1. StrategicManagementDuPontCompany 1
Strategic Management
Sir Adil T. Paracha
Final Semester Project
Final Report
Critically Assess the DuPont Company
FA11 - BBA – 114
Sundus Mumtaz
FA11 - BBA - 109
Sidra Tul Muntaha
FA10 - BBA - 160
Waleed Khan
FA11 - BBA – 129
Wadood Raja
FA11 -BBA – 025
Halima Rafiq
FA11- BBA -
Sehirsh Kanwal
Date 4 June, 2015.

2. StrategicManagementDuPontCompany 2
EXECUTIVE SUMMARY
This Composition Enlightens The DuPont Company Strategies. This Document Also Highlights
The Critical Points That DuPont Is Considering And Also Reflects And The Characteristics That
Are Consider While Diversifying Into Different Industries And How DuPont Is Managing Them.
Lastly This Composition Draws A Clear Difference Between DuPont And Its Competitors.

3. StrategicManagementDuPontCompany 3
Table of Contents Page Number
Executive Summary …………………………………………………………… 2
Introduction
DuPont…………………………………………………………………….4
Lectures
Drivers ………………………………………………………………5
Industry Features ……………………………………………………14
Pestle Analysis……………………………………………………….18
Porter’s Analysis …………………………………………………….22
Key Success Factors …………………………………………………25
Group Mapping & Scenarios ………………..……………………….33
Competitive Strength Assessment…..………………………………..34
Evaluation of Strategies ………………………………………………39
Competencies of DuPont …………………………………………….41
Measuring the Competencies…………………………………………42
Value Chain Analysis ………………………………………………..43
SWOT Analysis ………………………………………………………44
TWOS Analysis……………….………………………………………46
SPACE Matrix Analysis………………………………………………48
QSPM………………………………………………………………….50
Strategies…………………….…………………………………………52
Conclusion ….……………………………………………………………………53

4. StrategicManagementDuPontCompany 4
Introduction
DuPont Company
E. I. du Pont de Nemours and Company, commonly referred to as DuPont, is an
American chemical company that was founded in July 1802 as a gunpowder mill
by Éleuthère Irénée du Pont. In the 20th century, DuPont developed
many polymers such as Vespel, neoprene, nylon, Corian, Teflon, Mylar, Kevlar,
Zemdrain,M5fiber, Nomex, Tyvek, Sorona and Lycra.
DuPont developed Freon (chlorofluorocarbons) for the refrigerant industry, and
later more environmentally friendly refrigerants. It developed synthetic pigments
and paints including Chroma Flair. In 2014, DuPont was the world's fourth largest
chemical company based on market capitalization and eighth based on revenue.
DuPont describes itself as a global science company that employs more than
60,000 people worldwide and has a diverse array of product offerings. The
company ranks 86th in the Fortune 500 on the strength of nearly $36 billion in
revenues, $4.848 billion in profits in 2013.In April 2014, Forbes ranked DuPont
171st on its Global 2000, the listing of the world's top public companies. DuPont
businesses are organized into the following five categories, known as marketing
"platforms": Electronic and Communication Technologies, Performance Materials,
Coatings and Color Technologies, Safety and Protection, and Agriculture and
Nutrition.
DuPont is working inclusively with others to find innovative, science-enabled
solutions to some of the world’s biggest challenges. Inclusive innovation means
global collaboration focused on feeding the world, reducing dependence on fossil
fuels, and protecting what matters most. It means hybrid seeds for harsh climates
are field-tested by farmers to find the seeds that thrive. It is how solar installations
that harvest more energy can be wired into the grid for a growing urban population.
And it makes plant-based replacements for petrochemicals a growing business that
enables a shrinking carbon footprint. DuPont believes that big challenges must be
met by bigger science. Inclusive innovation is our approach to applying science to
create solutions, on a scale no company, organization or country could accomplish
alone.

5. StrategicManagementDuPontCompany 5
Drivers of Change
 Changesin Costs
High American Tax Rates
Operations Weren’t Global
Vendors Charging High
Overhead Costs
Drive for Innovation
All this resulted in Increment is visible in DuPont’s Costs.
Previous Impact?
High Profits – No concept of Outsourcing – Continuous Diversification
10 years?
Outsourcing of heavy amount – Targeting developing countries for Production –
Changing vendors – Being Global in Operations
Demand?
15 Industries – Major Industries for Developed/Developing countries Demand will
increase.
Competition Intensity
Large # of Competitors – Learning from every Move of DuPont – Brutal
Competition
Profits
Industry has been visible with High profits and their Reasons.
 Growing Buyer Preferences and Attitudes
Considering Branded offerings
Social influence
Ability to Purchase
Changing Beliefs, Feelings & Behavioral Intentions
All this resulted in DuPont Branding Strategies.
Changing Branding Architecture.
Brand Portfolio.
Previous Impact?
Profits – Less focus on differentiation – House Blend Concept
10 years?
Outsourcing of Marketing–Unique Position for their Target Market– House of
Brands
Demand?
Major Industries for Developed/Developing countries Demand will increase.

6. StrategicManagementDuPontCompany 6
Competition Intensity
Large # of Competitors – Learning from every Move of DuPont – Brutal
Competition
Profits
Industry has been visible with High profits and their Reasons.
 Reductions In Uncertainty And Business Risk
Portfolio Management
Predicted Market Situations
Problem Planning
Predictable Planning
Investment Management
Market-Backed Dynamics
All this resulted in DuPont’s Related and Unrelated Diversification
Previous Impact?
Profits – Less focus on Portfolio management – No market backed Dynamics
10 years?
Outsourcing – Interrelated Market Dynamics – Supply & Logistics partnering –
Tools & Deep Analysis – Research – Consumer Insight
Demand?
Major Industries for Developed/Developing countries Demand will increase.
Competition Intensity
Large # of Competitors – Learning from every Move of DuPont – Brutal
Competition
Profits
Industry has been visible with High profits.
 Regulatory Influences
Recent Lenient Trade Policies
Focused on Trade Agenda
Economic Growth
Low Barriers
Government Support
All this resulted in Favorable condition for DuPont.
Previous Impact?
Not high Profits – Strict Trade Policies – High Tax Rate – Discouragement– Much
not benefited from Globalization
10 years?

