyalty.
o Operations: Quality, service, and consistent execution.
o Human Resources: Hiring, training, developing talent, and performance
planning. Avoided lawsuits and bad PR due to its hiring practices. Is ethical in its
HR practices.
o Executive Leadership: Industry knowledge and experience, vision about where
the industry is heading, and strategy execution.
o Supply Chain Optimization: Strategic sourcing of input, vendor management,
integrated IS, and joint forecasting with suppliers.
o Corporate Responsibility and Ethics: Concern for corporate citizenship and the
environment. Present any potential ethical concerns as well.
o Safety and Quality: How the motorcycle industry is dealing with safety and
quality issues.
Part III: Growth and Profitability Strategies
In addition, the executive board is interested in your ideas about bold strategies for the future. The
strategies you recommend will have to contribute to growth and profitability, as outlined in the Annual
Report.
You will want to pay special attention to exploring vertical integration, strategic alliances, and the
internal growth of new brands entering new geographic markets, and ...
These are the slides presented for the Final round of Capitalizer 2019 organized by BUP Finance Society. We made the valuation and presented in front of the judge
During the 2016 Annual General Meeting of Shareholders for Thermal Energy International Inc., William Crossland, CEO, provided a corporate update. The update included a review of recent achievements and financial results, as well as the Company’s outlook and growth strategies.
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The Forgotten Secret Weapon of Digital Marketing: Email
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Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
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In today's digital world, customers are just a click away. "Grow Your Business Online: Introduction to Digital Marketing" dives into the exciting world of digital marketing, equipping you with the tools and strategies to reach new audiences, expand your reach, and ultimately grow your business.
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Maximize your online presence and drive growth with Digital Braino, your go-to for digital marketing services in Indore. Our expert team specializes in a wide range of services including SEO, social media marketing, content creation, and online advertising. With our innovative strategies and client-focused approach, we help businesses enhance their online presence and achieve their marketing objectives. Let Digital Braino propel your business to new heights.
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It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
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Explore the differences, advantages, and strategies of using Google Ads vs Social Media Ads for online advertising. This presentation will provide insights into how each platform operates, their unique features, and how they can be leveraged to achieve marketing goals.
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2. Company Background
• Founded in Hartsville, South Carolina, on May 10, 1899
• Diversified provider of consumer packaging, industrial
products, protective solutions, display and other packaging
services
• Products sold in 85 countries
• Aims to be the global leader in providing Innovative
Packaging Solutions (IPS)
• Promises to bring more to packaging than just the package
3. Market Definition
Paper : Most-used material in packaging
Plastic: A much newer packaging material than
paper, metal, or glass
Metal: Lost some share of packaging to plastics
Glass: This also lost some share of packaging to
plastics
Flexible: An innovative packaging solution
Potential Substitute Packaging
Value Added Packaging: Innovating packaging
solutions (IPS)
True Blue(TM) line of sustainable packaging
solutions
Sonoco Recycling
SONOCO
5. Growth Potential and Sonoco
Packaging is a Mature Market (Hopkins,
2009)
Specific trends and drivers for the growth of
this market includes world economy,
technology, government regulation, consumer
behavior, etc. (Hopkins,2009)
Global packaging market to reach $975
billion by 2018 (Smitters Pira)
Global packaging sales are projected to rise
by 3% in real terms to $797 billion in 2013
Sonoco streamlined the organization to focus on global
growth.
Introduced Innovative Packaging Solutions (IPS) and
Sonoco Recycling to embrace sustainability in business
and environment.
6. Sonoco Crown Industry Ratio
Performance Gap
with Competitor
Performance Gap
with the Industry
Comments
Key figure
Annual Sales (in millions) 2.9 8.6 -7.69 -5.7 10.59 Better than the industry. Worse than competitor.
Profit Margins
Gross Profit Margin 18.18 15.14 24.52 3.04 -6.34 Worse off than the industry. Better off than competitor.
Pre-tax Profit Margin 6.81 6.19 3.85 0.62 2.96 Better off than both the industry and the competitor.
Net Profit Margin 4.88 4.68 4.26 0.2 0.62 Better off than both the industry and the competitor.
Investment Returns
Return on Equity 14.51 515.85 15.99 -501.34 -1.48
Investment is not paying off as well as the industry or the
competitor.
Return on Assets 5.91 4.74 3.91 1.17 2
Assets are being used more effectively than the industry
and the competitor.
Management Efficiency
Receivables Turnover 0.005 0.007 -0.002 Not collecting receivables as well as the competitor.
Inventory Turnover 9.67 6.03 3.64 Moving industry more frequently than the competitor.
