Case Study: Officemax
Case Study: OfficeMax 1. Introduction
This assignment focuses on case study analysis, where we were expected to analyse and provide executable strategy for a specific corporate retailer. The 1997 case relates to OfficeMax, a superstore that primarily carries office equipment and supplies to small business and consumer markets. However, the company is seeking diversification and market share growth, with the prospect of a merger between the industry’s number 1 and 2 office supply superstores, Office Depot and Staples. The current merger process is under scrutiny from industry watchdogs, and the role of these entities relative to the competitive advantage of retailers is being questioned. This document hence deals with strategic direction for OfficeMax in light or in spite of the proposed merger, as well as general recommendations that it may use to become the dominant player in the US office supply market.
2.
Analytical Strategic Analysis
2.1 Selection of Tools
Strategic management is a continuous process, run throughout a business’s existence. The process is set out with periodic milestones at which the planning, executing and measuring of Critical Success Factors (CSFs) and business objectives are set. It is used to ensure that the business is able to select, collect, assimilate and use appropriate information so that an organisation can specify and communicate its mission, vision, policies and plans, relative to the external forces that may help or stifle drive growth. Further, the strategic management process allows an organisation to set its competitive positioning, and encourage innovation. Business Planning is concerned with how a business competes successfully in a particular market. The external environmental analysis (PESTLE) and industry analysis (including Porter’s
This assignment focuses on case study analysis, where we were expected to analyse and provide executable strategy for a specific corporate retailer. The 1997 case relates to OfficeMax, a superstore that primarily carries office equipment and supplies to small business and consumer markets. However, the company is seeking diversification and market share growth, with the prospect of a merger between the industry’s number 1 and 2 office supply superstores, Office Depot and Staples. The current merger process is under scrutiny from industry watchdogs, and the role of these entities relative to the competitive advantage of retailers is being questioned. This document hence deals with strategic direction for OfficeMax in light or in spite of the proposed merger, as well as general recommendations that it may use to become the dominant player in the US office supply market.
2.
Analytical Strategic Analysis
2.1 Selection of Tools
Strategic management is a continuous process, run throughout a business’s existence. The process is set out with periodic milestones at which the planning, executing and measuring of Critical Success Factors (CSFs) and business objectives are set. It is used to ensure that the business is able to select, collect, assimilate and use appropriate information so that an organisation can specify and communicate its mission, vision, policies and plans, relative to the external forces that may help or stifle drive growth. Further, the strategic management process allows an organisation to set its competitive positioning, and encourage innovation. Business Planning is concerned with how a business competes successfully in a particular market. The external environmental analysis (PESTLE) and industry analysis (including Porter’s
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