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David Jones

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David Jones
Table of Contents 1.0 Introduction 3 2.0 Strategic analysis 3 2.1 External Analysis 3 2.1.2 The General Environment 3 2.1.4 Organizations’ competitive position 7 2.1.5 Conclusion from external analysis. 7 2.2 Internal analysis 7 2.2.1 Competitive strengths 7 2.2.2 Strategic Competitive Advantage 7 2.2.3 Conclusion internal analysis 7 2.3 Conclusion on strategic analysis 8 3.0 Strategic direction and strategic objectives 8 3.1 David Jones vision 8 3.2 David Jones mission 8 3.3 Objectives 9 3.4 Stakeholder analysis 9 4.0 Key broad business-level and international strategies 10 4.1 Ansoff’s product/ market business level strategies: 10 4.2 Miles and Snow’s strategic 11 4.3 Porter’s Competitive Strategy 11 5.0 Strategic implementation: General perspective 12 5.1 Environmental Turbulence 12 5.2 Imposed strategy 13 5.3 Strategic flux, Strategic Drift and transformational change 13 5.4 Sigmoid Curve 14 5.5 BCG Matrix 15 6.0 Key strategic implementation issues 16 7.0 Strategic Evaluation 17 7.1 Balanced Scorecard 17 7.2 DJs future Strategic Direction Plan 18 8.0 Conclusion: Current and future prospects and recommendations 18 References 19 Appendices 23 Appendixes A: PESTEL model 23 Appendixes B: Porter’s 5 forces plus government model 28 Appendixes C: Competitive strengths 29 Appendixes D: SWOT analysis 30 Appendixes E: David Jones Stakeholder 30 Appendixes F: Turbulence Model 35 Appendixes G: Mckinsey’s 7-S Model 35

1.0 Introduction David Jones is one of the most famous stores in Australia, and they are the oldest department store in Australia, either. The first store opened in Sydney in 1838 by David Jones. They offer the premium brands in fashion, beauty and home to customers for achieving their mission to sell ‘the best and most exclusive goods (David Jones homepage).’ DJs has 37 stores in Australia, and most of them located in NSW (17 stores) at the convince location for customer



References: Bower and Christensen (1995). "Disruptive Technologies: Catching the Wave", Harvard Business Review, January/February 1995, pg. 45. Chackravarthy (1997). “A new strategic framework for coping with turbulence”. Sloan Management Review, p 69-82 Clarkson M.B.E Freeman, R.E. (1984). Strategic management: A stakeholder approach. Pitman, Marshfield, USA, p. 25 Hanson, D., Hitt, M Hanson, D., Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2011). Strategic analysis: the internal analysis, Pacific Rim 4th edition, Cengage, Australia. Hanson, D., Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2011). Strategic Management: Competitiveness and Globalisation, Pacific Rim 4th edition, Cengage, Australia. Ibisworld , 2013 .,Major Companies, ).(n.d)., Retrieved May 15, 2013, from <http://clients1.ibisworld.com.au/reports/au/industry/majorcompanies.aspx?entid=405#MP5767> Knight, E Miles, R.E., Snow, C.C., Meyer, A.D and Coleman, H.J. 1978. Organizational Strategy, Structure and Process. The Academy of Management Review. July: pp. 546-562. Profit continues to slide at David Jones. (2013, March 20). Retrieved May 27, 2013, from http://www.smh.com.au/business/profit-continues-to-slide-at-david-jones-20130320-2gec7.html Viljoen, J., & Dann, S We won 't sell flagship stores, says David Jones | News.com.au. (n.d.). News.com.au | News Online from Australia and the World | NewsComAu. Retrieved May 18, 2013, from We won 't sell flagship stores, says David Jones | News.com.au

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