Klarna's Business Strategies: PESTLE, SWOT, and Porter's Five Forces

This report provides a comprehensive analysis of Klarna's business strategy. It begins with an introduction outlining Klarna's background as a Swedish online financing bank and its core functions. The report then delves into various analytical frameworks, including PESTLE analysis, to assess the external market forces impacting Klarna. It examines political, economic, social, technological, legal, and environmental factors. A stakeholder analysis is also included, identifying and prioritizing key stakeholders such as shareholders, employees, customers, and suppliers. Furthermore, the report utilizes SWOT analysis to evaluate Klarna's internal environment, assessing its strengths, weaknesses, opportunities, and threats. Porter's Five Forces analysis is also employed to analyze the competitive landscape. The report concludes with a summary of findings and strategic recommendations for Klarna.

Business Strategy

Table of Contents
INTRODUCTION...........................................................................................................................3
P1 Pestel of KLARNA ..........................................................................................................3
P2Study of internal environment and capacity of a organisation using SWOT analyses......6
P3 Porter's five force analysis..............................................................................................10
P4 Theory which help in strategic planing ..........................................................................11
CONCLUSION..............................................................................................................................12
REFERENCES .............................................................................................................................13

INTRODUCTION
This report consider KLARNA as main focused company. KLARNA is a Swedish online
financing bank which provides finance to its customers. It was founded 2005 by Sebastian
Siemiatkowski, Niklas Adalberth and Victor Jacobsson. In the end of 2007, venture capital firm
Investment AB Öresund invested in the company. Three years later, KLARNA started selling
their services in Norway, Denmark and Finland It provides finance in the way of customer
services which are for online store fronts, direct payments, post purchase payments and more.
These all are the primary function of this bank.
Business strategies is a set of tools which a firm use to run there business for achievement
of their goals and objectives. These are the strategies which help business in managing its
resources accordingly for attainment of profitably in organisation. This also aid firm in choosing
proper tools and techniques by which it can bring smoothness in work and establishment of
better coordination in different departments(Bentley-Goode, Omer and Twedt, 2019). By using
good strategy firm can get competitive advantage in dynamic business environment and can
establish good image of firm in market.
In this report the business strategies of this firm is analyse that what type of tools this
firm use to survive and grow in business environment. This report is consist of different
frameworks which will help firm in analyses the market factors which can influences its
functioning these are PESTLE, SWOT and VRIO. Porter's Five Forces is also used here for
analysing competition in environment.
KLARNA bank has devised a strategic administration plan to communicate the new business
development strategy to its stakeholders, as follows:-
Aim: To bring smoothness in online shopping.
Vision: To become largest banking institution with highest number of customer and
assets.
Mission statement: To offer high quality services with with fulfilment of needs of
customers with there growth.
Goals and Objectives: To regulate the flow of money in the organisation and to decrease
in number of non performing assets.
Strategies: KLARNA will use market penetration to significantly enhance the sales and
profitability within domestic market.

P1 Pestle of KLARNA
What is pestle analysis?
PESTEL analysis is that tool which a firm use to analyse the external market forces
which have direct impact on firm business and profit earning ability. In this the external factors
impact on business will be studied and these factors are political, economic, social,
technological, environmental and legal factors.
Pestle analysis of KLARNA
Political: These factors are those factors which are related with the political environment of an
country in which an organisation is working these factors have an direct impact on organisation
business and that's what happened to KLARNA.
Free trade: Free trade is now an emerging concept in today environment as many country
are now shifting towards free trade agreements like US & China , India & China , and many
others (Brandenburger and Stuart Jr, 1996). Free trade will influence customer to buy more
which will help KLARNA in promoting its services like EMI and other because of increase
demand.
BREXIT: BREXIT is the decision of UK to leave the European Union. this political unrest have
its major effects on KLARNA, as after BREXIT there may be arise of conflicts between UK
and European union because of lack of trade agreements and restriction on free trade which will
lead in decrees in sale of customers and also impact on negative on firm as cost of their services
increase (HunTer, 2016).
Economic: The external environment factors that affect an organization more is
economic factors. They have direct effect on organisation gain in long and short run .
Exchange rates: exchange rates in economy have their outstanding impact on firm. As it
work as biggest economic factor which have direct impact on KLARNA performance. This is
because bank is working in different nations and there is different rates of exchange which
fluctuate on daily basis as high fluctuation can cause loss to firm (Chang, 2016).
Social: Social factors are those factors which consist social values, cultural practices,
morals and obligation of organisation towards the society in which company operates. This
environment factor have its impact on thinking of organisation (Chi, Zhao and Li, 2016),.