7. StrategicManagementDuPontCompany 7
Outsourcing – Global Market Dynamics – Supply & Logistics partnering around
the world – whole World as Consumer
Demand?
Major Industries for Developed/Developing definitely increase.
Competition Intensity
Whole world as Competitors – Learning from every Move of DuPont – Brutal
Competition
Profits
Industry has been visible with High profits.
 Product Innovation
The United States has the most advanced software and information technology
services industry in the world. The industry has increased its revenue by an
average of six percent between 2010 and 2011, totaling $606 billion in 2011.
Overall, research and development spending in the United States information and
communications technology (ICT) sectors increased by 6.3 percent to $126.3
billion in 2011. The United States accounts for more than 55 percent of global ICT
research and development. There are more than 100,000 software and information
technology (IT) services companies in the United States, and more than 99 percent
are small and medium-sized firms (i.e., under 500 employees). U.S. software firms
operate in a mature, harmonized market and have a reputation for producing
reliable and effective solutions that accelerate quickly to the marketplace. The
International Data Corporation (IDC) estimates that U.S. demand for software will
increase more than 7 percent to $163.9 billion in 2012, and that demand for
information technology services will rise 4.2 percent to $235.6 billion from the
previous year. IDC surveys show that infrastructure projects are high priorities for
U.S. businesses, and interest is growing rapidly in collaborative tools, green
information technology, cloud computing and mobile applications.
DUPONT is engaged in providing IT solutions to the needs of the people. In USA
IT industry is growing rapidly creative more innovation solutions acquiring
customers at more personal level.

8. StrategicManagementDuPontCompany 8
Company is engaging in product innovation for the various industries it serve thus
fulfilling the gap. Here are certain points where company is focusing innovation
1. By 2050 global food production will double and also its consumption
would also increased so dupont provide in- feed animal to bio
security solutions
2. DuPont, helps manufacture crop protection food so that they can feed
the world through healthy way. Moreover improving the quality and
quantity of world food supply.
3. Professional landscaping product
4. By combining conventional and new technologies, DuPont Pioneer is
delivering solutions to help meet the needs of a growing population
whose demand for agricultural seeds and products continues to
increase.
5. With innovative ingredients and formulation support, dupont helping
manufacturers meet the needs of an increasingly health-conscious
consumer.
6. DuPont brings together a wide range of sustainable food ingredients to
increase the quality of food products, while improving their health
profile and shelf life.
7. Dupont introduced GENENCARE , a range of natural active
ingredients that deliver benefits across skin and hair care applications
8. Today DuPont is reducing commercial construction operating costs
and helping create more efficient, sustainable residential and
commercial buildings for a greener, healthier world.
9. Industrial biotechnology solutions from DuPont address markets such
as animal nutrition, food, detergents, textiles, carpets, personal
care and befouls.
10. Dupont help their customer so that they can cost-effectively
overcome their challenges by providing range of additives and
modifiers for polymers.( process innovation )
 Previous Impact?
Less innovation with less availability of resources to
manufacture science and technological products
 10 years?

9. StrategicManagementDuPontCompany 9
With increase in technology and technological products leads to
increase in consumer challenges (health, environmental issues ,
more usage of preservatives in food, more organic food and
food ingredients causing various health issues)
 Demand?
Major Industries for Developed/Developing countries Demand
will increase.
 Competition Intensity
Large # of Competitors – Learning from every Move of DuPont
– Brutal Competition
 Profits
As company is opting a range of innovative product lines thus
its profits are expected to be increasing
its profit was almost 770 billion U.S. dollars in 2012.
 Technological change
Agilent technology, sigma Aldrich
The business of chemistry has undergone two such major waves of innovation and
is currently in the beginning phases of a third wave of chemistry due to latest and
rapidly increasing and changing technology in process.
Now the growing importance of biosciences will engender a slow shift toward
biological raw materials and processes. As a technology platform, biotechnology
has already captured 15 percent of life sciences and is now beginning to diffuse
into basic chemicals. This can only grow during the next two decades, and growth
will be further aided as life sciences, the primary focus of these innovations, will
be the fastest growing segment. The emergence of the biosciences will lead to
traditional process equipment being supplanted by equipment now employed in
biotechnology. Moreover, the evolution towards a more biological-based
technology platform has implications for the chemical industry as these
technologies are less energy intensive and generate less pollution. It is likely that
this evolution in the science and business of chemistry will only intensify in the
decades to come in the third wave of innovations. Although traditional chemistry

10. StrategicManagementDuPontCompany 10
will remain the mainstay of basic chemicals, the effects of this third wave of
technological innovations will be profound.
 Previous Impact?
chemical manufacturing was small scale, fragmented, and
largely focused on local and regional markets. Industries such
as textiles and paper were transformed by chemistry, and after
the turn of the century, new industries such as aluminum and oil
refining emerged because of developments in chemistry.
Innovations in catalysis and high pressure reactions in
combination with abundant resources of oil and natural gas-
based hydrocarbon feedstock (or raw material) made this wave
possible
 10 years?
Now the growing importance of biosciences will engender a
slow shift toward biological raw materials and processes. As a
technology platform, biotechnology has already captured 15
percent of life sciences and is now beginning to diffuse into
basic chemicals. Although the US chemical industry is clearly
recovering from the global recession, production facilities in
China and the Middle East are being built at a rapid pace
 Demand?
The evolution towards a more biological-based technology
platform has implications for the chemical industry as these
technologies are less energy intensive and generate less
pollution. Demand for biochemical has increased.
 Competition Intensity
Large # of Competitors – Learning from every Move of DuPont –
Brutal Competition
 Profits
As company is opting a range of innovative product lines thus its
profits are expected to be increasing
its chemical output value was almost 770 billion U.S. dollars in 2012.

11. StrategicManagementDuPontCompany 11
 Marketing innovation
US chemical companies are increasingly focused on emerging markets,
recognizing their tremendous market potential. China is expected to add
approximately 500 million consumers between 2005 and 2020 Equally significant
market opportunities exist in India. The country is currently the second-biggest
market in Asia with a population of 1.12 billion. However, by 2025 the population
of India will approach that of China due to the Chinese government’s policies
restricting births. Meanwhile, India’s population will continue to drive increased
levels of consumption. By 2015, over 63 million Indian households are expected to
reach a household income of over US$6,500 annually,44 ensuring greater demand
for food and healthcare products as well as consumer goods like automobiles,
housing, home appliances and items for personal care. Undoubtedly, however,
global overcapacity and emerging market competition will continue to change the
market dynamics of the US chemical industry.
Dupont uses different tactics to gauge with customer, identify their needs
and then provide an appropriate chemical solutiomns.
They are making people and companies aware of the major problems the
world is facing
Acid Rain Program, NOx Budget Trading Program, Clean Air Interstate
Rule, Regional Greenhouse Gas Initiative, Midwestern Greenhouse Gas
Reduction Accord and the Western Climate Initiative
 Entry or exit of major firms
Chevron Phillips Chemical Company, Eastman Chemical Company
 Diffusion of technical knowhow across more companies and more countries
America , Japan, china , European countries are at the major pace of
competition in technology . US chemical companies are also concerned with
the Regulation on Registration, Evaluation, Authorization and Restriction of
Chemicals (REACH). Although expensive and time-consuming, research
and development is crucial to the industry’s evolution. To keep competitive
the industry must find new products which enhance the quality of life adapt
rapidly to changes in consumer demand around the world produce and sell

