shri Murugesan Tvs is located in Periyakulam Road, Theni, Tamil Nadu which provides you the best service. Get complete address and phone numbers for quick access and response. Give your valuable rating to Shri Murugesan Tvs Theni and make us serve you better.Shri Murugesan TvsAddress:225, Rahtinam Nagar, Periyakulam Road

City Or Area:Theni

State:Tamil Nadu

Pincode:625531

Mobile:+91 9976260177

Landmark:Periyakulam Road

Company Profile

Balasankagroup commenced a small scaleDried Seed Husk, Tamarind PulpProcessing Department in 1966 by its founder Mr. S. Thirupathi Nadar. At present, Balasanka group of firms has been steadfast in its commitment to its employees and its customers in its line of business.Taken in the aggregate, encompassing all firms, annual turnover reaches 100 Crores. The company has progressed from a miniature trading firm to full-fledged and progressive manufacturing organization, serving the industrial application need of varied sectors.Implementing the maxim of Watts Humprey"Innovation is the process of turning ideas into manufacturable and marketable form"into our manufacturing operation.Sri Balasanka Millis the flagship concern of Balasanka Groups, has been founded in the year 2001 according with high quality control policy and off and on improvising production technology, that enables us to prepare fine variety of tamarind pulp that is optimum in quality.Satisfying the need of different industries and sectors with indomitable commitment to obtaining maximum level of client's satisfaction through product excellence and high business ethics.Balasanka group of firms is wide spread and present in various diversified sectors : Sri Balasanka Mill Tamarind seed starch industries Sri Guruvayurappan Traders Tamarind pulp processing Balasanka Bombay dyeing exclusive showroom Balasanka Dhall Mills Manufacturing & Processing of dall products Sanka Dall Mills - Manufacturing & Processing of dall products Balasanka TVS Authorised main dealers for TVS two wheelers Shri Murugesan TVS - Authorised main dealers for TVS two wheelers Yasothai Finance New vehicle financing Balasanka Cars - Authorised main dealers for TATA Passenger Cars Mukesh Motor - Authorised main dealers for HONDA two wheelers Balasanka Retail Super MarketIn its every domain of business Balasanka group is intended to implement its innovative systems and maintain the optimal standards in order to notch up the business excellence and the highest extent of customer's contentment!Name of Managing Director Mr. Krishnamoorthy Balasubramanian

Year of Establishment 2001

Nature of Business Manufacturer, Exporter & Supplier

Market Covered Worldwide

Porter five forces analysisis a framework to analyze the level of competition within an industry andbusiness strategydevelopment. It draws uponindustrial organization (IO) economicsto derive five forces that determine the competitive intensity and therefore attractiveness of an Industry. Attractiveness in this context refers to the overall industry profitability. An "unattractive" industry is one in which the combination of these five forces acts to drive down overall profitability. A very unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven tonormal profit. This analysis is associated with its principal innovatorMichael E. PorterofHarvard University.Porter referred to these forces as themicro environment, to contrast it with the more general termmacro environment. They consist of those forces close to acompanythat affect its ability to serve its customers and make aprofit. A change in any of the forces normally requires a business unit to re-assess themarketplacegiven the overall change inindustry information. The overall industry attractiveness does not imply that everyfirmin the industry will return the same profitability. Firms are able to apply theircore competencies,business modelor network to achieve a profit above the industry average. A clear example of this is the airlineindustry. As an industry, profitability is low and yet individual companies, by applying unique business models, have been able to make a return in excess of the industry average.Porter's five forces include - three forces from 'horizontal' competition: the threat of substitute products or services, the threat of established rivals, and the threat of new entrants; and two forces from 'vertical' competition: thebargaining powerof suppliers and the bargaining power of customers.Porter developed his Five Forces analysis in reaction to the then-popularSWOT analysis, which he found unrigorous andad hoc.[1]Porter's five forces is based on theStructure-Conduct-Performance paradigminindustrial organizational economics. It has been applied to a diverse range of problems, from helping businesses become more profitable to helping governments stabilize industries.[2]Other Porter strategic frameworks include thevalue chainand thegeneric strategies.