Digitalization: It is that social factor which includes using tend of smart phones and
digitalization in banking services This the factor which have its direct impact on KLARNA as
bank is completely digitalized in its operations but some of its customer are unable to operate
smart phones or not in favour of new technology. That customer can work as disadvantage to
firm (Fletcher, Massis, and Nordqvist, 2016).
Technological: Technological factors are those factors which influence the business of an
organization with the technology enclosed around the organization. It has consisted of
automation, changes in technology and innovation.
New methods: Technology is continuously changing in today's business environment
which has also impacted on KLARNA. This is because firm is dealing in techniques which
provide online assistance of fund to their customers but there is introduction of new methods
which can cause huge capital investment because of regular change in methods. For defending
itself from this firm have to use technology which is cheap and retain for long term (Shuen,
2018).
Legal: These are those factors which include all the rules and regulation which a firm has to
follow while working in its business. These rules and regulation are general frameworks which
can aid firm in compiling with government and law of nation where it is working (Dahlberg,
Hokkanen and Newman, 2016).
Banking regulation act: It is that act which is formed by government of UK for regualr
check on business transaction of commercial banks and other financial institutes. This also helps
customers in saving there interest. KLARNA is also matching with this law as it is essential for
smooth working. It has positive as well as negative impact on business of firm. Positive impact
of this low is, it provides good image to bank in eyes of government and negative impact is that
it bring rigidity in functioning of organisation.
Environment: Environmental factors are those types of factors which consist on climate,
atmosphere, pollution, geographical location, etc. These factors directly related with organisation
working conditions.
Pollution control: Pollution is the main factor which influence the working of firm in
environment KLARNA has contributed maximum in reducing this by no use of paper in there
organisation. It also reduces wastage of paper in organisation. This has impacted positively on

organisation as firms cost spends on this have decreased over the time which also impacted on
increasing profits (Tsai and Lin, 2016).
Based on the above observation on KLARNA it was observed that the company is
performing far better in this macro-economic environment but it have to deal with some issues
like changes in technology, regulation, laws and digitalization. Company's focus on
environmental factors like pollution control will help it in building sound image and regaining
investors trust (Ferron Vilchez and Darnall, 2016).
Critical analysis of macro-environment to communicate strategic decisions
After studying PESTEL analysis of KLARNA it can be analyse that external environment
play an important role in functioning of organisation. So it has to be carefully examining this and
have to provide information regarding all the factors. For financial institution like KLARNA
external environment brings numbers of challenges which have to faced and managed by firm.
This all will help firm in making business strategy will help them in increasing profitably and
can work as increasing profitably of firm. This will also help firm in managing their resources
according to need have firm.
Stakeholder analysis
Stakeholder analysis is that Framework which is used by an organisation to identify its potential
stakeholders and the powers and holding of these stakeholders over the functioning of firm.
There is stakeholder analysis of KLARNA Bank. Which include the identification of potential
stakeholders, this analysis is mentioned below:
Stage1 identification of stakeholders
It is the first time within this model where there is identification of potential stakeholders
of the company for identifying their power and influence on the firm and managing them
accordingly. In the context of KLARNA Bank, The major stakeholders are government senior
executive, supplier, employee, customer, team members and shareholders. These are the key
stakeholders within KLARNA bank.
Stage 2 prioritising stakeholders
In this step company can list the people and organisation that are affected by the work
here it can also identify the power within the block that the work advantage. Company can map
out the stakeholders and classify them according to their power over the work and interest on it.

Therefore, company can classify its stakeholders on four basic points these points are stated
underneath.
 High power for highly interested people: these are those who have high interest as well as
high power within the organisation so it is costly for the organisation to manage them. In
context of KLARNA Bank, they are shareholder and government of the UK.
 High power less interested people: these are those people who supply important for within
the organisation as for working with in the firm and becoming the internal part of firm. In
context of KLARNA, these are top level management and employees of the organisation
 Low power and highly interested people: these are those which get actual information from
the organisation and are not the major issues for firm people in this categories are often be
very helpful and need for the organisation. In context of KLARNA, the suppliers of the
organisation are in this category.
 Low power less interested people: include that type of people who required regular
monitoring within the organisation because of their low powers and low interest and losing
threats. In reference to KLARNA, these peoples are customer of the organisation who has
less power and less interest where they can shift to other organisation.
Stage3 Understanding the key stakeholders: after conducting all the above stages, this is the
last stage where it is that what are the key stakeholders of the organisation which must be
regularly checked and managed by the firm for getting a competitive advantage within the
market. From the about discussion it can be concluded that the key stakeholders for KLARNA
Bank is shareholders, employees, customers and suppliers which will help the organisation in
getting maximum competitive advantage and running the firm for a long period.
P2 Study of internal environment and capacity of a organisation using SWOT analyses.
SWOT analyses are the abbreviation for Strength, weaknesses, opportunities and threats. It is a
tool from which an organisation can perform internal and external assessment and analyses. In
SWOT analyses-
Strengths: It includes things a company performs well, quality served by it to that distinguishes it
to other companies. Internal resources such as technology used, employees, capital and etc. The
company provides all kind of financial services to it customers. The transactions between the
people are safe and authentic. Customers have built trust on the company. Also, the company

