Table 1: Smallwood Ulrich framework

Factor Rating Explanation Source

1 Talent 3.8 Based on over 850 anonymous NTUC Fairprice
employee ratings, NTUC Fairprice Reviews FAQs
gets a rating of 3.8 out of 5. 58% of
employees would suggest working
at NTUC Fairprice to a friend, and
55% are optimistic about the
company's future. This rating has
risen by 2% in the previous year.
2 Speed 4 Their online capacity increased by NTUC Fairprice:
four to five times. Online grocery Building the grocery
penetration increased from 7% to store of the future
15%.
3 Shared mindset & 4 The brand holds a deep-seated DO GOOD
coherent brand philosophy of 'Do Good'. The
identity primary mandate of both
affordability and quality has
already expanded to leading the
charge on sustainable stewardship
and community impact
programmes, having been founded
on a common goal to regulate the
cost of living in Singapore.
4 Accountability 3 Competent and experienced Linkedin (n.d.)
managers who have delivered their
best in their past organization
5 Collaboration 4 NTUC FairPrice, a Singapore NTUC FairPrice
supermarket chain, has officially forges strategic
announced an strategic alliance partnership with
with Tesco, a top multi-national Tesco
food retailer based out of United
Kingdom, to cater to Singapore
consumers' evolving needs through
a wider range of high quality food
products and a new Tesco finest*
store-in-store retail experience.

About 400 Tesco items will be

accessible in over 60 FairPrice
stores across the island, as well as
on FairPrice Online, giving a wide
choice of excellent international
food stuffs at great value.
6 Leadership 5 Kian Peng has been with FairPrice NTUC Fairprice:
for 16 years, and under his strong Celebrating CEO of
 leadership, the cooperative has the Year Mr Seah
developed into a major local Kian Peng
industry player, with close to 300 – A Leader In Tune
outlets around the island in 8 with the Nation’s
distinct retail formats, including Heartbeat
convenience stores, hypermarts,
and a warehouse outlet mall. The
almost half-century-old store is
staying new, current, and attractive
to today's famously fickle
customers through ongoing
change, competitive positioning,
and a strong, consistent brand.
7 Customer 4 NTUC FairPrice has always come How NTUC
centricity back to one thing: customer FairPrice's
centricity. consumer centric
“It's back to the point about mindset became its
customer centricity and really golden goose
putting customers in the center of
all that we do. When we look at the
different customer demographics
and profiles in this zone, we feel
that there is actually a gap. And
you know, we did not let the size of
the store stop us from actually
doing something. And therefore,
this is how we innovate and stay
relevant,” Heng commented.

8 Strategic unity 4 They hire approximately 9,300 Here to make Lives

people and provide training Better MESSAGE
through different learning and FROM GROUP
development chances to improve CHIEF EXECUTIVE
long-term employability. OFFICER
Throughout the year, 759 frontline
workers and 80 People Managers
acquired functional, leadership,
and management skillsets through
various classes. In addition, 446
workers and 50 IT employees
participated in digital capability
development initiatives. They
conduct frequent town hall
meetings to better grasp our
people's issues in order to drive
staff engagement. They diverged
from their normal Dinner and
 Dance event and gathered
everyone together for an enjoyable
excursion at Universal Studios
Singapore for two straight days of
team building. As a retailer with
compassion, they are strong
believers in supporting workplace
inclusivity and provide several ways
for people with disabilities to
acquire job skills in their retail
setting.
9 Innovation 4 FairPrice had been experimenting How NTUC
with a frontline retail technology FairPrice's
that enables consumers to handle consumer centric
their own purchases prior to the mindset became its
pandemic. Back in 2017, Nanyang golden goose
Polytechnic hosted the world's first
automated and contactless Cheers
shop.
Based on the success of the first
iteration, NTUC FairPrice launched
a second one in their Tampines
Hub in December last year.
This 'walk out' technology idea
shop eliminates the need for long
lines and is as simple to use as
installing an app on your
smartphone.
10 Operational 4 The accuracy rose from 85% to Case study: NTUC
Efficiency 97%. In 2009, order processing wait FairPrice (March
time decreased by 38% (9 hours) 2011)
from 24 hours for 65 stores to 15
hours for 98 stores.
With the advent of the carton
barcode and, subsequently, the
automatic sortation system, staff
output increased by 50%.
The annual efficiency gains varied
from 50% to 92%:
1. Supplier contact increased
by 50% (422 man hours for
chilled meat, milk, and
dairy).
2. The contract for cold pork
was enhanced by 92% (576
man hours).
3. Quality increased as a
 result of a 75% to 85%
decrease in client refunds
(90 man hours for
refrigerated pork and milk
& dairy) and non-
conformance instances (67
hours for chilled pork and
milk & dairy) received from
the provider.

