its colognes‚ watches and other merchandise to increase profits. Its strategy to drive growth would be to be more customer-oriented and to have a quick response to sales in the market. Some of its competitors would be the high-end companies such as Burberry and Armani. Its main target audience is the higher income men. With a Compound Annual Growth Rate (CAGR) of around 10.11% in the past 6 years‚ it can be concluded that Hugo Boss is doing well even though there was a financial crisis and that it is
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facility location-allocation problem Bowersox D.J.‚ Closs D.J.‚ and Cooper‚ M.B(2010). Supply Chain Logistics Management‚ third Edition Buck Consultants International(1996). Seaports and Their Hinterland. Nijmegen: Buck Consultants International. Burberry annual report (2010/11). Available at http://201011.annualreport.burberry.com/. Cambra-Fierro‚ F. and Ruiz-Benitez‚ R(2009). Advantages of intermodal logistics platforms: insights from a Spanish platform journal. 14/6 (2009) 418-421. Chen‚ C.T(2001)
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to Ryanair. Many models are available in the analysis of economic entities. The question is: Which model is better suited to a certain situation? In analysing the macro-environment of Ryanair‚ the business model of choice would be the PESTEL model. The PESTEL model consists of six categories namely: political‚ economic‚ social-cultural‚ technological‚ environmental‚ and legal. These categories consider the external environment the firm under analysis‚ addressing the macro-environment of Ryanair
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"Ports Design Plunges after Chairman Quits." Financial Times. The Financial Times Limited 2012‚ 22 May 2012. Web. 18 Sept. 2012. <http://www.ft.com/cms/s/0/4c953e6c-a3ba-11e1-988e-00144feabdc0.html>. (4) Kollewe‚ Julia. "Reality Check for Burberry as China Cuts Back on Luxury Purchases: Profit Warning Knocks Pounds 1bn off Share Value Chinese Tastes Turn to More Affordable Items." Guardian [London‚ England] 12 Sept. 2012: P27. Print. (5) Flannery‚ Russell. "Special Report: Alfred Chan Dresses
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the external environment (part 1) What’s going on out there now and in the future? Environmental influences in the broadest sense Macro/general environment: PESTEL Environmental influences related to the dynamics of the industry under question Competitive environment: Porter’s Five Forces (Porter‚ 1980) Example PESTEL The automobile industry Political – Climate change agenda – Fuel prices – Expansion of EU Economic – – – – Changes in disposable income Exchange rates
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The Value Chain All of the functions of a company—such as production‚ marketing‚ product development‚ service‚ information systems‚ materials management‚ and human resources—have a role in lowering the cost structure and increasing the perceived value of products through differentiation. As the first step in examining this concept‚ consider the value chain‚ which is illustrated in Figure 3.5.11 The term value chain refers to the idea that a company is a chain of activities that transforms inputs
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and Technological forces. These are known as PEST factors. 1 2 PESTEL analysis of the macro-environment There are many factors in the macro-environment that will effect the decisions of the managers of any organisation. Tax changes‚ new laws‚ trade barriers‚ demographic change and government policy changes are all examples of macro change. To help analyse these factors managers can categorise them using the PESTEL model. This classification distinguishes between:
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Besides that‚ PESTEL analysis will also be taken into account not only as a remarkable tool to analyze business environment but also as a supportive technique to utilize SWOT analysis. Moreover‚ this essay will shortly touch upon the Tows matrix as a sophisticated upgrade
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Using PESTEL Analysis in Strategic Planning For Non-Profits PESTEL is a method of analysing the impact a variety of factors may have on potential profitability of an organisation or industry. A macro environmental analysis technique‚ PESTEL analyses the impact that political‚ economic‚ socio-cultural‚ technological‚ environmental and legal factors may have on an industry’s profitability potential (Johnson‚ Scholes & Whittington‚ 2005). Within each major PESTEL heading‚ there are a variety of sub-factors
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Table of Contents 1.0 INTRODUCTION 4 1.1 Company Overview 4 1.2 Current Strategies 5 1.3 The Basis for Strategic Management Process 6 1.4 Stages of Strategic Management Process 7 2.0 EXTERNAL ANALYSIS 8 2.1 PESTEL Analysis 8 2.1.1 Political 8 2.1.2 Economic 8 2.1.3 Social 9 2.1.4 Technological 9 2.1.5 Environmental / Ethical 9 2.1.6 Legal 10 2.2 Porter’s Five Forces 10 3.0 SWOT ANALYSIS 12 3.1 Strength 12 3.2 Weakness 12 3.3 Opportunities 12 3.4 Threats 13 4.0 Strategy Formulation 14 4.1 Difference
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