Origin Energy - SWOT Analysis

Strengths

‘Origin Energy has a strong presence within Australia and New Zealand; their permits allow the exploration of new resources onshore in the Otway and Perth basin, whilst offshore Bonaparte Bass Basin, and the onshore Cooper/ Eromanga and Surat and Bowen Basins in Australia; and in the Taranaki, Northland, and Canterbury Basins in New Zealand’ (Origin Energy Limited SWOT Analysis, 2012).

‘Origin has production interests in the Cooper Basin, which is the principal supplier of natural gas to New South Wales, South Australia, and Queensland. It is one of the largest producers of coal seam gas (CSG) in Australia and has interests in major CSG fields at Spring Gully, Fairview, and Peat in central Queensland. The company’s major projects include Kupe Gas Project (New Zealand), Otway Gas Project (Victoria), and Spring Gully expansion (Queensland). As of June 2011, the company’s total 2P reserves amounted to 7,041 petajoules equivalent (PJe), reflecting an increase of 13% over that in the previous year. Origin Energy’s significant upstream activities strengthen its business (Origin Energy Limited SWOT Analysis, 2012).

Weaknesses

‘Whilst Origin’s Energy operations are booming in Australia they haven’t pushed the global barrier to push its operations elsewhere. The company generates more than 80% of its revenues from Australia. The company operates two power stations, a retail natural gas, electricity, LPG, and a coal seam gas plant in Queensland. It has oil and gas exploration and production facilities in Victoria and three power stations in South Australia. It also has oil and gas exploration and production activities and retail LPG in Western Australia.

Outside Australia, the company operates in New Zealand through its subsidiary Contact Energy.

The company's high dependence on Australia increases its business risk and also exposes it to local economic and operating conditions among other increasing business risks’ (Origin Energy Limited SWOT Analysis, 2012).

Opportunities

Over the years Origin Energy has strengthened its business platform through targeted acquisitions and strategic agreements. The company continues to enter into agreements and acquire companies to enhance its business portfolio.

‘In June 2014, Contact Energy reached an agreement to supply Fonterra with steam and electricity from the Te Rapa cogeneration plant for a term of eight years commencing 1 July 2015.

Further, in May 2014, Origin Energy, together with Sasol, signed a conditional farm-in agreement with Falcon Oil & Gas Australia Limited (Falcon) for three onshore exploration permits in the Northern Territory's Beetaloo Basin. Upon completion of the farm-in agreement, Origin Energy and Sasol will each hold a 35% interest in the three permits and Falcon will hold a 30% interest. Located about 500 kilometers south-east of Darwin, the permits cover an area of more than 18,500 square kilometers within the Beetaloo Basin, which is highly prospective for shale gas and associated liquids (Origin Energy Limited SWOT Analysis, 2012).

These strategic acquisitions and agreements will provide a strong platform for growth for Origin

Energy across markets by expanding its business portfolio and also help in the long term growth

and sustainability of the company (Origin Energy Limited SWOT Analysis, 2012).

Threats

‘Origin Energy is facing increasing competition in New Zealand and Australian market. The company faces competition from AGL Energy, BHP Billiton, Caltex Australia, Country Energy, Delta Electricity, Energex, EnergyAustralia, Integral Energy, Santos, and TRUenergy. The increasing competition in these markets could lead to a decline in the company's market share’ (Origin Energy Limited SWOT Analysis, 2012).

‘The potential discovery of significant new gas resources in eastern Australia could have a significant impact on the supply and demand dynamics of the eastern Australian gas markets, resulting in changes in gas prices and therefore Origin Energy’s future revenues and purchase costs.Furthermore, Origin Energy’s customer accounts marginally declined by 3,000 accounts in FY2014.

The net position includes a reduction of 41,000 electricity customer accounts. This was due to restricted customer win and retention activities, as well as because of the increased competition in New Zealand and Australian markets. Thus, the increasing competition in these markets could lead to a decline in the company's market share and erode existing customer base’ (Origin Energy Limited SWOT Analysis, 2012).

The external marketing environment (Socio-cultural) - By Mitchell Formica

Socio-cultural and the environment it encompasses involves a number of different factors such as the beliefs, customs, practices and behaviour within a population. We perceive forces in society and culture as influences on our thoughts, feelings and behaviour. For some people drinking beer is an activity that encourages good feelings and it is their belief that they it must be a part of their everyday life.

