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Critically evaluate the perceived competitive starategies of the five clothing retail outlets, namely Edgars, PEP stores, Mr Price, Truworths and Ackermans.

Extracts from this essay...

Introduction

Syndicate Assignment Group 3 - Wild West MBA Stage 1 Management at the Functional Level Tania H. Adendorff ( mb20030000 ) Michael O.Visser ( mb20030000 ) Lorna Skhosana ( mb20030075 ) Keith Michael( mb20030065 ) Craig Rosewarne( mb20030015 ) Farouk Dawood ( mb20029925 ) 20 May 2003 MFL 01 - Syndicate Assignment 20 May 2003 Synopsis The assignment will attempt to critically evaluate the perceived competitive starategies of the five clothing retail outlets, namely Edgars, PEP stores, Mr Price, Truworths and Ackermans. Competitive strategy analysis was based on customers perception of competitive performance of each retail outlet. The collection and interpretation of data was conducted by means of the qualitative research methodology ( ref. ) . The representative of the population was made up of six MBA Students making up the syndicate group. The primary source of data was provided by the students, additional data and information was obtained from textbooks, internet, academic journals and various library sources. The primary source of information was obtained from questionnaires completed by students throught personal visits, Open session discussions and workshops were held to gain understanding and consensus on the approach, targets segments and methodology to be used for research. The first section of the assignment is focused on analyzing the retail clothing environment using PESTLE method to understand the extent and impact of various factors on the competitive performance . The next section examined the competitive strategies of each retail outlet and used Porters 5 forces to interpret and position outlets. The third section is focused on the practical research conducted , consisting of collection, analysis, interpretation of data and conclusions. Conclusions: Students were able to obtain competitive strategies of some outlets, but other outlets restricted access to their strategies. Edcon for example published their chairmans report on the internet and were quite about their starategies. Table of Contents Introduction 1. Industry Analysis 1.1 Pestel Analysis * Political Environment * Economic Environment * Social Environment * Technology * Legal * Environment (Ecology)

Middle

"You can dominate a market pretty quickly." Once rejected as the economic storm troopers of white-minority rule and rapacious Western capitalism, South African businesses are cutting a path through the continent in a move that underscores this country's emergence as Africa's economic powerhouse. Led by the gold- and diamond-mining houses that have long been the vanguard of its multinational economic power, the expansion of South African business ties on the continent has spread into a host of other sectors. South African fast-food shops and clothing stores are in Zimbabwe. Its national brewer, South African Breweries, is in eight African countries, including Uganda, where it purchased a controlling stake in a brewery last month. A South African cable TV network, Multichoice, can be viewed as far north as Kenya. South African supermarket chains are sprouting in Zambia and Mozambique, and all over the continent one can find South African hotels, banks, restaurant chains, construction companies, rail and road engineering projects, sugar processors, paper manufacturers, mineral, oil and gas exploration efforts, even auto service centers. Since 1990, direct foreign investment by South Africa's private sector has increased at least threefold, to $25 billion in 1995, the latest year for which figures are available. Investments in Africa account for a small portion of this total, but foreign exchange requests in the pipeline indicate that Africa's share will grow dramatically, an official of the South African Reserve Bank said. Among shoppers, demand for the growing South African presence is high. In August, when a Shoprite Checkers supermarket food chain opened in Maputo, the Mozambican capital, a near riot reportedly broke out amid the crush of the thousands clamoring for the grand opening sale. Governments are clamoring too -- for investment. Kenya's officials recently appealed for more, in part to help level its trade imbalance with Pretoria. In Zambia, which has virtually rolled out the red carpet to all comers as part of its privatization drive, recent figures show that South African firms have overtaken the British to become the leading foreign business licensees.

Conclusion

The ability to change the timing or quantity of products and services Flexibility ( Volume and/or delivery ) Practical Research Defining objectives of the research The problem The hypothesis The dilimitation Definition of terms The assumptions Reasearch methodology Data needed Location of data Sample questionnaire Treatment of Data Primary data Support data Findings of research Summary of Data Critical analysis of this research and its limitations Conclusion Explanatory notes Scope of the survey 3 The survey of retail clothing trade sales covers a sample of 5 retail outlets. The survey collects information personal visits by each of the six members to various locations in Gauteng. The pricing was two fold, on the overall pricing of all goods and a more focused look at prcing based on jeans across the different outlets. This survey includes - · Edgars · Truworths; · PEP; · Ackermans ; and · Mr Price. Classification Data are only collected for those establishments of the enterprise that are predominately engaged in the retail clothing trade industry. Survey methodology and design 4 Designed using Slack operations model , Third edition ( 2003 0, Operations Management, Slack ) different competitive factors imply different performance objectives, Slack p 70 - operations management The objective of the survey was to access as customers the importance ratings of competitive factors and then to rate the cloting outlets on meeting the performance objectives. Fig.3.6 Slack ( Operations management ) Competitive factors If the customers value this .. Performance objectives Then, the operation will need to excel at these ... Low price Cost High quality Quality Fast delivery Speed Reliable Delivery Dependability Innovative products and service Flexibility ( product/service) Wide range of products and services Felxibility ( Mix ) The ability to change the timing or quantity of products and services Flexibility ( Volume and/or delivery ) 5 The survey is collected by a questionnaire being filled by each member of the syndicate acting as a customer by personal visits between March and April 2003. The questionnaires are collated and summarized into a single document to be used for making conclusion and positioning. Sample questionnaire 9.

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