come up the new and creative way in making the transactions between the parties much easier
and faster (Phadermrod, Crowder and Wills, 2019)
. Weaknesses: It includes the things which your company lacks in and things which your
competitors do well than your company. It also includes the resources limitation and unique
selling and networking techniques. The financial services which the bank is providing are
provided by other banks also and that to at low rates. The technology used by the company is
already being used earlier by other banks. The employees of the company also are not competent
enough. Lack of creative and innovate schemes works as a limitation for this bank. And
sometime other banking companies with their new and innovative ideas and schemes takes the
first advantage of the opportunity and gains the competitive advantage (Jasiulewicz-Kaczmarek,
2016).
Opportunities: It includes the area in which the company can cash it by grabbing the coming
opportunity. For example, emerging need for the product or service, exploring any new area for
business activities, and so forth (Fletcher, Massis, and Nordqvist, 2016). Banking area is an area
where many opportunities are available with the company (Holotiuk and Beimborn, 2017). The
banking sector is evolving very fast, digging more opportunities for company to exploit the field.
The merger of bank with government provides many opportunities to the bank as they have
support from the government itself. The customer will choose Klaner bank over other banks as it
is linked with the government. And people can put money on it with trust. The company also can
expands itself by targeting other regions or countries (Sarsby, 2016).
Threats: Threats includes the things which poses risk to the organisation, any sort of
competition of company, any change in external factors, negative news in media about the
company, changing customer choices and attitudes and the like. The company major threat is its
competitors. There are many companies which are getting into the banking and finance field as it
is very profitable and developing area. Any change in political and legal external factor can also
become a threat for the company as they update law or regulation may and may not in favour of
the company. The high advancements in technology also become a threat for Klaner bank. High
technology means transactions and business activities much easier and faster (Shakerian,
Dehnavi and Ghanad, 2016).
VRIO Model:
Resources Valuable Rarity Inimitable Organized What is the

result?
Global
presence
Yes No No No Competitive
Disadvantage
Services Yes Yes No No Partially
competitive
Software Yes Yes Yes Yes Competitive
advantage
Employees Yes Yes Yes No Competitive
advantage on
temporary basis
Valuable: valuables are those assets or resources of organisation which help firm in gaining
competitive advantage and play important role in functioning of organisation (Maniora, 2018).
Global presence: Global presence of firm is valuable resource for KLARNA because it
aid firm in presenting itself at global level and can get benefit of increase profit because of global
operations.
Services: It is also a valuable resource for KLARNA because services are the main focus
of company and they deal in financial services which aid there customers to enjoy problem free
trading.
Employees: Employees of this firm are well trained and this has facilitated good flow of
communication in organisation which also facilitated in proper use of resources. So employees
are also valuable resources (Park and Mithas, 2020).
Software: Software of this financial institute is also act as a valuable resource. This is
because firm is using latest technology which facilitates fast serving to their customers.
Rarity: Rarity of resources can be defined as uniqueness in product or services of organisation.
For resources it can be said as rarity of resource for organisation which can’t be copy by others.
Global presence is not a rare resource KLARNA bank as there is huge number of banks which
has global presence. Other resources are rare for firm which are stated below:

