International Cow Packers (ICP) is a $12 billion meat processor (slaughter, proc

Question

International Cow Packers (ICP) is a $12 billion meat processor (slaughter, processing, and packing). Founded in 1943, ICP has grown to become the largest beef and pork processor in the United States (revenues come 90% from beef and 10% from pork) and also has a growing export market to Japan. The company follows a focused cost-leadership strategy, delivering USDA-graded meats primarily to the institutional (schools, prisons, hospitals) and supermarket channels. ICP’s entire value chain is organized to deliver volume product at the industry’s lowest per-unit cost. Its supplier industries, primarily cattle and swine feedlots, have relatively little power since prices for these raw materials are determined in the commodity markets. While entry barriers to the industry are high due to high minimum start-up costs, industry rivalry is extremely intense - primarily due to the fact that three large companies (including ICP) control 80% of the market for processed meats. The threat of substitutes is high with an increasing trend for consumers to favor poultry and other non-beef proteins. Buyers are also powerful since supermarkets are relatively concentrated at a regional level and end-consumers have ample choices. What is the relationship of the strategic management process at ICP to organizational ethics?

Explanation / Answer

setting entry barriers to new entrants is an ethical issue where it prohibits free trade in the market. and the big three firms are ruling the market, where majority of the market share is in their hands. of course cost leadership and selling the units at lower cost are their strengths but creating barriers to new entrants is not good. they may not have close subsitutes to their products but, we can expects some substitutes to those in the market.

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