本篇paper代写- Fashion retailing讨论了时装零售行业。时装零售行业是一个非常复杂的圈子，近年来它不断地发展，如今已经成为了英国的第二大产业。然而有研究表明，近几年的时装零售商大部分都失败了。时装零售业虽然蕴含许多商机，但也有不少风险，这些也是时装零售商失败的主要原因。本篇paper代写由51due代写平台整理，供大家参考阅读。
Introduction
The fashion retail industry is a very sophisticated, constantly growing sector. It is the second largest industry in the UK. However Studies show that 80% of clothing retailers fail within the first five years (Power home biz).
Consumer taste and preferences relentlessly changes thus organizations have to constantly evaluate the market to ensure the strategies fit with those of environment.
According to Michael Porter, 1980s in order to compete in the market, organization has to be either a cost leader or a differentiator. He went on further in his value chain analysis model to state that organizations who gain competitive advantage exploit their core competences to create value for both the organization and the customers.
However, the fashion retail industry encompasses many opportunities for growth as well as many threats that can negatively affect an organization.
In their quest to gain competitive advantage and grow many organization adopted different strategies; they are organic growth by reducing the cost in all value chain activities while others has grown through merger, acquisitions and or strategic alliances.
In order to gain an insight into why some organisations remain competitive this project will
1. Undertake a detailed analysis of two companies within the airline industry by evaluating their past corporate strategy using supporting evidence from quantitative and qualitative data.
2. Identify the ways in which these organisation are gearing up to cope with the current global crisis
Methodology
An analysis Asos and New look was done using Secondary data. These companies have adopted unique strategies which enabled them to remain competitive in the airline industry.
However, the secondary sources used were journal articles text books, websites, annual reports, press releases, newspaper clippings and other studies. Secondary analysis was chosen because of time constraints and the kind of information requested, it was impossible to collect it using other research methods.
Secondary data analysis, saved time and money and also information were readily available. Conversely, some data was of questionable accuracy and reliability and furthermore the data was old and did not reflect the changing market conditions.
Background to models
Every organisation must have strategies. According to an ancient Greek writer Xenophon (Cummings 1993: 134) “strategy is knowing what business you propose to carry out.”(MacMillan and Tampoe, 2000).
There are many academic contributions to strategy, Writers such as Drucker (1995), chandler (1962), Ansoff (1987) and Andrew (1971) has all provided the framework for the classical school approach.
McKinsey 7S framework. Developed in the early 1980s by Tom Peters and Robert Waterman the basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful. This model is on the basis that Out-of-date approach because it insufficient account is taken of personality factors Also, it Creates organisational structures where people can exercise only limited control over their work environment.
However there are many other frameworks to understanding strategic position such as PEST analysis, Michael Porter five forces or even the BCG Matrix.
According to Mintzberg, Ahlstrand and Lampel (1998) there are 10 school that can be used to understand strategic thought, the first three are design, planning and positioning which is classified as prescriptive on the other hand entrepreneurial, cognitive, learning, power cultural environmental and configuration the classified as the descriptive John and Scholes, (2008).
Overview of New Look and Asos
New Look and Asos are both Public limited companies located in the UK. These organisations operate in the fashion retail industry. However, they have equally enjoyed success but have adopted diverse strategies in order to gain competitive advantage.
On one side of the continuum is New Look which was established in 1969 in Taunton. The company has combined both block and mortar and online services in order to gain competitive edge through the use of low cost strategies. On the other end of the Continuum is Asos which is an online retail store which was established in 2000. It has over 35, 000 branded and own label products available and over 1500 new lines added each week. The company
Internal analysis of Asos and New Look using Mc Kinsey's 7s model
Qualitative analysis
Structure: The structure of an organisation is important for innovation, expansion and transformation. New Look headed by its Chief Executive Officer Carl Mc Phail since 2008 has continued to prosper by grasping every opportunity and addressing challenges. The structure of New look is one where teamwork is encouraged, time and resources are spent developing employees also there is high investment in processes which creates value for stakeholders. As part of their global objectives, a review was undertaken of the way the company is structures and an assessment of the difficulties faced was done. As a result organisational functions such as merchandising, design and marketing was moved to London which resulted in increased access to the existing talent pool that London offers and unlocks This will provide marketing synergies with Others functions such as Finance, IT and HR support functions remained at the head office in Weymouth, this strategy is a shift from centralised decision making process to more decentralised process that enables flexibility. A bi-annual review of risks is conducted at the Group level linked to the budgeting process, to which all departments contribute. On the other hand Asos is managed by a Board of directors who are responsible for taking all major strategic decisions and also addressing any significant operational matters, they monitors monthly progress in order for effective and efficient operations within the workplace. The structure of Asos is one where there is a lot of bureaucracy (Max Weber) in the decision making process, hence Asos has adopted the Classical school approach.