Threat of new entrants[edit]Profitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked byincumbents(which in business refers to the largest company in a certain industry, for instance, in telecommunications, the traditional phone company, typically called the "incumbent operator"), the abnormal profit rate will trend towards zero (perfect competition).The following factors can have an effect on how much of a threat new entrants may pose: The existence ofbarriers to entry(patents,rights, etc.). The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. Government policy Capital requirements Absolute cost Cost disadvantages independent of size Economies of scale Economies of product differences Product differentiation Brand equity Switching costs orsunk costs Expected retaliation Access to distribution Customer loyaltyto established brands Industry profitability (the more profitable the industry the more attractive it will be to new competitors)Threat of substitute products or services[edit]The existence of products outside of the realm of the common product boundaries increases thepropensityof customers to switch to alternatives. For example, tap water might be considered a substitute for Coke, whereas Pepsi is a competitor's similar product. Increased marketing for drinking tap water might "shrink the pie" for both Coke and Pepsi, whereas increased Pepsi advertising would likely "grow the pie" (increase consumption of all soft drinks), albeit while giving Pepsi a larger slice at Coke's expense. Another example is the substitute of traditional phone with a smart phone.Potential factors: Buyer propensity to substitute Relative price performance of substitute Buyerswitching costs Perceived level ofproduct differentiation Number of substitute products available in the market Ease of substitution Substandard product Quality depreciation Availability of close substituteBargaining power of customers (buyers)[edit]The bargaining power of customers is also described as the market of outputs: the ability of customers to put thefirmunder pressure, which also affects the customer's sensitivity to price changes. Firms can take measures to reduce buyer power, such as implementing a loyalty program. The buyer power is high if the buyer has many alternatives. The buyer power is low if they act independently e.g. If a large number of customers will act with each other and ask to make prices low the company will have no other choice because of large number of customers pressure.Potential factors: Buyer concentration tofirmconcentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with highfixed costs Buyer switching costs relative tofirmswitching costs Buyer information availability Force down prices Availability of existing substitute products Buyerprice sensitivity Differential advantage (uniqueness) of industry products RFM (customer value)Analysis The total amount of tradingBargaining power of suppliers[edit]The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to thefirmcan be a source of power over the firm when there are few substitutes. If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from them. Suppliers may refuse to work with the firm or charge excessively high prices for unique resources.Potential factors are: Supplier switching costs relative tofirmswitching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration tofirmconcentration ratio Employee solidarity (e.g.labor unions) Supplier competition: the ability to forward vertically integrate and cut out the buyer.Intensity of competitive rivalry[edit]For most industries the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.Potential factors: Sustainablecompetitive advantagethroughinnovation Competition between online and offline companies Level ofadvertisingexpense Powerful competitive strategy Firmconcentration ratio Degree of transparency

DEFINITION of 'Porter's 5 Forces'Named after Michael E. Porter, this model identifies and analyzes 5 competitive forces that shape every industry, and helps determine an industry's weaknesses and strengths.1. Competition in the industry2. Potential of new entrants into industry3. Power of suppliers4. Power of customers5. Threat of substitute products

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IntroductionThere is continuing interest in the study of the forces that impact on an organisation, particularly those that can be harnessed to provide competitive advantage. The ideas and models which emerged during the period from 1979 to the mid-1980s (Porter, 1998) were based on the idea that competitive advantage came from the ability to earn a return on investment that was better than the average for the industry sector (Thurlby, 1998).

As Porter's 5 Forces analysis deals with factors outside an industry that influence the nature of competition within it, the forces inside the industry (microenvironment) that influence the way in which firms compete, and so the industrys likely profitability is conducted in Porters five forces model. A business has to understand the dynamics of its industries and markets in order to compete effectively in the marketplace. Porter (1980a) defined the forces which drive competition, contending that the competitive environment is created by the interaction of five different forces acting on a business. In addition to rivalry among existing firms and the threat of new entrants into the market, there are also the forces of supplier power, the power of the buyers, and the threat of substitute products or services. Porter suggested that the intensity of competition is determined by the relative strengths of these forces.