12. StrategicManagementDuPontCompany 12
chemicals in quantities that achieve economies of scale select locations for
bulk chemical companies.
Strategic group for DuPont:
Dupont main competitors are Monsanto Company which is a publicly traded
American multinational agrochemical and agricultural biotechnology corporation
headquartered in Creve Coeur Greater St. Louis, Missouri. It gives great
competition to DuPont in terms of many of its chemical, biotechnological and
agriculture products.
Geographical coverage by Monsanto : 68 countries
Geographical coverage by Dupont: 73 countries
3.08
3.1
3.12
3.14
3.16
3.18
3.2
3.22
0 0.5 1 1.5 2 2.5 3
Y-ValuesG
E
O
G
R
A
P
H
I
C
A
L
coverage
Vertical integration

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At 0 – 1 the coverage is national At 0 – 1 the vertical
integration is limited
At 1 – 2 the coverage is international At 1 – 2 the vertical integration is
partial
At 2 – 3 the coverage is global At 2 – 3 and above vertical integration
is full

14. StrategicManagementDuPontCompany 14
Identifying Strategically Relevant Industry Features
Market Size and Market Growth
Whole world is the market for DuPont irrespective to their origin they have the
opportunity to grab the whole market across boundaries. Their business including
agriculture and nutrition, safety and protection and performance materials, among
others, align with our commitment to develop sustainable market solutions for the
world. Our market solutions for agriculture and nutrition provide innovative
products and services that help increase the quantity, quality, safety, and
sustainability of our food supply.
They leverage their strengths in biology, chemistry and biotechnology along with
our knowledge of the food value chain to improve grower productivity and create
innovative food sources, feed ingredients, and materials that help improve food
safety. We also develop insecticides, fungicides, and high-value, low-use-rate
herbicides.
Potential in Market, In the Electronics & Communications sector, they are a
leading supplier of materials and systems for photovoltaic’s, electronics, flat panel
displays and advanced printing markets.
As a leading technology supplier to the photovoltaic industry, DuPont offers
electronics and communications environmental solutions designed to help increase
the efficiency and lifetime of solar modules, and ultimately, lower total system
costs for power.
They also offer a broad portfolio of materials for semiconductor fabrication, as
well as innovative materials for printed circuit board applications. We develop
materials for plasma displays and new technologies for liquid crystal displays
(LCD) and organic light emitting diode (OLED) displays and lighting.
DuPont sales in emerging accounted for 31 percent of the
company’s $26.1 billion sales in 2009. DuPont projects its
market opportunity for emerging markets to be approximately
$12 bi by 2012.

15. StrategicManagementDuPontCompany 15
Last the huge Market size and many untapped markets are attractive feature of this
industry.
A pre-eminent driver of global transformation is the world’s growing population.
In the last 10 years, more than 1 billion people have joined the global population
which is now estimated at 6.8 billion people, to exceed 7 billion in 2011. By
2050, the world’s population will escalate to 9 billion – adding about 150,000
people each day for the next 40 years. Most of the world’s population growth is
coming from emerging markets.
To accommodate this explosion, economies are evolving at rapid paces. The
emerging markets have different local challenges. Infrastructure, such as
highways and rail, are being constructed in places that never before had roads.
New ways to protect lives in a world that is more densely populated are being
developed. In many instances, emerging markets are step-changing incumbent
technologies. Countries such as China and India are building high-speed rail. E
efficient construction is taking pl across the emerging markets. Innovation is
delivering the high quality, sustainable materials growing economies demand.
Our approach to the increasing population needs more food, energy, better
infrastructure and transportation, and a greater emphasis on safety and
protection. Market-drive plays a key role in our ability to penetrate and grow in
an emerging market. We initially establish relationships with strong local supply
chains and build a base of business with our existing offerings. As we gain
market insight, we use our science capabilities to develop products that are
tailored to the unique demands of the local market.
Position in Life Cycle
Industry as well as its products are at the stage of maturity that is why DuPont is
continually striving for more innovative products and industries.
Like human beings, products also have a limited life-cycle and they pass through
several stages in their life-cycle. A typical product moves through five stages,
namely—introduction, growth, maturity, decline and abandonment. These stages
in the life of a product are collectively known as product life-cycle.
The length of the cycle and the duration of each stage may vary from product-to-
product, depending on the rate of market acceptance, rate of technical change,
nature of the product and ease of entry. Every stage creates unique problems and
opportunities and, therefore, requires a special marketing strategy.
The industry of DuPont is somehow on growth stage and DuPont in on the
maturity stage of their life cycle.

16. StrategicManagementDuPontCompany 16
Number of Rivalry
They are working in 15 industries and Competing world wide with means large
number of Competitors like A. Schulman, Inc. Aemetis, Inc. DuPont is
competing with all international brands all over the world that opens a door for
numberless opportunities but somehow this gives a tough time by making the
entire world your competitors and results into brutal competition.
Buyer Needs
Customer Taste and Preferences are continuously changing with the changing
times, dupont needs to undertake these changes. Similarly Environmental changes
are also been given a lot of importance by USA and that’s why this industry is
focusing a lot on these laws. Dupont is striving Better to Best to have maximum
market share from industry. It is focusing on Attributes, Quality and Pricing.
And drivers of change to compete in this industry.
Production Capacity

17. StrategicManagementDuPontCompany 17
DuPont has High Production Capacity but produces rationally. The industry has
opened a great deal of opportunity for dupont to have maximum production
capacity and move in different parts of the world to utilize that capacity. For them
they have the whole world as their market and hence the industry offers them
enough good capacity.
Vertical Integration
Supply chain Partnering, Over took Chemical Production. Acquired many
Chemical Firms. These three steps have helped dupont to have a prominent
position in the industry.
Product Differentiation & Innovation
Global Solutions, DuPont Kevlar DuPont & Johnston Innovation Center are
helping dupont for the product and process innovation and having them a good
position in the industry.
Economies of Scale
Production
Distribution
Ordering Supplies
Learning Curve
The industry has a learning curve with a high effort and high proficiency. Dupont
has a good and higher learning curve in the industry in which it is playing since
many years. This gives competitors a tough time to cover that curve but also
helps them to learn from that curve.