System: New look has combined offline and online operations in order to gain competitive advantage. It has core competences to develop an ecommerce operation which has allowed the company to reach a large audience with no extra cost for marketing, advertising or operating long channels of distribution. Additionally the retail outlet provides for customer who needs to make immediate purchase, as a result of its efficient stock rotation, with stores receiving fresh stock weekly, this has encouraged shoppers to return regularly. The combination of both online and offline business has enabled new look to make efficient use of human resources, proper stock management and reduce cost significantly. This has provided marketing synergies with the international store roll-out to strengthen our brand and offer to customers.
On the other hand Asos has only adopted the online approach to business as a result in the organisation has the ability to constantly increase its product offerings with no additional cost for advertising and marketing. Over the past year, we have invested in systems to support our back office operations of buying, merchandising and fulfilment, recently installing a new warehouse management system at our Hemel Hempstead warehouse. This system will support our increasing range size, international expansion, as well as our demands for advanced delivery and returns options. In March 2009, new navigation features such quick and easy browsing of the extended product ranges, 360 degree view of all shoes and accessories and catwalk for men wear and for ASOS Outlet. A unique distribution platform for its brand partners.
Style: New look has a transformational leader who believes in change through communication. Hence In September 2008, a major company communications day was held in London to embrace the growing international status and clearly communicate the strategy and goals, approximately 800 employees from the UK, Ireland, France, Belgium and Middle East franchise partners attended.
Also employees are constantly survey to find out how they feel about working for the organisation and also a web forum called ‘my Look staff' was created to allow employees to communicate directly with each other and also tell us their opinion.
On the other hand Asos has a transactional leader who works with the current organisational structure, where by the board that in order for the organisation to be successful constantly monitor the overall.
Staff: New look has a lot of experienced staff, which are considered stars and a few learner and a hardly any deadwood as result the organisation has introduced a fair recruitment methodology and an induction programmer to the company, which highlights areas and the job that will give people the best possible start to their career with New Look. Also the company has launched some initiatives during the year to ensure that develop the learners and retain the star employees these programmers includes leadership training programmers, further management workshops and development of our Staff Council consultations.
On the other hand Asos as an online retailer deals with limited staff in comparison to new look. Similarly they have training programmers that encourages employees to develop.
Skills: New Look through it skills and experience is now producing 71% of its products, an increase from 62% in 2008 which enabled the organisation to continue make further market share gains. With its powerful brand, seasoned management team and dedicated employees, new looks is able to gain competitive advantage. On the hand Asos is heavily reliant on their IT infrastructure. Significant impact on the business could result from a failure in these systems. Regular testing and updates are undertaken by the Group to ensure the continued integrity and efficiency of its systems.
Shared Values: New Look has a strong culture that encourages employees to be more involved in the decision making process, this enables them to develop their leadership skills. According to Herzberg, it creates motivation that leads to higher productivity and efficiency.
On the other hand Asos retain control through centralised decision making by top level management, this type of management speeds up the decision making process but it could act as a de-motivator.
Strategy: New Look has adopted a value-priced strategy which is dress smart for cheap featuring low-priced fashions often imitating the ready to wear designer labels. These items are as much as 10 to 15 percent lower than competitors. Also as part of it expansion strategy, it is constantly relocations from smaller stores in existing markets to successful larger format stores. On the other hand Asos acts an online department store where they provide high fashion brands and inspired by catwalk ready to wear. This strategy has enabled the company to company to have a variety of product range which grew by 157% resulting in 21,300 option on site at the end of march 2009 up from 8,300 at the end of march 2008.
