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This dissertation is about competitive strategy and how the author believes that the organisation ‘Clarks’ have used competitive analysis techniques to address the downfall in their profits, turn around sales and return to profitability. The dissertation will also look at attitudes towards Clarks during the last 4 or 5 years and whether recent increased marketing activity, during 2004 and 2005, has changed public perception of the brand.
1.1 What is competitive strategy?
“Competitive strategy is the search for a favourable competitive
position in an industry……to establish a profitable and sustainable
position against the forces that determine industry competition.
Two central questions underlie the choice of competitive
strategy…….attractiveness of industries……and ….the determinants of
relative competitive position within an industry.” (Porter).
Within this dissertation the author will try to determine the
competitive strategy used by Clarks and whether it has been a
success.
1.1.1 Why undertake a competitive analysis
By undertaking a competitive analysis, an organisation can determine
where it fits within an industry and what the driving forces within the
industry are. If a competitor analysis is also undertaken, then the
organisation can observe the tactics of the competition and make a
counter or first move. It is not the author’s intention to undertake a
detailed analysis of the industry, rather to reflect on such trends and
how the effects thereof have impacted on the case study organisation,
Clarks, and forced it to take measures to refocus and improve upon
profitability.
1.1.2 Proposition
A general proposition emerges from these observations to provide focus for this study
>>That there is a link between the undertaking of a competitive
analysis and the change in the operating profits of Clarks.
This will be explored during the discussion in the literature review and by refining the aims in the following way:
1.1.3 Aims
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
1.2 The Case Study - Clarks
The above named company was used as the basis for the author’s primary
research. The dissertation will progress to give an overview of that
company, showing how it has used competitive strategy to move from a
product oriented company to one that now appears to be marketing – led.
Clarks was established in 1825 when brothers “Cyrus and James Clark set
up a small sheepskin slipper business in…Street, Somerset.”
(www.clarkes.com). A pioneering and innovative family, the following
decades have seen the invention of the first shoe to follow the shape
of the foot, the Desert Boot, vulcanizing rubber soles, nature formed
lasts, polyurethane soles and air comfort footwear. (www.clarkes.com).
Expanding it’s product ranges in the 1990’s Clarks was named by the
industry trade publication Footwear News as it’s “Company of the Year”
(www.clarkes.com) and operating profits have gone from under
£1million in 1990 to £77million in 2004 (Appendix 1).
(this paragraph from customers notes as researcher cannot access Mintel
or Hoover reports as they are subscription services, as is the
membership organisation Britfoot…. “Clarks is the UK market leader in
shoes ahead of Marks and Spencer with both Clarks and Hoover’s Business
Information Authority believing Clarks competitive advantage is
producing reliable, fashionable and comfortable shoes. Elizabeth
Cornell Accessed 16/111/04”
Clarks remains a family run business and operates in many countries of
the world, although ranges in each are not the same with some areas,
like Australia, only selling children’s shoes.
1.3 Approach to the research
The aforementioned aims
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
will be tested using primary research and secondary research.
1.3.1 Primary research
The primary research will take the following approach.
1. One to one interview with Lynn Benfield, Retail Employee Relations
and Human Resource Administrations Manager, C & J Clark
International Ltd – 26 July 2004
2. Semi–structured surveys between 19 March 2005 – 22 March 2005
3. Tangible observations on 19 March 2005
4. Intangible observations July 2004 – March 2005
1.3.2 Secondary research
The secondary approach will take the following approach.
1. Clarks annual report and accounts 10 years 1994 – 2004
2. Literature from various libraries/ internet to attempt to undertake a competitive analysis of Clarks.
1.4 Research Limitations
As with all research, there are limitations, those pertinent to this dissertation are as follows:
• The author recognises that by studying competitive advantage in
just one organisation that the research implications will be limited,
however would wish to point out that this study is purely exploratory
and may be used as the basis for further study.
• Clarks is a privately run business and as such there is very limited information in the public domain.
• Barriers to access research information requiring a fee.
1.5 Project Delimitations
• Study limited to the UK
• Clarks brand adult shoes will be studied in isolation from children’s shoes and sub branded.