Main Aspects of Porters Five Forces AnalysisThe original competitive forces model, as proposed by Porter, identified five forces which would impact on an organizations behaviour in a competitive market. These include the following:

The rivalry between existing sellers in the market.The power exerted by the customers in the market.The impact of the suppliers on the sellers.The potential threat of new sellers entering the market.The threat of substitute products becoming available in the market.Understanding the nature of each of these forces gives organizations the necessary insights to enable them to formulate the appropriate strategies to be successful in their market (Thurlby, 1998).

Force 1: The Degree of RivalryThe intensity of rivalry, which is the most obvious of the five forces in an industry, helps determine the extent to which the value created by an industry will be dissipated through head-to-head competition. The most valuable contribution of Porter's five forces framework in this issue may be its suggestion that rivalry, while important, is only one of several forces that determine industry attractiveness.

This force is located at the centre of the diagram;Is most likely to be high in those industries where there is a threat of substitute products; and existing power of suppliers and buyers in the market.Force 2: The Threat of Entry Both potential and existing competitors influence average industry profitability. The threat of new entrants is usually based on the market entry barriers. They can take diverse forms and are used to prevent an influx of firms into an industry whenever profits, adjusted for the cost of capital, rise above zero. In contrast, entry barriers exist whenever it is difficult or not economically feasible for an outsider to replicate the incumbents position (Porter, 1980b; Sanderson, 1998) The most common forms of entry barriers, except intrinsic physical or legal obstacles, are as follows:

Economies of scale: for example, benefits associated with bulk purchasing;Cost of entry: for example, investment into technology;Distribution channels: for example, ease of access for competitors;Cost advantages not related to the size of the company: for example, contacts and expertise;Government legislations: for example, introduction of new laws might weaken companys competitive position;Differentiation: for example, a certain brand that cannot be copied (The Champagne)Force 3: The Threat of Substitutes The threat that substitute products pose to an industry's profitability depends on the relative price-to-performance ratios of the different types of products or services to which customers can turn to satisfy the same basic need. The threat of substitution is also affected by switching costs that is, the costs in areas such as retraining, retooling and redesigning that are incurred when a customer switches to a different type of product or service. It also involves:

Product-for-product substitution (email for mail, fax); is based on the substitution of need;Generic substitution (Video suppliers compete with travel companies);Substitution that relates to something that people can do without (cigarettes, alcohol).Force 4: Buyer Power Buyer power is one of the two horizontal forces that influence the appropriation of the value created by an industry (refer to the diagram). The most important determinants of buyer power are the size and the concentration of customers. Other factors are the extent to which the buyers are informed and the concentration or differentiation of the competitors. Kippenberger (1998) states that it is often useful to distinguish potential buyer power from the buyer's willingness or incentive to use that power, willingness that derives mainly from the risk of failure associated with a product's use.

This force is relatively high where there a few, large players in the market, as it is the case with retailers an grocery stores;Present where there is a large number of undifferentiated, small suppliers, such as small farming businesses supplying large grocery companies;Low cost of switching between suppliers, such as from one fleet supplier of trucks to another.Force 5: Supplier Power Supplier power is a mirror image of the buyer power. As a result, the analysis of supplier power typically focuses first on the relative size and concentration of suppliers relative to industry participants and second on the degree of differentiation in the inputs supplied. The ability to charge customers different prices in line with differences in the value created for each of those buyers usually indicates that the market is characterized by high supplier power and at the same time by low buyer power (Porter, 1998). Bargaining power of suppliers exists in the following situations:

Where the switching costs are high (switching from one Internet provider to another);High power of brands (McDonalds, British Airways, Tesco);Possibility of forward integration of suppliers (Brewers buying bars);Fragmentation of customers (not in clusters) with a limited bargaining power (Gas/Petrol stations in remote places).The nature of competition in an industry is strongly affected by the suggested five forces. The stronger the power of buyers and suppliers, and the stronger the threats of entry and substitution, the more intense competition is likely to be within the industry. However, these five factors are not the only ones that determine how firms in an industry will compete the structure of the industry itself may play an important role. Indeed, the whole five-forces framework is based on an economic theory know as the Structure-Conduct-Performance (SCP) model: the structure of an industry determines organizations competitive behaviour (conduct), which in turn determines their profitability (performance). In concentrated industries, according to this model, organizations would be expected to compete less fiercely, and make higher profits, than in fragmented ones. However, as Haberberg and Rieple (2001) state, the histories and cultures of the firms in the industry also play a very important role in shaping competitive behaviour, and the predictions of the SCP model need to be modified accordingly.

How to write a Good Porter's 5 Forces analysis The Porters Five Forces model is a simple tool that supports strategic understanding where power lies in a business situation. It also helps to understand both the strength of a firms current competitive position, and the strength of a position a company is looking to move into. Despite the fact that the Five Force framework focuses on business concerns rather than public policy, it also emphasizes extended competition for value rather than just competition among existing rivals, and the simplicity of its application inspired numerous companies as well as business schools to adopt its use (Wheelen and Hunger, 1998).

With a clear understanding of where power lies, it will enable a company to take fair advantage of its strengths, improve weaknesses, and avoid taking wrong steps. Therefore, to apply this planning tool effectively, it is important to understand the situation and to look at each of the forces individually.

In conducting an analysis of Porters Five Forces, it is required to brainstorm all relevant factors for the companys market situation, and then check against the factors presented for each force in the diagram above. The next step is to highlight the key factors on a diagram, and summarize the size and the scale of the force on the diagram. It is suggested to use relevant signs, for instance, + and -" to represent the forces moderately in companys favour, or for a force strongly against.

After identifying favourable and unfavourable forces for the companys performance and industrys attractiveness, it is important to analyse the situation and examine the impacts of the forces. One of the critical comments made of the Five Forces framework is its static nature, whereas the competitive environment is changing turbulently. Are the five forces able to foresee industry expansion? Is it the corporate strategist's goal to find a position in the industry where his or her company can best defend itself against these forces or can influence them in its favour, or is the goal to become part of the ongoing commerce with the intention to produce innovative ideas that will expand the size of the industry? Is it true that the environment poses a threat to the organisation, leading to the consideration of suppliers and buyers as threats that need to be tackled, or does it offer the ground for a constitutive industry player co-operation?

By thinking through how each force affects a company, and by identifying the strength and direction of each force, it provides an opportunity to identify the strength of the position and the ability to make a sustained profit in the industry (Mind Tools, 2006).

Limitations of Porters Five Force ModelPorters model is a strategic tool used to identify whether new products, services or businesses have the potential to be profitable. However it can also be very illuminating when used to understand the balance of power in other situations.

Porter argues that five forces determine the profitability of an industry. At the heart of industry are rivals and their competitive strategies linked to, for example, pricing or advertising; but, he contends, it is important to look beyond ones immediate competitors as there are other determinates of profitability. Specifically, there might be competition from substitute products or services. These alternatives may be perceived as substitutes by buyers even though they are part of a different industry. An example would be plastic bottles, glass bottles, and cans for packaging soft drinks. There may also be the potential threat of new entrants, although some competitors will see this as an opportunity to strengthen their position in the market by ensuring, as far as they can, customer loyalty. Finally, it is important to appreciate that companies purchase from suppliers and sell to buyers. If they are powerful they are in a position to bargain profits away through reduced margins, by forcing either cost increases or price decreases. This relates to the strategic option of vertical integration, when the company acquires, or merges with, a supplier or customer and thereby gains greater control over the chain of activities which leads from basic materials through to final consumption (Luffman and et al., 1996; Wheelen and Hunger, 1998).