18. StrategicManagementDuPontCompany 18
PESTLE Analysis
PESTLE ANALYSIS:
1. Political
DuPont is USA based IT and chemical solution providing company. It
has a stable economy and government system. That leads to a Positive impact on
businesses. It also supports Privatization of economy and innovation.
USA has a strong democratic setup and effective rule of law, with elections that are
considered fair and transparent. The country enjoys massive political and economic
influence over both national and global policymaking, and is recognized as the
leading superpowerin the world. Tariff policy indicated the direction of U.S.
Foreign policy toward a particular nation or bloc of countries. It could be used as a
defensive tool. Low corporatetax rates are critical to allowing American chemical
companies and other manufacturers to compete effectively in global markets.
To help promote innovation in the business of chemistry and overall U.S.
manufacturing, tax policy must advance research and development and protect
America’s intellectual and technological capital.
2. Economical
DuPont was establish in 1802 and it has achieved its target point now expand in
more than 70 countries with expansion of productline.US industries have achieved
its target and now they are producing sustainable products and services means
Good economic Conditions. The Growth is seen to be Positive.
Economic growth of DuPont is as follows depicting a positive image:
 Revenue were 35310$
 Payment to Government 1167$
 Dividend payment 2058$
Taxes and its impact is as follows:
As more the taxes, more investor turnover rate in that country.
Tax rate is different in most develop countries is
 North America= 713
 Asia= 134
 Latin America= 103
 Europe= 217

19. StrategicManagementDuPontCompany 19
That’s why DuPont is targeting Developing countries more.
Interest rate has its own impact.
The more interest rate in US for lending more people prefer to invest here.As in
USA interest rate for saving purposeis less than 2% so it discourage them to save
money.It is beneficial for US companies to do business there.
In 2012 it was 1.4% and in 2013 it was 1.7%.
3. Socio-cultural factors
US total Population is approximately 320,596,000. Population growth rate is
positive at 0.7%. Developed countries are seeking new technology and favores new
innovative businesses.
About 82% ofAmericans live in urban areas. Income distribution is also greater in
USA thus I.T supporting businesses will flourish in
Countries like USA who favors and supportIT business
In countries like USA people are more work oriented, quality oriented, work
oriented, growth oriented. They have more awareness about their rights .the
Literacy rate is also approx. 99%.
They have a welcoming attitude towards innovation and new ideas. More income
shifts to the wealthy, who tend to spend less of each marginal dollar, causing
consumption and therefore economic growth to slow. Greater social mobility due
to income distribution
4. Technological:
Technology is Improving the nutritional values of food.Introducethe
(GTS)geographical information system, (GPS)global positioning system, (RS)
removing sense.By using all above systems formers can maximize the benefit and
reduce the costratio.Speed of new Technology is High as well it life is Less
Kevlar Fiber: use to check the earth 10miles below the surface.
Expenditures on R&D: There is trend of expenditure on r&d by US
2007=2.7, 2008= 2.8, 2009= 2.7, again in 2012= 2.7
In other countries Japan and south Korea expenditure is above 2.9 per year.
5. Legal
a. Competition law:

20. StrategicManagementDuPontCompany 20
DuPont is 33rd largest company of USA who provide chemicals and its
main competitors are arch-river, BASF AG where DuPont competeby
offering differentiated productwith petro chemical operations.
b. US anti-trust law:
In legal law US prohibit those practices which restrict free trading and competition
among companies. Super visioning the merger and acquisition of larger
corporations that are considered to be threaten competitive environment prohibited
all together.
c. Employees health safety law:
Learning and practice program about new technology. Safety programs protect
employees from injury and transform workplace safety.
HR training programs: create a respectful workplace. Faster ethical decision
making. Develop the skillful employees. Maintains and reliability training:
improve employee’s core, industry and job specific competencies.
Enhance operational efficiency
d. Product safety:
US laws about safety of products and friendly usage: productdevelop through bio
technology go through rigorous testing regularity excretion for food.
6. Environmental
a. Automotive sector
Transportation Equipment Manufacturing, Motor Vehicle and Motor Vehicle
Parts and Supplies Merchant Wholesalers, and Automotive Repair and
Maintenance. Industries and facilities in these sectors engage motor vehicle
manufacturing, sales and salvage, and repair and maintenance services, for
cars, trucks, trailers, and other motor vehicles.
b. Construction
Construction of buildings or engineering projects (e.g., highways and utility
systems)Establishments such as new construction and establishments
primarily engaged in subdividing land for sale as building sites also are
included in this sector. Electric power generation, transmission and
distribution
c. Utility sector

21. StrategicManagementDuPontCompany 21
Electric power generation, transmission and distribution are part of the
utilities sector. This sectorincludes all electric generating facilities powered
by fossil fuels, including coal, petroleum, or gas as the power source.
d. Transportation and Warehousing
This includes industries providing transportation of passengers and cargo,
warehousing and storage for goods, scenic and sightseeing transportation,
and supportactivities related to modes of transportation.
Establishments in these industries use transportation equipment or
transportation related facilities as a productive asset.

22. StrategicManagementDuPontCompany 22
PORTER’S FIVE FORCES
PORTER 5 FORCES:
1. Threat of new competitors:
a. Tariffs and internationaltrade restrictions & Regulatory Policies
President Obama introduced new Trade policies in Jan 2015 that Leads to
increase in trade and low tariffs hence Low Barriers for Entrants. This
will allow for increases in the number of new competitors, hence, an
increased risk of more competitive market.
b. Capital Requirements
The capital requirements are very high, as the entry costs are high. Also,
the finance required to bring oneself to the level of DuPont, a well-
established company will be difficult for the new entrant. Costof
production will be high initially, hence High Barrier for Entrants.
c. Brand Preference
Dupont is well established for more than 200 years. It has made his name
in the market on the basis of trust, quality and consistent customer
satisfaction. Hence, the Barrier for new Entrant will be high.
d. Distribution Channel
In order to establish in the market, the new Entrants need a world wide
distribution channel. The need to have diverse field distributors and the
country to country difference of laws and agreements would render the
new Entrant ‘s competitive power Low.
e. Costand Resources are not Related to Size
Dupont is a well established business emcompassing 15 diversified
industries and boasts latest innovative technology. The world wide
operations and logstics of company would prove a high barrier for a new
competitive Entrant .
f. Economies of Scale
Being a large scale business established and expanding over the last two
centuries, Dupont has achieved the economy in scale by virtue of large
scale production. Hence the new entrants will have to face this hurdle, a
barrier for new entrant.

23. StrategicManagementDuPontCompany 23
Conclusion:Barriers are high.
2. Threat of Substitutes Products
a. Availability & Affordability
If the new entrants or competitors target specified segments with the
strategy of low prices and aim to be global this can be a high power
threat.
b. Quality and attributes
Competitors are attracting the customers with low prices for the same
quality and attributes. Hence this also makes the threat power high.
c. Switching costs
15 industries means a larger of competitors with large range of similar
products hence low costof switching and power is high
Conclusion: High powerof Substitute Products.
3. Bargaining power of suppliers
a. Supplies Availability, Affordability & Quality & Attributes
Strategic Planning and Supply chain Partnering and Low Costof
supplies from under develop regions.this threat’s power is low
b. Number of Supplier
DuPont has high number of suppliers that includes global suppliers
too hence this is also a low power threat.
c. Switching Costs
Diverse Industries means large of suppliers with large range of similar
products hence low costof switching and power is low
d. Differentiation products
Supplies are differentiated becauseof the differentiated productline
but due to agreements, law and order, government supportsupply
chain partnering. Its power is low.
Conclusion: They have low bargaining power.
4. Bargaining power of buyers:
a. Switching costs
15 industries means a larger of competitors with large range of similar
products hence low costof switching and power is high
b. Number of buyers