• No comparisons with competitors will be made
1.6 Summary of Chapter One
This chapter gave an overview of the dissertation, namely that it was
about competitive strategy and how the author believes that the
organisation ‘Clarks’ has used competitive analysis techniques to
address the downfall in their profits, turn around sales and return to
profitability. It was also stated that attitudes towards Clarks during
the last 4 or 5 years would be reviewed by way of a survey and that the
author would use this and the observation technique to sense whether
recent increased marketing activity, during 2004 and 2005 had changed
public perception of the brand.
Finally, limitations and delimitations to the approach were offered.
Chapter Two – Literature review
2.0 Literature review
Chapter one provided the rationale for this dissertation, namely that
there is a link between the undertaking of a competitive analysis and
the change in fortune of Clarks. It was suggested that there are many
factors which may have an effect upon these issues and which relate
specifically to the tactics used to overcome an apparent downtown in
the company’s profits. Factors affecting these issues will be
discussed in chapter two and will incorporate literature from the
fields of strategy, operations and marketing. A company, Clarks, based
in Somerset, was stated as being a case study for the author’s research
and a brief overview of that company was given.
2.1 Clarks and the shoe market in the UK
(this paragraph from customers notes as researcher cannot access
Mintel reports or the customers interview with Lynn Benfield…. “ The
UK shoe market saw declining market values in the 1990’s but is now
seeing an increase in spending on shoes, with customers spending more
on individual pairs of shoes, like designer brands, than they had
previously increasing by 5.5% in 2001.(Mintel – Accessed 18/11/04). At
the same time shoe prices have fallen by 8% since the 90’s due to UK
shoe manufacturers moving abroad to take advantage of cheap labour.
Keynote predicts that shoe sales will increase over the next five
years.(Mintel accessed 18/11/04)” In fact, it would appear that Clarks
are also going to source their manufacturing abroad. A report on the
BBC website, www.bbc.co.uk. dated 11/01/05 has the headlines “Clarks
ends shoemaking in Somerset” with managers in Somerset telling staff
that “the only way the company can survive is by switching production
to the Far East.”
(this paragraph from customers notes as researcher cannot access
customers interview with Lynn Benfield…”Clarks are in the process of
implementing a new competitive strategy consisting of a new innovative
designers and an advertising campaign aimed at young adults (18-35)
mainly utilising TV advertising and a refurbishment of all Clarks
stores. (Lynn Bedfield) “
Clarks offer a huge range of shoes for adults from slippers to boots,
casual wear to wedding shoes, and the traditional desert boot to the
practical office shoe. No longer limited in colour ranges, the fashion
items closely colour match the clothes of the season and accessories
are available. But sustaining market share is hard in today’s market.
No longer are there a handful of shoe retailers, but many retail
stores, such as Next, River island and Dorothy Perkins have
successfully introduced shoes into their fashion ranges whilst new
trendy shoe shops such as Schuh are also becoming established within
the shopping malls. Moreover, sports shops, such as All Sports are
introducing casual wear into their ranges, competition is definitely
now a big factor in this market. (Observation)
Trying to address this, Clarks have introduced an awareness campaign
for their wide range of adult shoes. Following on from the “my shoes”
campaign of 2004, the current advertising campaign features a
professional, well dressed woman, in her late twenties, trying to
purvey the international appeal of Clarks shoes, “Nottingham is my New
York” and “Preston is my Paris” the two current campaigns, can also be
observed on www.clarks.co.uk
How a firm addresses the competition, is determined by it’s orientation
(Miles and Snow) and so it is pertinent to this dissertation to explore
the following themes:-
1. How firms may be orientated
2. How competitive analysis can help a firm refocus
3. How advertising can raise awareness of products
2.2 How firms may be oriented
Orientation refers to the relative position that an organisation takes
in relation to it’s products, services and markets (Miles and Snow).
There are four main orientations, production, sales, process and
customer.
2.2.1 Production orientation
Production orientation focuses on the company driven belief that
excellent quality is what the customer wants over and above everything
else. Often associated with family run companies and owner managers,
such companies tend not to undertake market research into external
customer needs resulting in them trying to satisfy the perceived needs
of the general or production manager. Generally scientifically based,
this orientation has been the cause of decline of many successful
companies such as Apple computers and Harley Davison. Danny Miller, in
his book the “Icarus Paradox” used the phrase “Craftsmen becoming
Tinkerers”, for whilst focusing on continually improving their
products, they were unaware that consumer tastes had actually changed.