Services: Services are rare for this firm as they have well trained staff which provides
world class services to their customer company also have innovation ideas which also make
these resources rare (Remane, Hanelt, Nickerson, and Kolbe, 2017).
Employees: Employees of KLARNA are rare resources as are highly skilled because of
effective training and development with well skilled trainers.
Software: Software are the rare resources of firm as they are designed according to work
of organisation and not easy to copy them because of patents rights (Ariyani and Daryanto,
2018).
Inimitable: These are those resources which can't be easily copy by any competitor of firm.
They are safe from threat of plagiarism and can facilitate firm competitive advantage in long run.
Services are imitable resource of KLARNA bank because services can be improves by proper
training of employees which other company are also opting in their curriculum.
Employees: Other firms can recruit good employees and can train them accordingly but
knowledge of KLARNA employees can't be matched so this makes this resource inimitable for
firm (Seo, Park and Choi, 2016).
Software: Software of this firm are saved with the help of patents rights which make it
impossible for competitor to copy the software of firm (Indartono and Wibowo, 2017).
Organised: These are those resources which can give organisation competitive advantages if
company use that resource in proper way without its wastage and effective utilisation of it
(Geraldes, Costa and Geraldes).
Software: KLARNA can get competitive advantage in business environment because it
has managed its software with full protection so it can work as profitable resource to firm.
Analysis of external environment
There is great impact of external environment on profitability of firm it influence the
behaviour of organisation and directly impact on firms working. Company can deal with this by
clearly evaluation of its strength and weakness. Company have various types of models which
can help it in gaining advantages in competitive business environment and can achieve its growth
and objectives. Firms swot analysis will help it in identifying new opportunities and growth
which are present in market where it is working.

P3 Porter's five force analysis
Porter's five analyses is determined as the effective framework that is effectively used by
business associations for analysing overall industry in deep manner. Along with this, it also
aware businesses whether all forces are in their favourable condition or they will react in against
situation (Sanden, 2016). This framework is basically consisting of 5 forces whose evaluation
effectively aware business organisation about actual scenario of the whole industry in which they
are dealing. With reference to the KLARNA Bank, the respective manager of the company
emphasises on developing their overall knowledge on the Finance industry so that they can take
effective preventive measure towards the same and develop rightful strategy towards the success
in adequate manner. All five forces of this framework are explained below in detailed manner:
Threat of new entrants (Moderate): Influence of this force is relatively moderate for
banking sector as the industry has moderate entry barrier but still has higher brand equity. Also,
it is essential for the every company who is entering into this sector ensure security of the
company so that they can provide best services to its customers in appropriate manner. This
directly shows that threat of new entrant is moderate for KLARNA Bank as anyone can enter
into it but is required to emphasise on fulfilling security concerns. This can be used by the bank
as an factor where it can get competitive edge by using the strategies which will promote Bank
functions more and more.
Threat of substitutes (High): Alike other industries, business dealing in this sector are
introducing new products and services to its customers so that they can effectively get satisfied
in quicker manner. This can be seen as the major threat for the KLARNA Bank as if its
competitors introduce any services or products then its customers might move to another brand
in rapid manner. In order to handle this, it is essential for the KLARNA Bank to conduct regular
based market research in order to determine expectation of its customers so that they can
effectively take initiative towards it and develop new product according to the requirement of
customers(Teece, 2018) Competitor of banker using number of substitute which acting as a
losing point for Bank, here Bank Canada policies which are related to introducing new and
innovative products in the market.
Bargaining power of buyer (Low): Buyers of this sector have no choice for not
accepting different services and products offered by the banking sector. This shows that
bargaining power of buyer is relatively low KLARNA Bank. Here bank and use the marketing

strategies where it can increase the price of product and can get higher margin and its operation
because of low power of buyers.
Bargaining power of supplier (High): Banking sector has lots of suppliers who
provides support to them in completing their work and delivering effective services to the
customers so that they can get satisfied from it. With reference to KLARNA Bank, it can be said
that this bank is highly reliable on its suppliers as if they will not coordinate with its suppliers
then it would be difficult for them to sustain longer in the industry. The bargaining power of
suppliers is also low in the market where Bank parade so bank and get the strategies where it can
do bargaining for the products.
Competitiveness Rivalry (High): Competition within the retail sector is very high. Main
competitors of this company are Wepay, Adyen, Skrill, Bread etc. It has been analysed that
competitors of this bank are introducing new technological featured products and service for its
customer in order to influence their interest towards themselves and attain success. Here, it is
highly important for KLARNA Bank to focus on introducing new and advance featuring services
in order to attract more number of customers towards them and gain competitive edge within the
same industry.
It can be evaluated from the above analysis of porter's five force models that it is there
are some factors like competitive rivalry bargaining power of suppliers bargaining and threat of
substitute which are highly competitive and advantage for the colour Bank. But it must be kept in
mind that of new entrants and bargaining power of the wire forgetting the competitive advantage
within the market and making the farmers a profitable and productive organisation for long
period of time.
How to improve competitive advantage and market position
Company have several factors which can affect on company its ability to work in market
these factors are threat of new entrants, substitutes, Bargaining power of supplier and
Competitiveness Rivalry. These all have to be clearly analysed by firm and will be elaborated to
their staff for bringing effectiveness in work and fruitlessly of system.
P4 Theory which help in strategic planning
Tactical objectives: these are those which a firm use for short time period and have validity of 1
year or less. KLARNA bank have tactical objective is to make stariges which can retain
customer for long period