24. StrategicManagementDuPontCompany 24
Dupont has a large market size. It also has some untapped markets that it
plans to target next such as in developing countries. It has 15 industries
that means it targets huge markets hence making this power low.
c. Pressure and demand from buyers
There is a great pressure and demand from buyers due to changing
market trends, new technologies and innovation that leads to change
in tastes of the buyers. This may lead to switching brands if not met
by their requirements. there is a high choice in brands hence power is
high.
Conclusion: They have low to medium bargaining power
5. Rivalry in existing markets
Competitors may have the tactics of differentiated price than DuPont as in
low price for same quality products and targeting specified segments and
niches with a high frequency. They are also reaching towards the under
developed countries with similar products and keeping low prices giving a
good competition and creating rivalry.
They are learning from DuPont’s existing strategies and its curve. But they
lack on term of diversification when compared to DuPont. It also lacks on
other basis such as economies of scale and size.
Large and strong markets require innovative products that lead to
opportunities of competitors to take away DuPont’s innovative products.
Strategic moves of logistics, marketing and government supportfactors are
also there.
Conclusion: Poweris Medium to High

25. StrategicManagementDuPontCompany 25
KEY SUCCESS FACTOR ANALYSIS:
1. Technology related KSF of DuPont:
• DuPont provides scientific solutions to the customer around the world. Their
customers are households, industries, manufacturing companies,
governments and many other organizations working to build standard
solutions for customers, DuPont gain a competitive advantage with
motivated highly trained workforce who are motivated to work in teams and
provide best possible chemical and agriculture solutions to customers around
the world. DuPont has an experienced and highly trained technical team with
a wealth of knowledge about the use of products in various end-use
applications and throughout a range of coatings, manufacturing processes,
manufacturing of raw materials that are further supplied to other chemical
partners. Industrial biotechnology holds great promise to solve global
challenges, offering new potential for meeting the world's demand for food,
feed, fuel, materials, and more while reducing our impact on the
environment. Company spends heavily on R&D as it believes in continuous
innovation to remain leaders and pioneers in automotive coating industry.
DuPont have the ability to improve its production processes but achieving
economies of scale is difficult because it provides technology related
solutions.
2. Manufacturing related KSF of DuPont:
 DuPont is putting science to work to help customers succeed with innovative
and sustainable solutions that improve the performance while reducing the
manufacturing cost of LED lighting and displays. DuPont collaborates with
equipment manufacturers, converters, brand owners and retailers to develop
application-specific packaging solutions. Their packaging technologies
range from packaging resins and sealants to anti-counterfeit solutions, non-
woven substrates, and grease-resistant coatings for DuPont, environmentally
friendly packaging as an immediate opportunity. By reducing their
environmental footprint, companies can increase differentiation and brand
loyalty with consumers and actually move form and function forwards DSS
offers customized solutions across numerous areas of excellence: workplace
safety, employee training programs, environmental management, energy

26. StrategicManagementDuPontCompany 26
efficiency, process technology licensing, asset productivity, and capital
effectiveness. DuPont science informs all its manufacturing products. This
includes polymers that easily mold plastic or metal into next-generation
designs, or brighter, more alluring textile dyes. It also means lubricants that
lower maintenance costs by reducing equipment breakdowns and bacterial
tests that prevent product loss by spotting contaminants.
3. Distribution related KSF of DuPont :
Lipscomb Chemical Company, Inc.
Brandt Technologies
Durr Marketing Associates, Inc.
Deeks & Co
Van Horn Metz & Co Inc
Above mention are few distributors loacted in USA .
DuPont Distribution Spans United States and Reaches 40 Countries in Europe,
Middle-East and Africa.
4. Quality control:
 DuPont Industrial Biosciences uses a variety of resources, methodologies
and tools to ensure that only the highest quality products reach their
customers’ sites. To gauge how effectively customer needs are satisfied,
they conduct worldwide customer satisfaction surveys on a regular basis.
The results are used to identify new ways to improve product quality and
delivery, for example, making changes to product packaging. They use local
manufacturing sites as a multi-faceted supply chain survey program to
ensure consistency in quality. With this they form a high diversity in their
products and offerings.

27. StrategicManagementDuPontCompany 27
They have gained certificate for quality control every year which ensures that
their products and services are consistent with quality.
5. Marketing Related KSF of DuPont:
 Breadth of product line and product selection are as follows:
Additives and modifiers

28. StrategicManagementDuPontCompany 28
Apparels and textiles
Composites, Interlayers & Laminates
Consulting Services & Process Technologies
Crop Protection
Fabrics, Fibers & Non-Woven
Display & Lighting Materials
Food Protection
Industrial Biotechnology
Packaging Materials & Solutions
Personal Protective Equipment
Pigments, Colorants & Dyes
Solar / Photovoltaic Materials
Printing & Package Printing
Pharmaceutical
Show categories in this group
Plastics, Polymers & Resins
Professional Landscaping Products
Wire & Cable Materials
Sporting Goods
Seeds
Personal Care
Membranes and films
Home gardens and car care
Food ingredients
Electronic and electrical materials

29. StrategicManagementDuPontCompany 29
Dietary supplement ingredients
Cookware and bakeware
Construction materials
Chemicals compound and solutions
Animal nutrient and disease prevention
DuPont team is comprised of well-respected industry experts who work
closely with customers to ensure products deliver optimal performance. This
give rise to service base compatibility model in dupont. the shifting needs of
their customer base had given them the same impetus as high-tech
companies to integrate a full array of services into their core business in
order to meet their customers’ changing business problems. Through the
DuPont Authentication Team, and with support by DuPont Crop Protection,
they are working with growers, distributors and law enforcement to stop
counterfeit and illegal pesticides. DuPont initiated the Global Anti-
Counterfeit Program in 2003 to help protect our distribution channel, and
growers, from counterfeit pesticides. Stopping faulty products from affecting
the agricultural community is part of a larger, industry-wide effort involving
global-to-local collaboration. They are focused on helping protect
distribution channels and growers around the world, engaging with
enforcement authorities through widespread communication, to help raise
awareness of the issue. These efforts also make use of advanced anti-
counterfeit technology, such as the DuPont™ Trace ology® product tracking
system and Izon® 3-D hologram security labels, as well as a number of
additional technologies.
6. Product innovation:
 Product innovation capabilities is present in every brand of DuPont due to
rapid rate of diffusing in technology the company is increasingly innovate
providing solutions to customers better than many of its rivals. The DuPont
Company is all about providing sustainable, technological and innovative
solutions to customers their sustainable growth efforts drive them to create
products that reduce the use of energy, water, and materials and encourage
the development of products based on the use of renewable resources. They

