This is for the HUNGRY HOGS Case study.

4. Conduct Porter's Five Forces Analysis for HHPL (10%)

THREAT OF NEW ENTRY: Low/Med/High?

SUPPLIER POWER: Low/Med/High?

BUYER POWER: Low/Med/High?

THREAT OF SUBSTITUTION: Low/Med/High?

COMPETITIVE RIVALRY: Low/Med/High?

IVEY Publishing B15M086 HUNGRY HOGS: THE HOT DOGS FROM INDIA Sonia Mehrotra, V. RamLakhan Annavarpu, Mansi Soni and Surbhi Bafna wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G ON1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright @ 2015, Richard Ivey School of Business Foundation Version: 2015-11-04 In July 2014, Darshan Ramanagoudra looked up from the checklist on his desk to watch yet another y Promise Ebhohon in Management Decision Making at George Brown College from 6/9/2022 to 8/26/2022. heavy downpour of rain in Bangalore. Ramanagoudra was one of the co-founders of Hungry Hogs Private Limited (HHPL), a company that marketed Indian-style hot dogs. HHPL had successfully opened three company-owned outlets in Bangalore since its founding in 2010. With revenues of $7.7 million in 2013, Ramanagoudra and his partners were working forwards to the opening of their fourth outlet at the Orion Use outside these parameters is a copyright violation Mall in Bangalore. The outlet would be expensive for HHPL, but the company's founders felt that it would give their brand the visibility that they desired. As Ramanagoudra looked back at the checklist of things he needed to do in preparation for opening the new outlet, he wondered about the kind of changes he would need to make to his business model for continued success: Should HHPL continue as an owned outlet model or adopt a franchisee model in hopes of rapid expansion? BACKGROUND 2009