Table 2: Dynamic Capabilities

Sensing Seizing Reconfiguring Conclusion Source

It started with
Need to online pharmacy in
expand to the GCC countries and
digital space plans to replicate Financial
for e- the same model Express,
1 pharmacy for India 2021
as per
Only hospital their
pharmacies are operation
2 24*7 delivery operational 24*7 hours
Not limited to OTC
drugs or
medicines, It It keeps adding to It has a good
includes its product range variety of
supplements, like the new products and can Aster
Variety of personal hygiene, addition of add further Pharmacy
product etc products as quality skincare based on market India
3 range well. products development (2022)
Aster pharmacy
has plans to
expand its
footprint in India, Continuous plan Since it is less
target to open to open more capital intensive, Business-
another 150 retail stores and easier to expand standard
Market pharmacies in the tap more matket in association (Feb,
4 penetration next FY in India with ARRPL. 2022)

Table 3: Value Chain Analysis

Factors/ Strength/
Activities Description Source Weakness
 Most of the pharmaceutical
companies have outsourced
the supply logistics to a third
party for supply to wholesale
Inbound pharmacy. The company has
logistics also ventured into the
wholesale pharmacy business
by acquiring a majority stake
in the Hindustan Pharma
Distributors Private Limited Mint (2021) strength
It has over 2 decades of
experience in pharmaceutical
retailing but only over a year
of experience in India retail
Operations
pharmacy. It's operations in
India is still not as developed Aster
as the competitors, who have Pharmacy
the early entrance advantage. (n.d.) weakness
Primary
There is very little presence of
chain
intermediaries (e-pharmacy)
activities Outbound
in the company's sales. They Aster
logistics
are mostly sold out directly Pharmacy
through the retail stores. India (n.d.) weakness
Most of the retail stores are in
and around the hospitals or
concentrated in limited
Marketing and
market. No aggressive
sales
marketing but offer discounts Aster
and reward programs to Pharmacy
attract and retain customers. (n.d.) weakness
Aster pharmacy promises to
pleasant service to its
customers through their
friendly and trained
Services
pharmacists. Medicine refill
reminders is one of the after- Aster
sales service that they Pharmacy
provide. India (n.d.) strength
Aster entered into an
agreement with Alfaone
Retail Pharmacies Private
Firm
Secondary/ Limited (ARPPL). It licensed
Infrastructure
Support the 'Aster Pharmacy' brand to
Activities run the retail stores and
online pharmacy operations Mint (2021) strength
Human constantly aims to provide an Aster DM
Resource engaging and secure work Healthcare strength
 Limited
environment to the Annual
Management
employees to keep them Report, 2019-
motivated. 20
Slow in adapting technology,
Technology all the medicines are still Aster
Development being sold directly from the Pharmacy
stores and not online. India (n.d.) weakness
Pharmaceutical companies
supply to the wholesale
pharmacy through the third
Procurement
party logistics. Wholesale
pharmacy then supply to the
retail pharmacy stores Mint (2021) strength

Table 4: Portfolio Analysis (BCG matrix)

Marke Market
Product Types t share growth Quadrant Strategy Source
Mom & Baby/
Health & high low Cash cow Harvest
Nutrition As
Prescription discussed
Preserve/ with the
Drugs/ Over-
high high Stars Invest pharmacis
the-counter
more t at one of
drugs
the Aster
Skin care Question Improve/ pharmacy
low high stores in
products Mark divest
Bangalore

Cosmetics low low Dogs Divest

Table 5: Ansoff matrix

Products
Existing New
Market Penetration

Product Development
Markets
Existing
M
a
 

New Market Development Diversification

Table 6: Parenting Matrix