{"id":28968,"date":"2018-02-20T23:50:30","date_gmt":"2018-02-20T23:50:30","guid":{"rendered":"https:\/\/writemyessayfree.com\/xiaodan-wang"},"modified":"2017-08-12T07:41:34","modified_gmt":"2017-08-12T07:41:34","slug":"xiaodan-wang","status":"publish","type":"post","link":"https:\/\/www.benedictsol.com\/blogs\/xiaodan-wang\/","title":{"rendered":"XIAODAN WANG"},"content":{"rendered":"<div class=\"mkdf-post-text-inner clearfix\">\n &#8216;<br \/>\n  &#8216;<br \/>\n   <PROFFESIONALS COURSEWORK ASSISTANCE2017-03-21\">March 21, 2017<\/time>\n  <\/div>\n<p>  <'\"><br \/>\n   <a =\"#\" class=\"mkdf-like\" id=\"mkdf-like-21990-273\" title=\"Like this\"><i class=\"icon_heart\"><\/i><span>0<\/span><\/a>\n  <\/div>\n<div class=\"mkdf-post-info-comments-holder mkdf-post-info-item\">\n   <a class=\"mkdf-post-info-comments\" =\"\/xiaodan-wang\/#respond\"> <span class=\"mkdf-post-info-comments-icon\"> <span aria-hidden=\"true\" class=\"mkdf-icon-font-elegant icon_comment \"><\/span> <\/span> <span itemprop=\"commentCount\">0<\/span> <\/a>\n  <\/div>\n<div class=\"mkdf-post-info-category mkdf-post-info-item\">\n   <span aria-hidden=\"true\" class=\"icon_tags\"><\/span><br \/>\n   <a =\"\/category\/Services\/\" rel=\"category tag\">Services<\/a>\n  <\/div>\n<\/p><\/div>\n<h2 itemprop=\"headline\" class=\"mkdf-post-title\"> XIAODAN WANG<\/h2>\n<p>XIAODAN WANG<br \/> T<br \/> \u2022 Environmental Analysis<br \/> \u2022 Strategic Clock &amp; Porters Generic strategies<br \/> \u2022 Porter\u2019s Value Chain<br \/> \u2022 Stakeholder Mapping<br \/> \u2022 References<br \/> Environment Analysis\u2014\u2014 PESTEL<br \/> olitical<br \/> conomic ocial echnological<br \/> income distribution, lifestyle,<br \/> consumerism and social mobility<br \/> comes<br \/> new discoveries\/developments,<br \/> speed of technology transfer<br \/> nvironmental new discoveries\/developments,<br \/> speed of technology transfer and<br \/> rates of obsolescence<br \/> egal competition law, product safety<br \/> Government stability, taxation<br \/> policy, foreign trade regulation<br \/> Source :International Monetary Fund, October 2014<br \/> Economy gross faster<br \/> CPI remain below target<br \/> Unemployment keep decline<br \/> 2012 2013 2014 2015 2016<br \/> Real GDP<br \/> growth(%)<br \/> 0.28 1.74 3.21 2.71 2.44<br \/> CPI<br \/> inflation(%)<br \/> 2.82 2.56 1.63 1.80 2.00<br \/> Unemployme<br \/> nt (%)<br \/> 7.95 7.60 6.35 5.78 5.47<br \/> Economic factors<br \/> Social factors<br \/> Europe become main inbound market<br \/> American visits up 4% .but slowed pace<br \/> for grow<br \/> June is the peak of tourism<br \/> Inbound visitor expenditure<br \/> increase.<br \/> Up 3.5% in 2014<br \/> SOURCE: International passenger<br \/> survey, ONS<br \/> SOURCE: ONS, Overseas Travel and Tourism; Great Britain<br \/> Tourism Survey October 2014, Great Britain Tourism<br \/> Survey 2013 (Domestic figures as per October 2014)<br \/> Environment Analysis \u2014\u2014 SWOT<br \/> opportunity<br \/> \u2022 Expanding in new segments<br \/> \u2022 Upgrading product line<br \/> \u2022 Decrease current pricing<br \/> \u2022 Make fashion become<br \/> affordable<br \/> \u2022 Advertising the innovation<br \/> \u2022 make customers to get a<br \/> higher bargaining power<br \/> and switching costs<br \/> threat<br \/> \u2022 competitors in lifestyle<br \/> segment is Ralph Lauren<br \/> \u2022 in the same fashion target<br \/> segment like Gucci<br \/> \u2022 not enough store in small<br \/> city<br \/> Environment Analysis \u2014\u2014 PORTERS FIVE FORCES<br \/> Rivalry<br \/> Threat Of<br \/> Substitute<br \/> (Weak)<br \/> Threat Of<br \/> New<br \/> Entrans<br \/> (Strong)<br \/> Bargaining<br \/> Power Of<br \/> Suppliers<br \/> (Low \u2013 &gt; Moderate)<br \/> Bargaining<br \/> Power Of<br \/> Buyers<br \/> (Low -&gt;<br \/> Moderate)<br \/> Key drivers affecting the chosen brand<br \/> \u2022 Burberry needs to be in tune with the<br \/> environment.