30. StrategicManagementDuPontCompany 30
are innovative in every sector making sure to reduce the waste, protect the
environment and people all around the world.
7. Patented products and designs:
 Trademarks are exclusive names or symbols, protected by law, and used to
identify a company’s products. Trademarks are among the most valuable
assets of any company. One way to secure the brand and product from being
copied is through trade mark and patents. Many of the DuPont products and
services are patented that makes them distinctive among many in the market.
Competitive strength assessment:
Key success factor Weightage %
1.Technology and scientific
research
10
2.Technical expertise 10
3.Continous innovation 8
4. Continuous improvement in
production processes
8
5.Economies of scale 5
6.Customized solutions 7
7.Strong distributors network 9
8.Quality control 10
9.Product and services (brands) 10
10.Labor productivity(services) 8

31. StrategicManagementDuPontCompany 31
KSF Dupont
%
PPG
industries
%
1.Technology and
scientific research
10
*0.06
=0.6
8*0.06 =
0.48
2.Technical expertise 10
*0.06 =
0.6
9*0.06 =
0.54
3.Continous
innovation
8 *0.06
= 0.48
7*0.06 =
0.42
4. Continuous
improvement in
production processes
8*0.06
= 0.48
6*0.06 =
0.36
5.Economies of scale 5*0.06
=0.3
10*0.06
=0.6
6.Customized
solutions
7*0.06
= 0.42
10*0.06 =
0.6
11.Clever advertising 9
12.Product innovation 10
13.Strong relations with its
distributors and suppliers
7
14.patents 5
Total 83 %

32. StrategicManagementDuPontCompany 32
7.Strong distributors
network
9*0.06
= 0.54
10*0.06 =
0.6
8.Quality control 10
*0.06
=0.6
9*0.06
=0.54
9.Product and
services (brands)
10*0.06
=0.6
7*0.06 =
0.42
10.Labor
productivity(services)
8*0.06
= 0.48
6*0.06 =
0.36
11.Clever advertising 9*0.06
= 0.54
5*0.06 =
0.3
12.Product
innovation
10*0.06
= 0.6
10*0.06 =
0.6
13.Strong relations
with its distributors
and suppliers
7*0.06
= 0.42
7*0.06
=0.42
6.66 6.24

33. StrategicManagementDuPontCompany 33
Group Mapping & Scenarios
Strategicgroup mappingfor DuPont:
DuPont one of the major competitor is Monsanto Company which is a publicly
traded American multinational agrochemical and agricultural biotechnology
corporation headquartered in Creve Coeur Greater St. Louis, Missouri. It gives
great competition to DuPont in terms of many of its chemical, biotechnological and
agriculture products. Another competitor is Dow chemical company which
provides agriculture and biotechnological solutions apart from chemicals.
Geographical coverage Vertical integration
Monsanto 68 countries 70 %
Dupont 73 countries 65 %
Dow
chemical
180 countries 80 %
Dupont major competitor globally and nationally are Dow chemical company and
Monsanto Company. Both these company provide worldwide agricultural and
biotechnological solutions. Geographical area covered by Dow chemical company
is largest covering 180 countries where as Monsanto and DuPont covers area of 68
MONSANTO, 70%
DUPONT, 65%
DOW CHEMICAL, 80%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
0 20 40 60 80 100 120 140 160 180 200

34. StrategicManagementDuPontCompany 34
countries and 73 countries respectively. Dow Chemical is highly vertically
integrated company as compared to DuPont and Monsanto.
Product line Product breadth
Monsanto company 2 medium 2 medium
DuPont company 3 strong 2.5 strong
Dow Chemical
company
2.5 strong 2.9medium
 Product line vs product breadth:
MONSANTO, 2
DUPONT, 2.5
DOWCHEMICAL;, 2.9
0
0.5
1
1.5
2
2.5
3
3.5
0 0.5 1 1.5 2 2.5 3 3.5

35. StrategicManagementDuPontCompany 35
Industrial biotechnology solutions from DuPont address markets such as animal
nutrition, food, detergents, textiles, carpets, personal care and biofuels. They have
already created the first biomaterials with Bio-Propanediol (Bio-PDO®) and
Sorona®, and are making important steps forward with our cellulosic ethanol
technology. They have done excessive product line extension due to shift in market
trends such as population control policies opted by many overpopulated countries,
measures taken by WHO to control child death due to lack of nutrition’s. Product
line extension done by Monsanto is nearly medium because they skim there profits
from the agriculture and biotechnological sector only not tapping to any of the new
product line. Moreover Dow chemical more emphasize on biotechnological
products and solutions to secure environment from pollution. DuPont has
repositioned itself, selling off its car-paint unit to Carlyle Group for almost $5
billion last year and now looking to divest its performance chemicals business as
well. By doing so, DuPont will increase the importance of its seed and agricultural
chemicals segment, where it's much more exposed to competition from Monsanto
and Dow Chemical among others.
 Extent of brand extension vs distribution channels used
Extent of brand associations x-axis Distribution channels used y-
axis
Monsanto
company
1 Weak 2 medium
DuPont
company
2.9good 3 high
Dow
chemical
company
3 good 2.9 High

36. StrategicManagementDuPontCompany 36
Monsanto Company recently listed as 3rd most hated company in USA and lost its
brand reputation due to substandard and not up to the mark products are sold by
Monsanto to the channel which in turn sells product to the end-use customers. The
end-use customers are farmers, industrial users and government agencies (such as
highway departments). The channel is composed of a mixture of distributors,
wholesalers and retailers. DuPont brand association and reputation is strong among
its customers and stake holders, due to serving its customers with high quality
products and providing them with what they promise. With its broad portfolio,
global footprint, and extensive network, DuPont has a highly complex supply
chain. Moreover Dow chemical company gets agency award Superior
Achievement in Branding and Reputation. Dow Consumer & Industrial Solutions
extended the distribution rights to the Sun Care product lines in the United States
to Nexeo Solutions, a global leader in chemical distribution thus gain a strong
distribution as well as brand reputation in the market.
 Quality vs extent of product and service diversity:
Quality x-axis Product and service
monsantocompany,
1
dupont, 3
dow chemical
company, 2.9
0
0.5
1
1.5
2
2.5
3
3.5
0 0.5 1 1.5 2 2.5 3 3.5

37. StrategicManagementDuPontCompany 37
diversity y-axis
Monsanto
company
1.5 poor 2 medium
DuPont
company
3 good 2.9 good
Dow
chemical
company
2.8 medium-good 3 good
DuPont science is trusted in some of the world most critical and essential
applications with promising consistent quality provided to customers. DuPont
Industrial Biosciences uses a variety of resources, methodologies and tools to
ensure that only the highest quality products reach their customers’ sites. To gauge
how effectively customer needs are satisfied, they conduct worldwide customer
satisfaction surveys on a regular basis. The results are used to identify new ways
to improve product quality and delivery, for example, making changes to product
packaging. They use local manufacturing sites as a multi-faceted supply chain
survey program to ensure consistency in quality. With this they form a high
monsantocompany,
2
DuPont, 2.9
dow chemical
company, 3
0
0.5
1
1.5
2
2.5
3
3.5
0 0.5 1 1.5 2 2.5 3 3.5

38. StrategicManagementDuPontCompany 38
diversity in their products and offerings. Dow has established quality measurement
systems to evaluate its progress in continuous quality improvement. Some of the
tools used to monitor progress in each business include external and internal
customer surveys, auditing, organizational self-assessments, performance metrics,
and statistical tools. Dow has a long-standing commitment to safety, health and the
environment. The company is committed to implementing the “Responsible Care”
initiative -- a continuing effort to improve chemical industry’s health, safety and
environmental performance. The Monsanto Company products quality declined
with its brand reputation among its customers and stakeholders.