Effective Tax Rate 0.44 0.46 -0.02 Better tax management practices than the competitor.
Revenue per Employee 12.03 19.86 16.26 -7.83 -4.23
Not staffed properly or as efficient as the industry and the
competitor.
Financial Condition
Current Ratio 1.58 1.3 1.57 0.28 0.01 Better than the industry and the competitor.
Debt-to-Equity 0.55 19.26 1.42 -18.71 -0.87 Worse off than the industry and the competitor.
Interest Coverage 7.07 3.29 4.02 3.78 3.05
Possibly has more debt than the industry and the
competitor, however, has the ability to pay obligations.
Growth Rates
5-year Revenue growth 3.3 0.83 15.93 2.47 -12.63
Growth is not as good compared to the industry, but better
than the competitor.
7. Competitor Ratio Analysis
Annual Sales: Depending on the size, Sonoco's sales revenue is better than the industry, however
not as good as the competitor.
Gross Profit Margin: Sonoco is spending less to produce goods than its competitor, however it is
still not up to the mark with the industry.
Net Profit Margin: Sonoco's Net Profit Margin is comparable to the industry as well as its
competitor. However, Sonoco has a better grasp over its expenses and has a more effective tax
strategies than the industry and its competitor.
Return on Equity: Sonoco's investment is not paying off as well as the industry or the competitor.
8. Ratio Analysis
Return on Assets: Sonoco's assets are being used more effectively than the industry and the
competitor.
Effective Tax Rate: Sonoco has a better tax management practices than the competitor.
Current Ratio: Sonoco has more short-term cash than short-term debt. It is not where is should
be, but it is still better than the industry and the competitor.
5-year Revenue growth: Sonoco's growth is not as good compared to the industry, but it is
better than the competitor.
9. Ratio Analysis and Recommendations
Investment returns: Sonoco is able to utilize its assets effectively, however it is not meeting the
investment returns that it should.
Financial: As seen in the analysis, Sonoco has a higher current ratio and a lower debt-to-equity ratio
than its competitor. Depending on various factors, it can be indicative that Sonoco’s competitor is
funding more projects to expand its business.
Management Efficiency: Sonoco’s management is more efficient than the industry and the
competitor in most aspects. However, Sonoco should look into better staffs to increase efficiency up
to the industry standards to remain competitive.
10. Sonoco: Competitive Advantage
Differentiation Advantage:
Valuable customer relationship
Latest barrier technology (IPS)
Consumer-friendly opening system
Highly Profitable loyal customer base
360-degree Customized Solutions
Multiple packaging solutions
Premium quality packaging
Sustainable Advantage:
Long-term profitability and viability
Building positive brand images
Active Member of Sustainable Packaging Coalition
Rainforest Alliance’s Smart Wood Chain-of-Custody
certification
Harvested wood products from well-managed
forests
In-house Sustainability Council
Implementing Sonoco Recycling
11. Key Aspects
Sustainability: Cost and Profitability
Maximizing efficiencies in production
Conserving recourses and reducing sources
High-cost to maintain
Controlling costs by reusing and renewing raw
materials
Long-term profitability
Cost saving scope for the investors
Sonoco: Promoting Sustainability
Sustainable advantage: Competitive distinction in
the marketplace
Ensuring positive economic growth and
profitability
Re-envisioning Sonoco: 45.2% total return in 2013
Educating and persuading customers about
sustainability
12. Key Aspects
Sonoco: Innovation, and Globalization
Introduced IPS (Innovative packaging solutions)
to adopt latest technology
Operates in 85 countries
41 industrial manufacturing facilities and 6
paper mills in Europe
International sales and income growth in 2013
Innovation, and Globalization:
Changing supply chains
Customers shifting their manufacturing facilities
Overseas Competition
High-cost to invest in latest technology
High-cost of operation and management
13. Conclusion
Overall, Sonoco is doing better than the industry, but not as
good as the competitors.
The management should take necessary steps in order to hold
the market share.
Promoting sustainable advantages can be profitable for the
company.
Creating performance targets and management incentives can
be he helpful for the company.
To remain competitive, it is essential for Sonoco to focus on
maximizing productivity of its business.
Editor's Notes
It is important to know the substitute potential products when defining a particular market. For the packaging market the substitute products would be the raw materials, which are used to produce different packaging solutions.
Paper: This packaging includes non-corrugated paperboard packaging and solid bleached sulfate (SBS) paperboard. The materials of paper packaging includes coated and laminated packaging paper, plastics film manufacturing, and surface-coated paperboard manufacturing.
