SWOT
1.1 Strength: Mom-and-Pop Operation
Dansko’s biggest strength is that they have a Mom-and-Pop culture. Mr. and Mrs. Kjellerup guide their employees like their own children and work with their employees daily. They hire young employees, to start working for them early, which allows the employees to build a sense of loyalty to Dansko. This method has resulted high employee retention rate and this unique family business approach has also helped gain status in the shoe business.
1.2 Strength: Gourmet Style Strategy
Dansko has always taken pride in their Gourmet Style strategy. By never over producing and over-selling their products, their products have a high demand. This strategy has helped them save inventory costs and control supply of
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They have grown steadily over the years and they have managed to achieve high profit margins and revenue. In addition, they have no debt. Their strong financials gives them the strength to survive the shoe business.
2.1 Weakness: Management Model
Their biggest weakness is their management model. Dansko currently follows the same management style that they used since the beginning of the company. Every level of employee answers to Cabot. The company is much larger than it was before and it is inefficient and time-consuming to have one person handle all the issues of the company. The stress has taken a toll on Cabot and she is overextending herself.
2.2 Weakness: Top Management Team
In addition to the weak management model, the top management team if Dansko has no experience in the shoes business. The lack of experience can risk their survival in the shoe industry and it can hurt potential growth for the business.
2.3 Weakness: Lack of Product Variance
Although they are the only shoemakers that incorporate clogs, Dansko does not have a wide variety of shoes to offer. They only have nine product lines (mostly concentrating on women), which reduces the size of their customer demographic.
3.1 Opportunity: Experienced Top Management
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Since Dansko entered this market early they have a first mover’s advantage and have secured a strong marketplace. With the patent and expertise in making clogs, Dansko has developed a competency in this niche market.
3.3 Opportunity: Product Expansion
Dansko also has an opportunity to expand if they make more shoe products, which will increase their customer demographic, and sell more shoes. They have the possibility to expand their lines for men and to come up with product lines for children. Additionally, they could expand into making comfort sports shoes.
4.1 Threat: Merger
Dansko faces a huge threat if they go ahead with a merger. Mergers are difficult, as both the companies will try to retain its work culture. If the merging company is only interested in making profits, they avoid following Dansko’s “Mom and Pop” culture and the Gourmet Style strategy. These strategies have made Dansko unique in the shoe industry and losing their identity can lose business.
4.2 Threat: Shoe
The following three sections will evaluate the external forces & trends for Dick’s Sporting Goods. The following also will elaborate on external factors from direct competitors that faces Dick’s Sporting Goods. I will conclude on what other threats Dick’s Sporting Goods can expect to see, and how they can place a buffer in between these factors to stay on track towards their mission &
Weakness: The Company need to spend more time figuring out how to positively motivate their employees due to the fact that they are the reason why customers remain satisfied. In addition, customers are always looking to buy quality products at a cheaper price but the problem with Wilson is their products are on the pricey side. If this pattern continues, Mizuno is at risk of losing a large number of their employees, which ultimately will create an imbalance in the company. In addition, Mizuno isn’t a well-known brand in the sporting industry, making them less popular.
This allows them to purchase high volume for a lower cost. Bringing over 20,000 products into one convenient location and with over 450 brands they provide a large selection.
Place: They opened discount factory outlet stores in rural areas and retail stores in urban shopping center. By selling different kind of product in different places help them to meet the different need of the customers. On the other hand, they also sell their product online, where customer can purchase their product at anywhere and anytime. All this make them be able to maximize their gain.
Nike’s goal is to remain unique and different from others in terms of the items offered on the market. Arguably, Nike belongs to a monopolistically competitive market as there only a few organizations with the ability to regulate the amount charged for their product which means they cannot make their prices high as this is likely to make customers move on to other available choices (Nike, Inc., 2012). However, Nike can find a balance between the prices to charge for their products and remaining competitive with other companies in the industry. Nike has formed a distinction between the appearance and performance of their footwear and that of their competitors. Although products are differentiated from other companies, they still influence each other because they are items of the same
At the meeting, management revealed plans to address both top-line growth and operating performance. To boost revenue, the company would develop more athletic-shoe products in the midpriced segment3a segment that Nike had overlooked...
Although we have been expanding our facilities by building extra capacity, we have not been able to contribute shoes to the private-label and therefore, we have not employed a global strategy for that market. When we are able to sell shoes to the private-label footwear industry, we will also use a global strategy for that region as well.
• The people in the company and the passion which the people have for what they were doing. Weaknesses • Sales amount was going down. • Dealers don’t have the time to educate customer in each product of every line that they carry. • Just focus on the retailer instead of the end-users. • Competition - There are now more than 20 manufacturers in the bicycle industry and Specialized will need to stay at the forefront in order to keep its leadership.
WEAKNESSES: The first weakness was the changing of three different CEOs in only one year. These were unexpected changes, but all had to be dealt with by the newest CEO Jim Skinner, and directly after McDonald’s first ever quarterly loss in 2003. The second weakness is an issue with trying to find new and exciting things to put on the menu to bring in new customers. Many of today’s fast-food customers are making different kinds of foods, like Chinese and Mexican food, normal to the everyday menu.
At the first glance, the acquisition of Salomon (and vicariously, Taylor-Made, Cliché, Mavic, Arc'Teryx, Bonfire and Nordic) seems to be a good fit for adidas. Both companies are in the sporting goods industry and have well-known brand names. Both of them have strong apparel lines, and have presence in similar geographical regions. However, it's also obvious that the hard-goods categories of Salomon (skis, bindings, boots, and like.), Taylor-Made (irons, woods, and like), and all Mavic products, are unlikely to create synergies with the apparel and footwear industries of adidas. The company will have administration and management cost savings all across the board by consolidating the management of the companies. The combined purchasing power of all the business units will also provide a better bargaining power overall.
Thirdly, the company is committed to delivering superior quality of products and services. It earned a reputation of a convenient and reliable brand that offers the lowest prices, one of the fastest and lowest shipping, widest selection of goods, and many additional features with its services.
has grown into a $49.7 billion corporation by clearly focusing on the goal of enabling commerce around the globe.
...ials to make their products rather than using materials that carries hazardous materials. There widespread of products help expand the company all around the world, and inspire the world with great performance and design.
In this assignment, I chose to conduct a SWOT (strengths, weaknesses, opportunities and threats) analysis on a bakery company in Kedah called Kek Sayang. Kek Sayang is a family based business. It is also the oldest bakery in Alor Setar. It started with a really small vendor established on 1st January 1980. On 2002, it has transformed to a boutique bakery. On 2006, the shop has been renovated to include a small portion of cafe-sort to cater all kind of customer. It sells varieties of handmade cakes, buns, pastries and cookies. Later on, the menu extended to drinks which include coffee, smoothies and milkshakes. Its vision is to be the best Bakery in Kedah. Thus, only the finest ingredients are used and artisan techniques are applied
A second problem that New Balance faces is its limited product line. New Balance prides itself on providing quality athletic shoes for the serious athlete. However, the market has been shifting to not only include serious athletes, but it now also caters to the more fashion-oriented crowd. This crowd tends to be from the younger generation, the part of the population that New Balance has so far not been focusing on. New Balance has geared itself toward the older crowd, which has severely limited the company as far as its ability to expand into new product areas and remain competitive in the changing market.