The author suspects that Clarks is production oriented based on the
emphasis given on their website www.clarks.com, where much emphasis in
the ‘history’ and ‘about us’ sections are given to quality and
innovation, rather than style, fashion or customer needs.
2.1.2 Sales orientation
It is not unusual for one of the side affects of a production oriented
company to be excess stock. Often employing aggressive sales tactics,
to move the goods, they spend a great deal of money on advertising to
try and create a need and flood the market with their products, often
at a discounted rate, to try and decrease the stock pile. Customers
are reactive to the message the company portrays, that this one
transaction is all important, rather than try and retain regular loyal
customers.
The author believes that there has been an element of this with
Clarks. Recent years have seen many sales in the stores and the Clarks
village, opened in the early 1990’s, was a method of disposing of old
stock. However, the author does not believe that Clarks takes a
transactional approach to all customers for certainly, many parents buy
Clarks shoes for their children because their parents bought Clarks
shoes for them. But whether or not these parents now buy their own
shoes from Clarks is an issue to be discussed during the survey.
2.1.3 Process orientation
Process orientation involves the company in the continual monitoring of
systems and procedures necessary to ensure total quality management,
processes deemed necessary to undertake before delivery to the customer.
With respect to this orientation, the author believes that there is a
strong element of process orientation within Clarks, for whilst
innovating with new materials for soles (airwear, www.clarks.com ) and
working on the perfecting techniques, they had probably lost site of
the fact that fashion was becoming a key influencing decision when
customers were purchasing shoes.
2.1.4 Customer orientation
A customer oriented business is one that puts the customer at the heart
of it’s business and realigns it’s strategy, systems, structures,
people and leadership around customers. Often known as marketing-led,
organisations which observe this orientation take both the needs of the
internal and external customer into consideration and concentrate on
customer retention and lifetime value, rather than a transactional
approach. “The very core of marketing is the customer. The customer
is the reason for an organisations existence, and customer satisfaction
is the source of the organisation’s profits.” (Fifield and Gilligan).
Recent trends had not been seeing customers buying shoes for life,
rather that they were buying shoes for current fashion needs and were
probably not looking towards keeping such for long periods. Clarks
have tried to address this by offering a choice of fashionable ranges
and trying to target customers with more disposable income.
2.2 What is competitive analysis and how can it help a firm refocus?
If Competitive strategy “ is the search for a favourable competitive
position in an industry……to establish a profitable and sustainable
position against the forces that determine industry competition”
(Porter), then competitive analysis is the process by which the
strategy is analysed to ascertain whether or not the firm does have an
advantage over others in it’s industry or sector. According to Grant,
there are three main target areas for the analysis of the organisation
1. Goals and values
2. Resources
3. Organisation and systems.
Grant believes that these areas need to be addressed before
environmental factors are introduced, the processual approach. Whilst
Johnson and Scholes would combine 2 and 3 and introduce the environment
as the third major factor into the analysis at the start, the classical
approach.
For the purposes of this dissertation, the author will take the second
approach (Johnson and Scholes) and discuss the factors pertinent to be
analysed within
1. The environment
2. The organisation’s resources (including competencies and capability)
3. Expectations and purposes.
2.2.1 The environment
The environment within which the organisation operates is a “complex
commercial, economic, political, technological, cultural and social
world.” (Johnson and Scholes) No longer are firms, such as Clarks,
operating in a local market, but on a global scale with global
competitors. Whilst this dissertation aims to look at the effect on
the Clarks branded adult shoe and sales within the United Kingdom (UK),
it cannot ignore trends in global manufacturing and how this has
impacted on trends within the UK. The research section will,
therefore, look at political, economic, social and technological (PEST)
factors and their impact on Clarks. It will also comment on the nature
of the environment and try to ascertain an understanding of the
immediate environment in which it operates, using Porter’s “Five
Forces” analysis “so as to provide an understanding of what forces
influence degrees of competition and opportunities for building
competitive advantage” (Johnson and Scholes). The five forces are
1. Threat of entry
2. Threat of substitutes
3. Bargaining power of suppliers
4. Bargaining power of buyers
5. Competitive rivalry
A competitor analysis will not be undertaken as it does not come within the scope of this dissertation.
