Page EXECUTIVE SUMMARY………………………………………………...............2 INRODUCTION…………………………………………………………………….3 MARKET SITUATION ANALYSIS……………………………….......................3 COMPETITOR ANALYSIS…………………….................................................4 MACRO ENVIRONMENT(PEST)....................................................................6 Political…………............................................................................
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Harvey Norman Holdings Limited Integrated Marketing Communications Paul Morrissey Group: Paul Edwards20041334AishlingMarkBarry 10/23/2012 -2571753734435 Table of Contents TOC \o "1-3" \h \z \u 1Executive Summary: PAGEREF _Toc338413357 \h 32Introduction: PAGEREF _Toc338413358 \h 42.1Terms of Reference: PAGEREF _Toc338413359 \h 42.2Background: PAGEREF _Toc338413360 \h 42.3Objectives: PAGEREF _Toc338413361 \h 42.4Methodology: PAGEREF _Toc338413362 \h 43Findings: PAGEREF
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Gloria Jeans or a local cafe •Fashion – Quicksilver or Roxy or Lonsdale •Transport – Linfox or a local courier company •Or a business of your own. ie location‚ size‚ staff‚ products‚ hours and years of operation Harvey Norman Originally founded in 1982 by Gerry and Ian Harvey. over the past 32 years the size of their business has dramatically increased. with around 230+ stores Australia wide‚ including all capital cites‚ the surrounding suburbs and even in some remote/ rural communities. over
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Harvey Norman Holdings Limited Group case study [pic] Tutor: Dr. Mahesh Joshi Group members: JIN CHEN 3350416 MINGFENG CHI 3316768 JINGHAN REN 3365087 TABLE OF CONTENTS Executive summary 3 Introduction 4 Source of Finance and financial segments 4 Industry and competitor analysis 5 Key highlights of financial and operational
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Business Analysis of Harvey Norman Industry analysis While Harvey Norman trading as a multi-sector business selling computer‚ electrical‚ furniture and bedding goods‚ the retail industry in which HVN operates involves larger range of goods and services (all customer consumables). The largest product segment is clothing‚ footwear and accessories. However‚ driven by growth in product technology and functionality‚ electrical goods have overtaken goods from department stores over the past five years
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Financial Analysis for Harvey Norman 5 External Factors 6 PESTLE Analysis 6 Economic Forces 6 Technological Forces 6 Political-Legal Forces 6 Ecological/Environmental forces 7 Socio-cultural forces 7 Porters Five Forces 7 Figure Two: Porters Five Forces 7 Figure Three: External Factor Analysis Summary 8 Internal Analysis 8 Figure Four: Internal Factor Analysis Summary 9 Recommendations 10 Conclusion 11 Executive Summary Harvey Norman Holding Pty
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Significant Business Risk Factors 1. Limited Shelf Life Empirical evidence suggests that retailers must adapt to new product style trends in order to satisfy consumers and other key stakeholders (Ryan‚ 2011). In respect to Harvey Norman (HVN)‚ failure to adapt will entail lower consumer demand‚ hindering growth and profitability. It is important to note a limited shelf life of HVN’s products exists due to changing trends. This in turn gives rise to the risk of inventory becoming obsolete and
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Australian company‚ Harvey Norman expending to South Africa‚ Cape Town. This report is meditated to Harvey Norman Senior Management Team in Australia. The main purpose of this report is to investigate how the South African business environment is before the company operates. Harvey Norman Holdings ltd‚ a franchise retail of electrical and furniture that operate not only Australia but also Europe and Asia .Harvey Norman first established in 1982 and goes public in 1987. In 1997 Harvey Norman opens their first
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Torres Strait Islander Australians to create long-term sustainable opportunities that contribute to closing the gap on Indigenous disadvantage by committing to clear actions and targets. Ultimately we hope to see a better future for all Australians. Harvey Norman’s mission is to: * be recognised as a world leader in delivery of retail services in the fast moving consumer goods sector; * generate superior returns for shareholders; * create an inspiring workplace;
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activities 3 Harvey Norman Resources 5 Tangible Resources 5 Profit from continuing and discontinued operations 6 Profit from property 6 Sales at franchises 7 Sales at company-owned stores 8 Intangible Resources 8 Computer software and licence property 8 Goodwill 9 Harvey Norman Invisible Balance Sheet 10 Internal Capital 11 External Capital 13 Individual Competence 14 Recommendations 15 Conclusion 17 Appendix 19 Appendix 1 19 References 20 Abstract Harvey Norman is one
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