<br \/> \u2022 Therefore, depending on the PESTEL and Porter\u2019s<br \/> Five Forces, operation need Expanding in new<br \/> segments and Upgrading product line to facing<br \/> threat from lifestyle and fashion market<br \/> The SBU of Burberry<br \/> Burberry Prorsum<br \/> early brand, pattern of fashion, mordern style, \u00a3\u00a3\u00a3\u00a3\u00a3<br \/> Burberry London<br \/> early brand, tranditional pattern, formal style, \u00a3\u00a3\u00a3\u00a3<br \/> Burberry Brit<br \/> short history,pattern of leisure, young style, \u00a3\u00a3\u00a3<br \/> Strategy choice<br \/> \u2022superior quarlity<br \/> \u2022special design<br \/> \u2022resist the margine<br \/> reduction<br \/> \u2022maintain the high class<br \/> customer<br \/> \u2022different segamentation<br \/> Focus<br \/> differentiation<br \/> The position in strategy clock<br \/> High<br \/> Low Price High<br \/> percived<br \/> product<br \/> \/sevice<br \/> benefits<br \/> Burberry<br \/> Hybrid<br \/> strategies<br \/> Differentiation<br \/> strategies<br \/> Non-competitive<br \/> strategies<br \/> Low-price<br \/> strategies<br \/> Some competitors of Burberry<br \/> High<br \/> High medium<br \/> percived<br \/> product<br \/> \/sevice<br \/> benefits<br \/> Price<br \/> Burberry<br \/> Gucci<br \/> Armani<br \/> Prada<br \/> POLO<br \/> Coach<br \/> Hemes<br \/> Inbound Logistics Operations Outbound Logistics Marketing and Sales Service<br \/> Firm\u2019s Infrastructure<br \/> Procurement<br \/> Technological<br \/> Development<br \/> Human Resources<br \/> Management<br \/> Primary activities Support(Secondary activities)<br \/> \u00b7 Get packaging<br \/> &amp;configuration right<br \/> \u00b7 Assembly: ItalyNorthern<br \/> EnglandItaly<br \/> \u00b7<br \/> \u00b7 Plan to begin in Asia and<br \/> move west<br \/> \u00b7 Skilled and diplomatic<br \/> staff in promoting<br \/> \u00b7 Create videos to<br \/> demonstrate<br \/> craftsmanship<br \/> \u00b7 Pricing: trench coat<br \/> $1000+<br \/> \u00b7 Musician in marketing<br \/> \u00b7 Track sales trends<br \/> globally(via SAP)<br \/> \u00b7 Market out goods<br \/> to customers more<br \/> smartly and shortly<br \/> \u00b7 Make actual<br \/> transportation more<br \/> efficient(via SAP)<br \/> 159 years history,<br \/> 215 stores, 55<br \/> outlets<br \/> Introduce SAP in wholesale and finance sys<br \/> Global workforce<br \/> 10000+,adding<br \/> 1000+ in the UK<br \/> Reputable fashion<br \/> world designer(e.g:<br \/> Christopher Bailey)<br \/> Redesign initiative in<br \/> wholesale, retail<br \/> &amp;finance(Project Atlas)<br \/> \u00b7 Warehouse in<br \/> northern England<br \/> \u00b7 shorten deliver<br \/> distance(SAP)<br \/> Buttons supplier from<br \/> Italy, and Wool<br \/> supplier from Scotland<br \/> Supply chain will<br \/> be one of the<br \/> sectors<br \/> Clothes<br \/> manufacture in<br \/> Italy<br \/> Have flagships in<br \/> Rome &amp; Milan<br \/> Revenue increase gradually<br \/> Set up strong<br \/> service<br \/> program<br \/> Strategic capabilities<br \/> VRIO<br \/> Value<br \/> chain<br \/> \u2022 unique design\u2014\u2013Burberry<br \/> check<br \/> \u2022 British label\u2014\u2013official<br \/> supplier to royal<br \/> \u2022 strong supports\u2014\u2013special<br \/> channel and technic<br \/> strategic<br \/> capabilities<br \/> Value reinforce heritage,<br \/> emphasizing and growing<br \/> core luxury products,<br \/> innovating and keeping as<br \/> the core<br \/> Focus on trench<br \/> coat, trench coat \u2014the<br \/> best investment for<br \/> customer<br \/> Rarity Customers will be able to<br \/> personalize their own<br \/> fragrance bottles<br \/> Offer scarf customization<br \/> service<br \/> Inimitability 159 years history, its coats<br \/> were worn in the trenches<br \/> WWI by British soldiers<br \/> A part of British culture,<br \/> an official supplier to the<br \/> royal family<br \/> Organizational support Partner with DreamWorks<br \/> Animation\u2019s new<br \/> visualisation platform<br \/> NOVA<br \/> Partner with Apple Music<br \/> section that launch a<br \/> channel on Apple Music<br \/> Work with Snapchat<br \/> Mapping stakeholders of Burberry<br \/> Burberry<br \/> Government:<br \/> tax, fur<br \/> policy Bank:<br \/> Exchange<br \/> rate<br \/> Suppliers:<br \/> cotton,<br \/> leather<br \/> Society:<br \/> Burberry<br \/> Foundation<br \/> Shareholders<br \/> Employees Customers<br \/> Owners<br \/> Managers<br \/> Competitors:<br \/> LVMH, Hugo<br \/> BOSS<br \/> Distribution<br \/> channels<br \/> Low High<br \/> Mendelow\u2019s Matrix<br \/> Potential Customer<br \/> Minimal Effort<br \/> Minor shareholders<br \/> Competitors<br \/> Employees<br \/> Retailors, wholesales, licensing channels<br \/> Loyal customers<br \/> Society<br \/> Keep Informed<br \/> Government<br \/> Bank<br \/> Suppliers<br \/> Keep Satisfied<br \/> Owner<br \/> Manager<br \/> Primary shareholder<br \/> Burberry Impact Advisory Committee<br \/> (representatives from loyal customers)<br \/> Key Player<br \/> Burberry<br \/> Level of interest<br \/> Low<br \/> Price<br \/> High<br \/> (MarketLine,2015)<br \/> 1. Ahrendts, A. (2013). Burberry\u2019s CEO on Turning An Aging British Icon into a<br \/> Global Luxury Brand. Harvard Business Review, 91(1\/2), 39-42v1.<br \/> 2. Burberry Group plc. (2015). Burberry Group plc MarketLine Company Profile,<br \/> 1-18<br \/> 3. Conti, S. (2005). BURBERRY\u2019S IT BOUNCE. WWD: Women\u2019s Wear Daily, 190(8),<br \/> 16-17.<br \/> 4. Financial times (2004). Rose Marie Bravo Chief Executive, Burberry, [online].<br \/> Available at: http:\/\/www.ft.com\/cms\/s\/0\/831be07c-1348-11d9-b869-<br \/> 00000e2511c8.html#axzz1c55heSJw (Accessed on 1\/11\/2011)<br \/> 5. Friedman, V. (2011). Woman in the new: Angela Ahrendts, Financial Times,<br \/> [online]. Available at: http:\/\/cachef.ft.com\/cms\/s\/0\/e2f598ea-6d13-11e0-<br \/> 83fe-00144feab49a.html#axzz1c9fL22j7 (Accessed on 1\/11\/2011)<br \/> 6. MarketLine. (2015). Company profile Burberry Group plc. Retrieved from<br \/> http:\/\/web.b.ebscohost.com\/ehost\/pdfviewer\/pdfviewer?sid=60ba0b76-cd9d-<br \/> 4f99-afe9-115b994d99a0%40sessionmgr112&amp;vid=4&amp;hid=118<br \/> 7. Millington, A. (2015). Burberry launches personalised digital campaign to<br \/> promote \u2018scarf bar\u2019. Marketing Week (Online Edition), 1.<br \/> 8. NAUGHTON, J., &amp; BORN, P. (2015). Burberry Bets On Romance. WWD:<br \/> Women\u2019s Wear Daily, 210(25), 30-32<br \/> 9. none(2015). Burberry annual review 2014-2015. Burberry Official Site.<br \/> Retrived from<br \/> http:\/\/www.burberryplc.com\/investor_relations\/annual_reports\/annual_report<br \/> _2014-15?WT.ac=Annual+Reports<br \/> Reference list:<br \/> Reference list:<br \/> 10. none(2015)compnany profile-Burberry Group.Burberry Group plc<br \/> SWOT Analysis. Retrived from<br \/> http:\/\/web.a.ebscohost.com\/ehost\/pdfviewer\/pdfviewer?sid=1f67c1f5-<br \/> 3616-464d-98fd-bcb845521bb2%40sessionmgr4002&amp;vid=0&amp;hid=4206<br \/> 11. Roderick, L. (2015). Burberry in Snapchat first as it premieres new<br \/> fashion collection online. Marketing Week (Online Edition), 10.