It is important to be aware that this model has further limitations in today's market environment; as it assumes relatively static market structures. Based originally on the economic situation in the eighties with its strong competition and relatively stable market structures, it is not able to take into account new business models and the dynamism of the industries, such as technological innovations and dynamic market entrants from start-ups that will completely change business models within short times. For instance, the computer and software industry is often considered as being highly competitive. The industry structure is constantly being revolutionized by innovation that indicates Five Forces model being of limited value since it represents no more than snapshots of a moving picture. Therefore, it is not advisable to develop a strategy solely on the basis of Porters models (Kippenberger, 1998; Haberberg and Rieple, 2001), but to examine it in addition to other strategic frameworks of SWOT and PEST analysis.

Nevertheless, that does not mean that Porters theories became invalid. What needs to be done is to adopt the model with the knowledge of its limitations and to use it as part of a larger framework of management tools, techniques and theories. This approach, however, is advisable for the application of every business model (Recklies, 2001).

Porter's Six Forces model and its relationship to the standard Five Forces model Porters Five Forces model actually has an extension referred to as Porters Six Forces model. It is considerably less popular than the Five Forces model as its acceptance has been less positive than the Five Forces model. The Six Forces model though is very similar to the Five Forces model with the only difference being the addition of the sixth force in the framework. This sixth force in the model is termed as the relative power of other stakeholders, and can refer to a number of other groups or entities, depending on the factor which has the greatest influence including:

Complementors One school of thought looks at the sixth force to be complementors, which are businesses offering complementary products to the sector in focus and being analysed (Grove 1996). The author states that these complementary businesses, as a sixth factor, affect the industry as changes in these businesses (such as new techniques, approaches or technologies) can impact on the dynamics between the industry and the complementors.

The government The sixth force in the framework can also be considered to be the government, and is included in the framework if it has potential to impact on all the other five forces (Gordon, 1997). Thus, the government can have direct impact on the industry as the sixth force, but can also have indirect impact or influence by affecting the other five forces, whether favourably or unfavourably.

The public Yet other viewpoints look at the public as the sixth force in the model, particularly if the public has a strong influence in the dynamics of the sector resulting in changes to the other forces or in the sector as a whole.

Shareholders This group can also be considered potentially as the sixth force. This is more important in recent years where shareholder activity has increased significantly in the boardroom, and management of firms has been scrutinised much more and even given threats if certain actions favoured by the shareholders were not pursued.

Employees Employees could also be considered as the sixth force if they wielded extraordinarily strong influence on the firm in a particular sector. The status of employees seems to follow similar rules in certain sectors, and thus could be considered a strong influence in these sectors. For example, in the automobile sector in the US, a large part of the work force are unionised, and thus could be considered the sixth force instead of the government or complementors.

While a sixth force has been added to Porters original Five Forces model, the acceptance of this framework has been somewhat limited. This could be for two reasons. First, is that there is no definite and specific sixth force in all sectors, as it is different for each sector. Second, while a sixth force could be defined for all sectors, the influence of this factor can also be captured in the other five forces and thus the necessity of having it in the framework is less compelling.

Where to find information for Porter's 5 Forces analysisIn conducting the analysis it is crucial to examine the existing literature:

Periodicals, business articles on the industry performance, etc;Analyst reports and trade organisations;Company annual reports and its publications on the main suppliers and distribution network;Anything that will give the exposure to the market situation, competitors present in the market, new emerging companies in the industry.It is important to make sure that the sources are reliable and relevant to the current condition of the industry. It has to be viable, reliable and valid, in order to conduct a good analysis of the model. For this purpose, the gathered data and information has to be checked and be applied to the current business conditions. Further limitations could be present in the nature of market forces that reduce the applicability of the information sources to present situations; and the amount of detailed information required. This can be prohibitive to its practical use. For example, the level of competitor information required is very detailed and may not always be available.

ConclusionAny company must seek to understand the nature of its competitive environment if it is to be successful in achieving its objectives and in establishing appropriate strategies. If a company fully understands the nature of the Porters five forces, and particularly appreciates which one is the most important, it will be in a stronger position to defend itself against any threats and to influence the forces with its strategy. The situation is fluid, and the nature and relative power of the forces will change. Consequently, the need to monitor and stay aware is continuous.