Tangible objective: These are those objectives which have budgetary benefits, documents,
reporter’s product. KLARNA bank have the tangible objective which states that firm will
improve new product and will use more secure methods for saving its customers form hacking.
• These strategic objectives are clearly suitable for firm as they cover the entire requirement
which firm will face while operating its function.
•These objectives are acceptable in firm this is because it fulfilling the needs of customer which
will give firm maximum output.
• these resources are also feasible for firm as it helps it in getting its resources up to date . Firm
have number of human resource which help firm in getting the advantage of this.
Blue Ocean
For strategic planning a model called Blue Ocean is very usual for an organisation in
analysing the internal and external factors and then making the future strategic planning
accordingly. The Blue ocean model advice the organisation to develop an “ uncontested market
space” instead of targeting on developed and saturated market, If any organisation which gets
successful in creating blue ocean generates a competitive advantage in the market place. This
will work as a great boost for the company. Creating a total niche market has its own advantage.
There are two term in this model i.e. red ocean strategy and blue ocean strategy. In red ocean
strategy the company compete into the existing market, beats up the competition, exploit the
demands which is already been in demand, and sync the whole firm along with its strategies with
low cost. Whereas the blue ocean strategy is about creating a whole uncontested market,
competition is irrelevant, creating or generating a new demand, and align the whole system with
pursuit of differentiation.
As in the case with KLARNA bank, the company can create a niche market by offering
the services and products which only few competitors or companies can provide to the
customers. By creating a niche market the company can cater the market and plays a monopoly
into the market space. The KLARNA bank can get link to the government and can work on
behalf of them along with their own business activities. So if the people wants to do any
transactions between the government then they need to go for KLARNA to perform any financial
activity. This will create a competitive advantage for the company as the people will prefer on
this bank. That's who the KLARNA Bank can create a niche market for itself. Apart for this the
bank also need not have to compete with any other bank as it has create a place where no one can

reach. Through this the bank can generate much profits and growth opportunities for itself. The
company would not compete with existing companies but will create a separate uncontested
market place for itself.
Ansoff matrix
Ansoff matrix is that tool of management which help it in deciding market for product
and help in implementation of product of firm on that targeted market. The sub points of this tool
are discussed below:
Market Penetration: Market penetration is that techniques in which firm divides its
target market into small segment which can help firm in getting access to customers and can
identify opportunities to expand its business . KLARNA bank is an finical institution where it
have separate market and different activity so it have to analyse market according to this for
future benefits.
Market expansion: market expansion is that strategically approach which is used when
firm want to expand its operations and want to expend its market. KLARNA bank have huge
market which can be used for growth and expansion and firm have to clearly estimate what it can
be done to get there strategy implemented on organisation(Yuliansyah, Gurd and Mohamed,
2017).
Product expansion: UK market is developing market where is great scope for expansion
of services of organization. This market have huge demand of finance which act as an
opportunity for business to expand its operations by using new services like new type of credit
facility, innovative products, etc. which can be useful in getting excess to market .
Diversification: diversification is the risky stage or strategy where firm have to lunch
new product in new market this chances of failure are more here and smart market research is
also required to perform this function. KLARNA bank do not focus on this strategy as there
research department is not adequate as this function require.
After evaluation this framework of different strategic tools. It can be said that Klaran
bank should use market penetration as their basic strategy for development. There is some scope
of market penetration in context of this bank because bank has solid organizational structure
which facilitates it in launching new product in existing market. This will facilitate in growth of
firms services also which will increase positive response of customers. Strategic management
plan.

CONCLUSION
From the above mentioned report it can be concluded that firm have various factors
which can have their direct impact on firm decision and polices. A business firm have to use all
the resources and models wisely which can help it in making business decision and it will also
helpful in identifying growth in business operation built for this firm have to identify analyse all
work clearly. It can also concluded that there are number of business strategy which an
organisation can follow for getting maximum advantages within the industry it can use ansoff
matrix as well as porter's five force analysis which will help form in identifying a proper
business plan which can be used for implementing different operations of organisation.

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