<br \/> 12. STRUGATZ, R. (2015). Burberry Gets Apple Music Channel. WWD:<br \/> Women\u2019s Wear Daily, 11.<br \/> 13. Vizard, S. (2015). Burberry first brand to launch Apple Music channel.<br \/> Marketing Week (Online Edition), 1.<br \/> 14. Vizard, S. (2015). Burberry lets passers-by take over Piccadilly Circus<br \/> screen to create personalised scarves. Marketing Week (Online Edition),<br \/> 15. Wemby,A(2010).Crafting a Dual- Market Strategy-a case study of<br \/> Burberry.DIVA.Retrived from http:\/\/www.divaportal.org\/smash\/record.jsf?pid=diva2%3A331174&amp;dswid=5761<br \/> 16. Zekaria, S. (2010). \u201cBurberry has Reasons to be Bullish\u201d, The Wall<br \/> Street Journal,[online]. Available at:<br \/> http:\/\/blogs.wsj.com\/source\/2010\/07\/13\/why-burberry-has-reasons-tobe-bullish\/<br \/> (Accessed on 1\/11\/2011)<\/p>\n<p>Q&amp;A<\/p>\n<div class=\"sharedaddy sd-sharing-enabled\">\n<div class=\"robots-nocontent sd-block sd-social sd-social-icon sd-sharing\">\n<h3 class=\"sd-title\">Share this:<\/h3>\n<div class=\"sd-content\">\n<ul>\n<li class=\"share-twitter\"><a rel=\"nofollow\" data-shared=\"sharing-twitter-21990\" class=\"share-twitter sd-button share-icon no-text\" =\"\/xiaodan-wang\/?share=twitter\" target=\"_blank\" title=\"Click to share on Twitter\"><span><\/span><span class=\"sharing-screen-reader-text\">Click to share on Twitter (Opens in new window)<\/span><\/a><\/li>\n<li class=\"share-facebook\"><a rel=\"nofollow\" data-shared=\"sharing-facebook-21990\" class=\"share-facebook sd-button share-icon no-text\" =\"\/xiaodan-wang\/?share=facebook\" target=\"_blank\" title=\"Click to share on Facebook\"><span><\/span><span class=\"sharing-screen-reader-text\">Click to share on Facebook (Opens in new window)<\/span><\/a><\/li>\n<li class=\"share-google-plus-1\"><a rel=\"nofollow\" data-shared=\"sharing-google-21990\" class=\"share-google-plus-1 sd-button share-icon no-text\" =\"\/xiaodan-wang\/?share=google-plus-1\" target=\"_blank\" title=\"Click to share on Google+\"><span><\/span><span class=\"sharing-screen-reader-text\">Click to share on Google+ (Opens in new window)<\/span><\/a><\/li>\n<li class=\"share-end\"><\/li>\n<\/ul><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<div id=\"jp-relatedposts\" class=\"jp-relatedposts\">\n<h3 class=\"jp-relatedposts-headline\"><em>Related<\/em><\/h3>\n<\/p><\/div>\n<\/div>\n<div class=\"mkdf-category-share-holder clearfix\">\n<div class=\"mkdf-share-icons-single\">\n <\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>&#8216; &#8216; 0 0 Services XIAODAN WANG XIAODAN WANG T \u2022 Environmental Analysis \u2022 Strategic Clock &amp; Porters Generic strategies \u2022 Porter\u2019s Value Chain \u2022 Stakeholder Mapping \u2022 References Environment Analysis\u2014\u2014 PESTEL olitical conomic ocial echnological income distribution, lifestyle, consumerism <a href=\"https:\/\/www.benedictsol.com\/blogs\/xiaodan-wang\/\" class=\"read-more\">Read More &#8230;<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-28968","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/28968","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=28968"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/28968\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=28968"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=28968"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=28968"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}