要想成绩好，英国论文得写好，51due代写平台为你提供英国留学资讯，专业辅导，还为你提供专业英国essay代写，paper代写，report代写，需要找论文代写的话快来联系我们51due工作客服QQ：800020041或者Wechat：Abby0900吧。
Introduction
The fashion retail industry is a very sophisticated, constantly growing sector. It is the second largest industry in the UK. However Studies show that 80% of clothing retailers fail within the first five years (Power home biz).
Consumer taste and preferences relentlessly changes thus organizations have to constantly evaluate the market to ensure the strategies fit with those of environment.
According to Michael Porter, 1980s in order to compete in the market, organization has to be either a cost leader or a differentiator. He went on further in his value chain analysis model to state that organizations who gain competitive advantage exploit their core competences to create value for both the organization and the customers.
However, the fashion retail industry encompasses many opportunities for growth as well as many threats that can negatively affect an organization.
In their quest to gain competitive advantage and grow many organization adopted different strategies; they are organic growth by reducing the cost in all value chain activities while others has grown through merger, acquisitions and or strategic alliances.
In order to gain an insight into why some organisations remain competitive this project will
1. Undertake a detailed analysis of two companies within the airline industry by evaluating their past corporate strategy using supporting evidence from quantitative and qualitative data.
2. Identify the ways in which these organisation are gearing up to cope with the current global crisis
Methodology
An analysis Asos and New look was done using Secondary data. These companies have adopted unique strategies which enabled them to remain competitive in the airline industry.
However, the secondary sources used were journal articles text books, websites, annual reports, press releases, newspaper clippings and other studies. Secondary analysis was chosen because of time constraints and the kind of information requested, it was impossible to collect it using other research methods.
Secondary data analysis, saved time and money and also information were readily available. Conversely, some data was of questionable accuracy and reliability and furthermore the data was old and did not reflect the changing market conditions.
Background to models
Every organisation must have strategies. According to an ancient Greek writer Xenophon (Cummings 1993: 134) “strategy is knowing what business you propose to carry out.”(MacMillan and Tampoe, 2000).
There are many academic contributions to strategy, Writers such as Drucker (1995), chandler (1962), Ansoff (1987) and Andrew (1971) has all provided the framework for the classical school approach.
McKinsey 7S framework. Developed in the early 1980s by Tom Peters and Robert Waterman the basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful. This model is on the basis that Out-of-date approach because it insufficient account is taken of personality factors Also, it Creates organisational structures where people can exercise only limited control over their work environment.
However there are many other frameworks to understanding strategic position such as PEST analysis, Michael Porter five forces or even the BCG Matrix.
According to Mintzberg, Ahlstrand and Lampel (1998) there are 10 school that can be used to understand strategic thought, the first three are design, planning and positioning which is classified as prescriptive on the other hand entrepreneurial, cognitive, learning, power cultural environmental and configuration the classified as the descriptive John and Scholes, (2008).
Overview of New Look and Asos
New Look and Asos are both Public limited companies located in the UK. These organisations operate in the fashion retail industry. However, they have equally enjoyed success but have adopted diverse strategies in order to gain competitive advantage.
On one side of the continuum is New Look which was established in 1969 in Taunton. The company has combined both block and mortar and online services in order to gain competitive edge through the use of low cost strategies. On the other end of the Continuum is Asos which is an online retail store which was established in 2000. It has over 35, 000 branded and own label products available and over 1500 new lines added each week. The company
Internal analysis of Asos and New Look using Mc Kinsey's 7s model
Qualitative analysis
Structure: The structure of an organisation is important for innovation, expansion and transformation. New Look headed by its Chief Executive Officer Carl Mc Phail since 2008 has continued to prosper by grasping every opportunity and addressing challenges. The structure of New look is one where teamwork is encouraged, time and resources are spent developing employees also there is high investment in processes which creates value for stakeholders. As part of their global objectives, a review was undertaken of the way the company is structures and an assessment of the difficulties faced was done. As a result organisational functions such as merchandising, design and marketing was moved to London which resulted in increased access to the existing talent pool that London offers and unlocks This will provide marketing synergies with Others functions such as Finance, IT and HR support functions remained at the head office in Weymouth, this strategy is a shift from centralised decision making process to more decentralised process that enables flexibility. A bi-annual review of risks is conducted at the Group level linked to the budgeting process, to which all departments contribute. On the other hand Asos is managed by a Board of directors who are responsible for taking all major strategic decisions and also addressing any significant operational matters, they monitors monthly progress in order for effective and efficient operations within the workplace. The structure of Asos is one where there is a lot of bureaucracy (Max Weber) in the decision making process, hence Asos has adopted the Classical school approach.
