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STRATEGIC ASSESSMENT

STRATEGIC ASSESSMENT . Consultants :Andrew Sampson, Alessio Marchionne,Christopher Abraham, Joseph Perricone, Ryan Fortune,Matthew DeCoste. Agenda. Company Overview Strategic Group Map SWOT Analysis Decision Criteria Business Level Alternatives Recommended Strategy

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STRATEGIC ASSESSMENT

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  1. STRATEGIC ASSESSMENT Consultants:Andrew Sampson, Alessio Marchionne,Christopher Abraham, Joseph Perricone, Ryan Fortune,Matthew DeCoste

  2. Agenda • Company Overview • Strategic Group Map • SWOT Analysis • Decision Criteria • Business Level Alternatives • Recommended Strategy • Steps for Implementation • Contingency Plan • Conclusion

  3. Company Overview • Nordstrom is a high-end department store chain • Strong sales growth in the past year • Expanding stores • Expanding Online Presence • Operates in a Competitive Market • Strong company loyalty • Outstanding Customer Service

  4. Strategic Group Map

  5. SWOT Analysis (Internal)

  6. SWOT Analysis (External)

  7. Decision Criteria

  8. Business-Level Alternatives • Put renewed focus on Nordstrom Rack stores by opening new stores in demographically advantageous neighbourhoods and target the middle-to-lower end tiers of the market. • Increase international expansion for the company by aggressively opening Nordstrom stores in high traffic shopping destinations • Keep current store expansion plans, but make the company's highest priority the expansion of it's online and mobile shopping portals.

  9. Recommended Strategy • A focus on developing online and mobile shopping experiences will serve the company best in the long run • Minimizes risk of failed store-openings • Provide same great customer-service online and on mobile. • Bigger focus on Nordstrom Rack would lower company profit margins and diminish brand perception at the expense of regular stores. • Economy appears to be on the upswing • International expansion should be be done slowly in carefully chosen markets.

  10. Steps for Implementation 1. Operations: Increase research and development funding for e-commerce and mobile apps. Timeline: Fiscal year 2013 2. Marketing: Develop special promotions and advertising campaign to make customers aware of the benefits and rewards that come with using these services Timeline: Early 2013- varying promo/ad campaigns for each quarter 3. Market Research: Ensure expansion and store renovations are successful by doing intensive market research to maximize chances of success.Timeline: 2013

  11. Contingency Plan (1/2) Trigger: Market Research reveals that clients are not adopting mobile commerce at expected rate (35%) Trigger: International expansion test markets are slow to embrace Nordstrom stores (20%) Trigger: Not enough R&D spending in actual budget to recalibrate mobile shopping app (10%)

  12. Contingency Plan (2/2) Trigger: Company's internal credit business is experiencing constraints, reward program designed to drive mobile and online sales growth is not economically feasible (5%) Trigger: Deadlines are not met for implementing the new mobile and online sales experiences (15%)

  13. Conclusion • This concludes our Nordstrom Strategic Analysis • We thank you for your time and attention • We now invite you to ask any questions you may have

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