Plastic: Plastic packaging can be three types. Plastic bottles, Plastics bags, and Plastics packaging film and sheet, including laminated
Metal: Metals (steel and aluminum) are used for cans; aluminum is also used for metal closures and foil. Although, metals lost some share of containers to plastics, innovations in technology and design for this packaging have contributed to growth.
Glass: This packaging has lost share to plastic bottles and cans, which are lighter weight and have less breakage
Flexible: This packaging is designed to be space-saving, lightweight, tamper-evident, convenient and disposable. Flexible packaging may have a primary component of paper, metal, or plastic materials. Flexible packaging has become a very popular and innovative approach in packaging industry. It is also known as “value added packaging.”
Value added packages are more highly converted manufactured products. Therefore, packaging companies are trying to adopt this approach by using latest technologies.
Sonoco’s Approach:
Packaging designers and engineers and material scientists at Sonoco are using the Company's cutting-edge proprietary sustainable packaging design software to maximize the clients’ satisfaction by providing innovating packaging solutions.
Also the packaging industry is shifting towards sustainability. In the next slide, I will be talking about the ratio of sustainability and unsustainability of the raw materials used in packaging.
As mentioned earlier, Sonoco is implementing sustainable packaging approach. Sonoco's True Blue(TM) line of sustainable packaging solutions and recycling services provides customers with packages that offer a clear environmental advantage over the package they were designed to replace through the use of more sustainable materials or source reduction or because they require less energy, water and/or raw materials to produce or result in fewer carbon emissions. Nevertheless, Sonoco Recycling collects nearly 3 million tons of paper, plastic, metal and other materials annually.
The Diagram shows the ratios of sustainability and unsustainability of the raw materials used in packaging. I wanted to see that in this era, where sustainability became the first and foremost concern of packaging industry, how sustainable are the existing and potential packaging solutions.
1. Paper: Paper is the most renewable and recyclable packaging. The production of paper is also the most energy-intensive of all manufacturing industries in the U.S. and the production of paper results in significant greenhouse gas emissions. Materials for paperboard packaging can be made from virgin fiber, recycled fiber, sustainably forested fiber or a combination. However Homes indicated in his journal that considering the weight, paper packaging can be unsustainable at times.
2. Plastic: Although plastic is light weight and reusable, the petroleum component can be harmful for the environment. However, it has the ability to be recycled, and incinerated, which is valuable from a waste-to-energy perspective.
3. Metal: Both steel and aluminum cans are easily recyclable and recycled products. However, the downside of this packaging is the heavy weight. Also, the raw materials of metals are not renewable.
4. Glass: In can be recycled repeatedly; glass packaging can use up to 90% recycled material with no loss of quality or purity. Raw materials used to manufacture glass are also all natural and sustainable. However, the downside for glass is its weight and breakability, which result in higher transportation costs and need for specialized secondary packaging to protect products during shipment.
5. Flexible: Products packaged in flexible packages, such as bags, pouches, wraps, and foils, are considered better environmental choices over rigid packaging forms. However, flexible packaging is still not considered as a sustainable packaging solutions, as it is not easily recycled, meaning most flexible packaging winds up as municipal solid waste. Although, flexible packaging is profitable for the company, it has the downside of being unsustainable from time to time.
Hopkins (2009) revealed that the U.S. market for packaging materials is about $130 billion. Market growth in the packaging sector from 2004-2008 was 5% CAGR, led by plastics and flexible packaging materials and containers. The report also indicated some specific trends and driver, which will affect the growth of this market.
• The economy – energy and raw material prices are key factors • Technology/Innovation • Government Policy/Regulation/Legislation • Consumer attitudes and behaviors – toward products, processes, and companies
According to a recent research of Smithers Pira group, a worldwide authority on packaging, paper and print industry supply chains, “Global packaging sales are projected to rise by 3% in real terms to $797 billion in 2013 and grow at an annual rate of 4% to 2018.”
The report explores the numerous reasons for this expected growth in the world packaging market, including technical developments, cost per package, sustainability initiatives and, perhaps most importantly, the growth of the consumer class in the South and Central America.
The management of Sonoco stated that they are taking necessary actions to simplify the Company’s business structure and provide the necessary scale in its Consumer and Industrial packaging and service businesses to drive profitable growth and obtain sustainable operating efficiencies.
To focus on the global growth Sonoco even changed its mission to “re-envisioning” in 2013. In the same year the company introduced it’s new CEO, who announced the IPS (Innovative Packaging Solution) project. IPS is designed to meet their longer term growth and shareholder return goals.