39. StrategicManagementDuPontCompany 39
Evaluating DuPont Strategy
Strategic& FinancialObjectives
Reduction of Green House Gas Emissions by 15 %
Reduction 25 %
Reduction of Water Consumption by 30 %
Reduction 33%
Take DuPont Global in 90 Countries
Operating in 109 Countries
Cutting Costs by1.7 Billion dollars 2017.
ApproachOf Saving Money
Earnings per share of 1.34 $
Industry wiseperformance
Two Most Important Businesses Are Performance & Safety Materials And
Agriculture & Nutrition Based Products, Accounting For Almost 40% And 29%
Market Share.
There could be 10% upside to the Trefis price estimate if gross margins for the
division were to reach 29% instead of the current 27% Trefis forecasted.
There could be 10% upside to the Trefis price estimate if market share was to
reach close to 4.5% - 4.6% by the end of the forecast period.
Profit Margins
The Company's Shares Were Down 1.6 Percent At $71.66
DuPont, Which Receives 60 Percent Of Sales From Outside The United States,
Said It Expects A Strong Dollar To Reduce Its 2015 Profit By 80 Cents Per
Share, Higher Than Its Earlier Forecast Of 60 Cents.
DuPont Is Targeting Annual Cost Cuts Of $1 Billion And Expects The Savings
To Add 40 Cents Per Share To 2015 Profit.
Two-thirds Of Its Cost Savings Target From Work Force Reduction.
Net income attributable to DuPont fell 28 percent to $1.03 billion, or $1.13 per
share
Sales fell 9 percent to $9.17 Billion
Lower Sales in All Of Its Businesses.

40. StrategicManagementDuPontCompany 40
Stakeholders of DuPont
Criticized DuPont for missing earnings expectations.
The activist investor wants DuPont to separate its materials businesses from its
nutrition and health, agriculture, and industrial biosciences divisions.
DuPont, which is in the process of spinning off its performance chemicals unit,
has rejected the demand.
Conflict of Service Outsourcing.
Acquisition of Customers
109 countries, Developed and Developing countries.
Low Tariffs & Government Support.
Diversification in Major Industries.
DuPont Major Customers
Tereos
Sibur
Farmers In Bulgaria
Firefighting Company in UK
Veitsiluoto Mill
Ukrainian And Russian Farmers
40 % of DuPont’s Market Share in Agricultural Industry.

41. StrategicManagementDuPontCompany 41
Core Competencies of DuPont
Core competencies of DuPont:
DuPont have core competencies on two main areas which include
• Titanium dioxide: DuPont Titanium Technologies is the world’s largest
manufacturer of titanium dioxide products include coatings, plastics,
laminate and paper products DuPont Titanium Technologies is the world’s
largest manufacturer of titanium dioxide products. We are dedicated to
providing value for our customers, who subsequently supply the world with
coatings, plastics, laminate and paper products. We deliver industry-leading
innovation that addresses the growing worldwide demand for high quality
titanium dioxide by working to create brighter, more efficient pigments.
Even beyond the products we deliver, we also strive to be a partner that
enables the development of sustainable solutions to customer challenges,
further enhancing their business performance.
• Fluor chemical production: DuPont is one of the world’s most innovative
suppliers of fluorine-based chemicals. DuPont fluorochemical intermediates
are key ingredients in the development of formulated product in a variety of
applications, including coatings, printing inks, paper products and textiles.
Examples of properties of products formulated with DuPont fluorochemical
intermediates include:
• Low surface energy
• Chemical and moisture resistance
• Oil and grease resistance
• Adhesion to low-energy surfaces
• Low refractive index
• Surface lubricity
• Soil and dirt resistance

42. StrategicManagementDuPontCompany 42
• include Fluor chemicals provide solutions in cooling, energy, electronics,
personal care, and communications applications, including Air conditioning
and refrigeration
A distinctive competence is something that a company does better than its
rivals
• DuPont, a market leader in terms of production capacity of the pigment, also
has an advantage in the form of advanced manufacturing facilities. that
could process both high and low concentration ores to produce a superior
TiO2, through the chloride route. This helps the company manage its
production cost effectively depending upon the market dynamics.
• Feedstock Prices and DuPont’s Advantage: pigment producers were
under pressure because of higher feedstock prices due to supply shortages.
And the main supplier was Rio Tinto, Iuka Resources and Troop due to
shortage and few suppliers there is no options to competitor to purchase it.
In this environment Its manufacturing facilities can process a variety of
feedstock grades to produce the pigment It allows the company to manage
its production costs effectively, according to the demand scenario
Is the resource strength hard to copy
• DuPont’s feedstock flexibility as an advantage over other players in the
market. They produce pigment through the chloride route
• which is preferred over the sulphate process due to lower associated costs
and better pigment properties like color brightness, durability.

43. StrategicManagementDuPontCompany 43
Value Chain Analysis
Value chain analysis
In 2004 DuPont move from functional supply chain to strategic part of both to
corporate and individual business units. Very first step is to identify and
validate each goal against competition through benchmarking at the corporate
level. The benchmark was identified $1billion as working capital and
$600billion in cost over several years while increasing product line.
Key related matrix on inventory performance and customer service and lead
time in supply chain would help to compare performance internally and
externally against competitors These goals consider as critical points in
strategic plan In 2004 and 2005 duPont work on system, process challenges.
Furthermore DuPont think that their employees are chemical engineer but they
lacked fundamental supply chain practices DuPont shifted its focus to
employee’s capability for fundamental supply chain management.
DuPont introduce APICS in its operations

44. StrategicManagementDuPontCompany 44
SWOT Analysis of DuPont
DuPont SWOT Analysis
“SWOT is an acronym for the internal Strengths and Weaknesses of a firm
and the environmental Opportunities and Threats facing that firm. SWOT analysis
is a widely used technique through which managers create a quick overview of a
company’s strategic situation. The technique is based on the assumption that an
effective strategy derives from a sound “fit” between a firm’s internal resources
(strengths and weaknesses) and its external situation (opportunities and threats). A
good fit maximizes a firm’s strengths and opportunities and minimizes its
weaknesses and threats. Accurately applied, this simple assumption has powerful
implications for the design of a successful strategy.”
DuPont
E.I. du Pont de Nemours & Company (DuPont) is a US-based technology
and science company offering a diverse range of products and services for various
markets, including agriculture, nutrition, electronics, communications, safety and
protection, home and construction, transportation, and apparel. DuPont has strong
research and development capabilities. The number of US patents granted has
increased more than 50% for DuPont’s five growth platforms and embryonic
businesses. In 2007, the company was granted about 600 US patents and about
1,500 international patents. However, slowdown in the US economy and the
European Union would depress revenue growth and reduce margins of DuPont.

