Analyse and Evaluate Mango’s Strategic Position and Propose Appropriate Strategies to Secure Them a Sustainable Competitive Global Position.

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Critically analyse and evaluate Mango’s strategic position and propose appropriate strategies to secure them a sustainable competitive Global position. Contents Page Introduction Environmental analysis PEST Analysis Porter Five Forces Strategic Capabilities Purpose and Culture Strategic Direction Recommendations - Organic Growth - Backward Vertical Integration - Strategic Alliance Conclusion References Appendix Introduction Mango was established in 1984 committed to producing high quality clothing at an affordable price for young, urban clientele whilst keeping up with the latest trends. Their mission is to be present in all the cities of the world. This, alongside the franchising business model has enabled mango to compete at a global level. “Strategic position is concerned with the impact the external environment, the organisations strategic capability, the organisation’s goals and the organisation’s culture impact on strategy.” (Johnson et al. 2008) This text will look to analyse all aspects of strategic position and will draw on the information provided in the case study as well as relevant academic literature that surrounds the area of strategic marketing from the likes of, Porter (1985); Johnson et al (2014) and Hooley et al (2014) to provide Mango with justifiable and reasoned strategies to secure them a sustainable competitive Global position. Environmental Analysis Firstly, In order to gain insights into the medium –to-longer-term developments of the industry, it is necessary to explore the broader environment context (Faulkner and Bowman 1995)so to understand the key drivers of change within an industry (Johnson et al. 2012). PEST Analysis Doole and Lowe (2005) encourage a PEST analysis (see appendix 1) as it allows organisations to identify the key factors that might in turn affect a number

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