Sonoco is determined to use latest technology to maximize the satisfaction of its clients. As mentioned earlier, the company initiated numerous number of sustainability projects, which helped them to resolve the environmental issues.
The table represents competitor ratio analysis of Sonoco. I have depicted the performance gap of Sonoco with its competitor Crown and the packaging industry.
Differentiation Advantage:
Sonoco significantly benefits from having very valuable customer relationships with some of the largest consumer packaged goods companies in the world. The company is developing packaging solutions that incorporate attributes ranging from the latest barrier technology and consumer-friendly opening systems, unique sizes and shapes, to fill line efficiency and environmental features.
Moreover, many of these customers have entered into long-term contracts that include price escalators/de-escalators, which allow Sonoco to pass on higher input costs to those customers. Approximately 80% of its consumer packaging revenue is contract-based. These multiyear contracts are necessary to recoup fixed costs from large capital investments needed to produce a specialty packaging product.
Sonoco also differentiates itself in the packaging industry by manufacturing a number of packaging types, which helps it attract and retain customers looking for multiple packaging options for their products
Before 2013 the company’s mission was to be a low-cost global leader. However, the annual report of 2013 revealed that the new management is now more focused on providing premium quality products. Thus unlike some of its competitors, the company doesn’t brand itself as inexpensive or low-cost packaging solution provider anymore. The present differentiation strategy of this company is to provide premium quality packaging solutions by focusing on the cost value of the product.
However, to maintain future profitability Sonoco has differentiated itself from its competitors by focusing on sustainability. In today’s competitive global marketplace, the issues relevant to supporting sustainability are directly linked to Sonoco’s long-term profitability and viability. The company believes that sustainability and business success are not only compatible but are inextricably linked and that by embracing both, it will benefit the shareholders and customers for the long term.
Sonoco is a member of the Sustainable Packaging Coalition. Sonoco has the Rainforest Alliance’s Smart Wood Chain-of-Custody certification at 14 Sonoco paper mills, indicating that the mills are using only responsibly harvested wood products from well-managed forests. Sonoco created an in-house Sustainability Council in 2005 to develop company-wide metrics and to monitor progress on its economic, social, and environmental goals (Hopkins, 2009).
Sonoco Recycling is uniquely qualified to find alternative recycling solutions for waste that was previously thought to be unrecyclable. The Company works internally to implement and encourage recycling programs through its Sonoco Sustainability Star Awards program, created in 2011 to recognize customer and Sonoco-owned facilities for achieving significant milestones in landfill diversion and waste stream reduction.
Sustainability: Impacts to Cost and Profitability
The packaging industry is long-established, but the sustainability movement is relatively new. According to Hopkins (2009), “Environmental concerns can
lead to efficiencies in production and materials use as well as reduction in waste.” Therefore, it results in long-term profitability. Maximizing efficiencies, conserving resources, source reduction, and controlling costs can inadvertently lead to environmental advantages as well as company’s overall profitability.
Investors are interested in sustainable business practices that promote and result in cost savings and profitability, in addition to the environmental effects.
As mentioned earlier, Sonoco has been promoting sustainability significantly. To ensure positive economic growth and profitability Sonoco implemented sustainable business strategy efficiently. The company knows that a big concern of packaging industry is environmental pollution. To stay ahead, Sonoco focused on preserving natural resources.
However, sustainable strategies often need high-cost to implement maintain. Sonoco continued to achieve its goals, while launching an effort to Re-envision Sonoco to achieve future accelerated growth. The company delivered on its commitment to enhance shareholder value by providing a 45.2% total return in 2013. This was the best shareholder return performance in a quarter of a century of Sonoco. Thus, the “re-envisioning Sonoco” strategy has been successful regardless of the high-cost to maintain sustainability
Although, sustainability is not a primary consideration, environmental impacts of their purchase decisions are important to many consumers. Sonoco understands that customers respond particularly well to efforts by brands that address environmental concerns when they already have confidence in the quality and image of the product. Sonoco’s social responsibility report signifies how the company is trying to address environmental issues in their projects.
Globalization: Globalization in the packaging industry takes the form of changing supply chains, customers shifting their manufacturing facilities to other countries, and overseas competition from other package printers and converters. However, globalization can have high cost effect on companies, due to government regulations and taxations, operations and management of multiple locations, and utilization of complex technology.
It can also encompass printing packaging materials domestically for overseas customers. For example, Sonoco has a strong foothold in Asia. The company exports different packaging solutions to Europe as well. In Europe alone it has 41 industrial product manufacturing facilities and 6 paper mills. These global operations resulted in international sales and income growth in 2013 significantly.