45. StrategicManagementDuPontCompany 45
DuPont SWOT Analysis Strengths, Weaknesses, Opportunities and
Threats
(SWOT)
Location of Factor
Favorable
Unfavorable
Internal
Strengths
Leading market
position
Strong R&D
capabilities
Diversified
revenue stream
Brand Name of
DuPont
Government
Support
Weaknesses
Administrative
action
Legal
proceedings
Changing
Tariffs and
Regulations
Weak relations
of American Gov with
many countries of
world.
External
Opportunities
Technological
advancements
Growing
photovoltaic (PV)
solar energy market
Aging global
population and
increasing healthcare
spending
Threats
Economic
slowdown in the US
and the European
Union
Risks associated
with conducting
business outside the
US
Environmental

46. StrategicManagementDuPontCompany 46
Expansion of
Animal Health
Solutions
Business in Asia
regulations
New
competitors learn from
Dupont Learning’s
curve.
TOWS Matrix
Matrix is proposed in which 'T' stands for threats, 'O' for opportunities, 'W' for
weaknesses and 'S' for strengths. The primary concern here is strategies, but this
analysis could also be applied to the development of tactics necessary to
implement the strategies, and to more specific actions supportive of tactics.
(I) The WT Strategy (mini-mini). In general, the aim of the WT strategy is to
minimize both weaknesses and threats. A company faced with external threats and
internal weaknesses may indeed be in a precarious position.
In fact, such a firm may have to fight for its survival or may even have to choose
liquidation. But there are, of course, other choices. DuPont needs develop
relationship with other countries. They have to reduce all the weaknesses and
threats w.r.t to duPont.
(2) The WO Strategy (mini--maxi). The second strategy attempts to minimize the
weaknesses and to maximize
tile opportunities. A company may identify opportunities ill the external
environment but have organizational weaknesses which prevent the firm from
taking advantage of market demands. If DuPont focuses on health concerns, it can
entre many Asian countries as well the countries it feel that due to American weak
relationships they are hesitant to entre in such countries. If they are successful in
introducing such technology that is a need of rest of the world those countries will
offer them Zero or low tariffs.
(3) The ST Strategy (maxi-mini). This strategy is based on the strengths of the
organization that can deal with threats in the environment. The aim is to maximize
the former while minimizing the latter. Through the government support they can

47. StrategicManagementDuPontCompany 47
minimize the risks of conducting business outside America. The diversification of
DuPont in such wide industries can slow the growth of their emerging competitors.
Conducting businesses in Asia and other countries can minimize the risk of
economic down turns of US economy.
(4) The SO Strategy (maxi-maxi). Any company would like to be in a position
where it can maximize both, strengths and opportunities. Such an enterprise can
lead from strengths, utilizing resources to take advantage of the market for its
products and services. Get the best technology from around the globe to grab even
more market share and become market leader. Have strong R& D and select
countries that will be more concerned for health care. Through the government
support they can entre in Asia.

48. StrategicManagementDuPontCompany 48
Space Matrix
DuPont Company Space Matrix
After the analysis of all the details we conclude that in Competitive advantage,
Market share is best for dupont. Similarly the brand image of dupont is at an
excellent pace. As the technological advancements are taking place rapidly the
dupont is coping with them at a good rate but needs to be equivalent of wants to
succeed at higher rate hence is marked as -2.Yet again the loyalty and PLC and
supplier relationships are in a good position. Coming towards the Environmental
Stability all factors are under the control of dupont and are enough favorable but as
dupont is moving towards the whole world as target market, its competition is
increasing hence is somehow not favorable that’s why rated as -4. Coming towards
the financial strength all factors are favorable for Dupont but they need to work on
reducing the turnover rates of inventory as they are counting and increasing the
overhead costs for them and similarly they need to be in a position where they can
be in good liquidity rate that’s why rate as +4. Least coming towards the industry
strength they need to make sure that new competitors have a hard time in entering

49. StrategicManagementDuPontCompany 49
into the industry and US right now is providing opportunities for new entrants but
dupont has a advantage that all new entrants can’t have competition at the level of
dupont that’s why marked as +4.
After the results the both values (3.50, 3.17) lies in the first quadrant that is the
Aggressive Approach. DuPont can undertake following strategies like Market
penetration by introducing its products in all markets deeply, market development
going into Asian Markets, product development, Innovative products. Backward
integration, forward integration, horizontal integration, conglomerate
diversification, concentric diversification or a combination strategy all can be
feasible.
(3.50, 3.17)

50. StrategicManagementDuPontCompany 50
QSPM Matrix
Quantitative Strategic Planning Matrix
SWOT Market
Development
Asian
Markets
Innovative
Products,
Purchase
new
Technology
Acquire
Competitor
Schulman,
Inc.
Strengths
Leading Market
position 5.1
R&D capabilities
5.2
Diversified revenue
stream 5.2
Brand Name
DuPont 5.11
Government
Support 5.23
4=20.4
3=15.6
3=15.6
2=10.22
2=10.46
1=5.1
2=10.4
4=20.8
2=10.22
4=20.92
3=15.3
3=15.6
3=15.6
3=15.33
3=15.69
Weakness
Administrative
action 5.1
Legalproceedings
5.3
Changing Tariffs 6
and Regulations
Weak relations of
American Gov with
many countries of
world. 5.00
4=20.4
2=10.6
3=18
1=5
4= 20.4
4=21.2
3=18
3=15
3=15.3
2=10.6
3=18
4=20

51. StrategicManagementDuPontCompany 51
Opportunities
Technological
advancements 8
Growing
photovoltaic (PV)
solarenergy
market 3
Aging global
population and
increasing
healthcare spending
4.00
Expansion of
Animal Health
Solutions 5.1
Business in Asia 6
Threats
4=24
4=12
3=12
2=10.2
4=24
3=24
3=9
2=8
3=15.3
4=24
3=24
3=9
3=12
4=20.4
3=18
Economic
slowdownin the US
and the European
Union 3
Risks associated
with conducting
business outside the
US 4
Environmental
3=9
3=12
3=6
3=9
3=12
4=12
4=16

52. StrategicManagementDuPontCompany 52
regulations 2
New competitors
learn from Dupont
Learning’s curve 5
Total Weight age
100
4=20
4=8
3=15
3=6
3=15
210.02 266.34 273.82
Acquiring the competitor is the best option for dupont.

53. StrategicManagementDuPontCompany 53
Conclusion
Dupont Is One Of The Successful Firms Of USA Because Of Their Exceptional
Strategies. They Need To Keep Diversifying Related And Unrelated For Grabbing
The Maximum Market Share.