Some issues during the implementation of these Five Forces are crucially important for organizations to build long-term business strategy and sustaining competitive advantages rather than simply list the forces. Successful use of the Porter Model Analysis includes identifying the sources of competition, the strength and likelihood of that competition existing, and strategic recommendations for the action a company should take in order to develop barriers to competition.

If you found this article useful please have a look at the other articles we have written: Ansoff analysis, McKinsey 7S Framework, SWOT analysis, BCG Growth-Share Matrix, Porter's Generic Strategies, Scenario Planning, Value chain analysis, Pest Analysis, Balanced Scorecard, Competitor Analysis, Critical Success Factors, Industry Lifecycle, Marketing Mix and Product Life Cycle.

ReferencesHaberberg, A. and Rieple, A. (2001) The Strategic Management of Organizations, Essex: Pearson Education Limited.

Kippenberger, T. (1998) Strategy according to Michael Porter, The Antidote, Vol. 3 Issue 6, pp. 24-25.

Luffman, G., Lea, E., Sanderson, S. and Kenny, B. (1996) Strategic Management, Oxford: Blackwell Publishers Inc.

Porter, M. (1980a) How Competition Forces Shape Strategy, Harvard Business Review, September-October, pp.137-145.

Porter, M. (1980b) Competitive Strategy, New York: Free Press.

Porter, M. (1998) Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press.

Sanderson, S. (1998) New approaches to strategy: new ways of thinking for the millennium, Management Decision, Vol. 36 issue 1, pp.9-13.

Thurlby B (1998) Competitive forces are also subject to change, Management Decision London

Wheelen, T. and Hunger, J. (1998) Strategic Management and Business Policy, 6th ed., Reading: Addison-Wesley.

BibliographyBaker, M. (1992) Marketing Strategy and Management, London: Macmillan.

Freeman, R. (1984) Strategic Management: A Stakeholder Approach, Boston: Pitman.

Ghemawat, P., Collis, D., Pisano, G. and Rivkin, J. (2001) Strategy and the Business Landscape: Core Concepts, Upper Saddle River: Pearson Education.

Gordon, P. J. 1997. Ten strategic audit questions. Business Horizons. [online]. 40 (5). Available from: http://www.factiva.com. [cited 9 December 2007].

Grove, A. 1996. Paradigms of paranoia every company will be confronted by external crises that revolutionise the rules of its business. How can CEOs identify these exigencies before it is too late? Business Today. [online]. [Published 22 November 1996]. Available from: http://www.factiva.com. [cited 9 December 2007].

OShaughnessy, N. (1996) Michael Porters revisited, Management Decision, Vol. 34 Issue 6, pp.12-20.

Porter, M. (1979) How competitive forces shape strategy, Harvard Business Review, Vol. 57 Issue 2, pp.5-8.

ASWOT analysis(alternativelySWOT matrix) is a structuredplanningmethod used to evaluate thestrengths, weaknesses, opportunities and threatsinvolved in aprojector in abusinessventure. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. Some authors credit SWOT toAlbert Humphrey, who led a convention at the Stanford Research Institute (nowSRI International) in the 1960s and 1970s using data fromFortune 500companies.[1][2]However, Humphrey himself does not claim the creation of SWOT, and the origins remain obscure. The degree to which the internal environment of the firm matches with the external environment is expressed by the concept ofstrategic fit. Strengths: characteristics of the business or project that give it an advantage over others. Weaknesses: characteristics that place the business or project at a disadvantage relative to others. Opportunities: elements that the project could exploit to its advantage. Threats: elements in the environment that could cause trouble for the business or project.Identification of SWOTs is important because they can inform later steps in planning to achieve the objective.First, the decision makers should consider whether the objective is attainable, given the SWOTs. If the objective isnotattainable a different objective must be selected and the process repeated.Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful and find their competitive advantage.