The link between the socio-cultural environment and the consumption of beer is a part of our every day’s lives. ‘The pub and bar have been geographically widespread social settings in many societies, symbolically as well as physically and socially central to popular culture, and yet in many ways they are unique leisure locations, warranting more attention than the sparse research to date’, (Northcote, J, 2011). Nowadays more and more places are accepting BYO beer and allowing consumers a wider range of beer products available for purchase. This change in society is due to a demand for the product, as more and more people are starting to drink socially the businesses that don’t cater for this are at a disadvantage and may even lose customers.

In today’s society there are many festivals and public activities like markets that involve beer in their social circle. It is becoming a part of our culture to incorporate whatever we are doing with alcohol. Opportunities such as these will envelope the beer products within our society as not a bad health risk but a more of a social pleasure that can be consumed without risk.

However in future there may be more opportunities for beer as technology changes and through automation and robotics we could see the beer industry redevelop itself in-terms of producing the overall product.

There have always been threats for the beer industry as they are seen as a bad health risk for consumers. Ad campaigns for beer have recently moved away from promoting their product with perfect videos of the beer just sitting there, to a different setting that involves younger diverse groups sipping away on a nice beach somewhere with the sunset in the background. This change is due to negative influences on beer and the ad campaigns are trying to move away from promoting the beer to instead promoting a place that you would rather be in with a beer.  

References

Northcote, J, 2011, ‘Young adults’ decision making surrounding heavy drinking: A multi-staged model of planned behaviour’, Vol.72 (12), pp.2020-2025.

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The external marketing environment (Demographic) - By Mitchell Formica

The external marketing environment is made up of many different factors such as, social, demographic, economic, technological, political and legal. These elements categorise people and help marketers to segment and target an audience that they want to advertise to (Polonsky, M J, 2011).

The two environments I have chosen are demographic and socio-cultural. Within the beer industry there are many different types of brands that cater to different needs and wants. The beer market is mainly divided up into two different categories, gender and age. Beer is seen as a more mainly type of product so gender roles are a key factor when marketing beer toward a consumer. Also age is another determinate factor as there is a changing demographic and socio-cultural behaviour toward drinking beer.

The demographic environment is what makes up the characteristics of a consumer, it is based upon influences such as: ‘age, race, sex, economic status, level of education, income level and employment’ (Investopedia, 2014).  Demographics in marketing help to segment a market into different categories so that any given organisation can target towards a certain population. What organisations have learnt through demographics is that not all people are the same and they have different needs and wants that correspond to the same product. To combat this business’s market the same product in different ways with small variations like colour or size. In the beer industry there are normally two distinct categories that people get grouped into when being marketed, the wealthy and the average. These categories are based on income levels and using this edge marketers can appeal to whichever population they like. 

Simmons Market Research Bureau undertook a Study of Media and Markets in the article ‘The demographics of beer’, it is stated that the percentage of drinkers by age and gender for domestic regular beer like Budweiser is 72.1% of males and 27.9% for females. Imported beers such as Corona and Heineken have similar results ranging from 61.9% for men and 38.1% for women that drink corona and 68.4% for men and 31.6% for women that drink Heineken. Whilst in the age category between the ages of 25-34 the percentage of drinkers is only 28.2% for Corona and 24.8% for Heineken. As compared to an older age group that of 55-64 who drink much less with only 8.8% that consume Corona and 10.1% that drink Heineken (Beverage Dynamics July-Aug. 2005).

The opportunities for beer demographically are changing throughout time. Traditionally lower class men were the biggest consumers of beer as they would leave from there hard day of work to go to the pub. Nowadays there are more and more people drinking socially and it is becoming more prevalent in daily activities despite harsh laws on public drunkenness.

The opportunities for beer to spread over all demographics is becoming a reality as more and more people take part in the social leisure.

In recent years wine and spirits have become more prevalent in the alcohol market taking over the need for beer. However there is still a strong demand for beer products although breweries are finding it hard to promote new products and market to new audiences. The change from beer owning the majority of the alcohol market to wine and spirits taking over is due to younger and older generations that are drinking more wine and finding it easier to buy a shot of alcohol instead of drinking a whole beer. 

References

‘The demographics of beer’, Beverage Dynamics July-Aug 2005, Academic OneFile, Web, 26 Mar 2014.

Polonsky, M J, 10 Jan 2011, ‘Journal of Strategic Marketing, The incorporation of an interactive external environment: an extended model of marketing relationships, Vol 7, Issue 1, pp.41-55. 

Encyclopaedia, 2014, Demographics, Definition of ‘Demographics', Investopedia, Wednesday 26 march 2014, http://www.investopedia.com/terms/d/demographics.asp.

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