System: New look has combined offline and online operations in order to gain competitive advantage. It has core competences to develop an ecommerce operation which has allowed the company to reach a large audience with no extra cost for marketing, advertising or operating long channels of distribution. Additionally the retail outlet provides for customer who needs to make immediate purchase, as a result of its efficient stock rotation, with stores receiving fresh stock weekly, this has encouraged shoppers to return regularly. The combination of both online and offline business has enabled new look to make efficient use of human resources, proper stock management and reduce cost significantly. This has provided marketing synergies with the international store roll-out to strengthen our brand and offer to customers.
On the other hand Asos has only adopted the online approach to business as a result in the organisation has the ability to constantly increase its product offerings with no additional cost for advertising and marketing. Over the past year, we have invested in systems to support our back office operations of buying, merchandising and fulfilment, recently installing a new warehouse management system at our Hemel Hempstead warehouse. This system will support our increasing range size, international expansion, as well as our demands for advanced delivery and returns options. In March 2009, new navigation features such quick and easy browsing of the extended product ranges, 360 degree view of all shoes and accessories and catwalk for men wear and for ASOS Outlet. A unique distribution platform for its brand partners.
Style: New look has a transformational leader who believes in change through communication. Hence In September 2008, a major company communications day was held in London to embrace the growing international status and clearly communicate the strategy and goals, approximately 800 employees from the UK, Ireland, France, Belgium and Middle East franchise partners attended.
Also employees are constantly survey to find out how they feel about working for the organisation and also a web forum called ‘my Look staff' was created to allow employees to communicate directly with each other and also tell us their opinion.
On the other hand Asos has a transactional leader who works with the current organisational structure, where by the board that in order for the organisation to be successful constantly monitor the overall.
Staff: New look has a lot of experienced staff, which are considered stars and a few learner and a hardly any deadwood as result the organisation has introduced a fair recruitment methodology and an induction programmer to the company, which highlights areas and the job that will give people the best possible start to their career with New Look. Also the company has launched some initiatives during the year to ensure that develop the learners and retain the star employees these programmers includes leadership training programmers, further management workshops and development of our Staff Council consultations.
On the other hand Asos as an online retailer deals with limited staff in comparison to new look. Similarly they have training programmers that encourages employees to develop.
Skills: New Look through it skills and experience is now producing 71% of its products, an increase from 62% in 2008 which enabled the organisation to continue make further market share gains. With its powerful brand, seasoned management team and dedicated employees, new looks is able to gain competitive advantage. On the hand Asos is heavily reliant on their IT infrastructure. Significant impact on the business could result from a failure in these systems. Regular testing and updates are undertaken by the Group to ensure the continued integrity and efficiency of its systems.
Shared Values: New Look has a strong culture that encourages employees to be more involved in the decision making process, this enables them to develop their leadership skills. According to Herzberg, it creates motivation that leads to higher productivity and efficiency.
On the other hand Asos retain control through centralised decision making by top level management, this type of management speeds up the decision making process but it could act as a de-motivator.
Strategy: New Look has adopted a value-priced strategy which is dress smart for cheap featuring low-priced fashions often imitating the ready to wear designer labels. These items are as much as 10 to 15 percent lower than competitors. Also as part of it expansion strategy, it is constantly relocations from smaller stores in existing markets to successful larger format stores. On the other hand Asos acts an online department store where they provide high fashion brands and inspired by catwalk ready to wear. This strategy has enabled the company to company to have a variety of product range which grew by 157% resulting in 21,300 option on site at the end of march 2009 up from 8,300 at the end of march 2008.
要想成绩好，英国论文得写好，51due代写平台为你提供英国留学资讯，专业辅导，还为你提供专业英国essay代写，paper代写，report代写，需要找论文代写的话快来联系我们51due工作客服QQ：800020041或者Wechat：Abby0900吧。
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