2.2.2 The organisation’s resources (including competencies and capabilities)
How well the organisation operates in it’s environment is dependant
upon the internal and other resources available to it and the
efficiencies within which they operate. In order to better understand
resources and their dependencies, Porter developed the concept of the
value chain, a diagnostic tool for determining competitive advantage by
looking at how internal factors affect the company’s competitive
scope. Supported by value added activities (primary and secondary) the
value chain should add value to the firm. It is important to analyse
the value added activities and managing the linkages within the value
chain, because these are the areas which can often be improved
upon. Primary activities relate to the firms infrastructure, human
resource management, technological developments and procurement.
Secondary activities support the primary ones and include logistics and
transport, operations, marketing, sales and service. Provided that the
resources are sufficient, Porter argues that the firm should be capable
to “perform at the level which is required for success” (Johnson and
Scholes) thus ensuring a “strategic fit”.
As with all organisations, there will be activities which are pertinent
to it’s success, these are known as core competencies. It will be
prudent to ascertain Clark’s core competency/ies because awareness of
this aspect enables an organisation to better exploit such for
competitive advantage and future success.
2.2.3 Expectations and purpose
An organisation has many stakeholders interested in it and these
stakeholders have a direct impact on the profitability of the
company. Johnson and Scholes maintain that consideration should be
given to the following questions: “whom should the organisation serve,
how the direction and purpose should be determined?” It is possible
that the misunderstanding/ misinterpretation of one or the other of the
posed questions that can lead to an organisation’s downfall, therefore,
if an organisation is to adapt for the future then these questions need
to be addressed.
It would not be unusual for a traditional company to need to adapt to
continue profitably in the future. Established 170 years ago, at the
beginning of the industrial revolution, Clarks as an organisation must
have been a party to considerable change. The fact that it continues
to trade and is entering the global market (www.clarks.com) shows that
it must have been forced to adapt for the future, but whether this was
a gently emerging adaptation or a sudden change, would need to be
explored further. Either way, the organisation would need to
communicate effectively with it’s existing and potential external
customers.
2.3 What is advertising?
“Advertising is the most visible….component of the communications
mix…defined as the paid presentation and promotion of products or
services through mass media such as television, radio and newspapers.”
(Doyle)
Advertising may be used for a number of reasons with the objective to
increase market share and thereby profits high up the agenda as well as
raising brand awareness and perception of the brand. Most important is
the identification of the target audience and then successfully
communicating to them, paramount to the success of an advertising
campaign. It would not be uncommon for such advertising action to take
place following a strategic review.
Dr Steinbrecher (Doyle) “offered ten commandments which successful advertising messages usually obey
1. Attract attention
2. Visual clarity
3. Concentration
4. Comprehension and credibility
5. Positive emotions
6. Unity of style
7. Match the clients world
8. Differential advantage
9. Images rather than words.”
Some of the above will be tested in the research section of the dissertation.
2.4 Summary of chapter two.
In chapter two, the author explored, by way of a literature review, the
rationale that there was a link between the undertaking of a
competitive analysis and the change in fortune of Clarks. An overview
of Clarks was given and the author tried to determine it’s original
business orientation. Competitive analysis and turnaround techniques
were taken from the fields of strategy and operations and the benefits
of marketing advertising discussed.
Having reviewed the literature in respect of the following research aims:
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
The author suggests that for a company to become successful, having
experienced a downturn in profits, a complete strategic review is
necessary. This, in turn may cause the company to rethink both it’s
structure and orientation and take on a more marketing-led outlook and
put more focus on advertising. This reconfirms the basis of the
proposition offered in chapter one
that there is a link between the undertaking of a competitive analysis and the change in the operating profits of Clarks
and will be explored in more depth in chapter three by the undertaking of primary and secondary research.
Chapter three – Methodology
Chapter two looked at the literature used to inform the author upon the
subjects of strategy, operations and marketing in order to address the
research aims
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
and it reconfirmed the authors belief in the proposition stated in chapter one
that there is a link between the undertaking of a competitive analysis and the change in the operating profits of Clarks.
The author will progress the belief in the proposition, by undertaking
primary and secondary research which is discussed further in chapter
three.
3.1 Approach to research
Chapter three shows the approach taken to marketing research in order
to investigate the above aims. Marketing research is described as:-
“the systematic design, collection, analysis and reporting of data and
findings relevant to a specific marketing situation facing the
company.” (Kotler, 1997)
It is emphasised here that the research was based on one company only,
and therefore any results obtained will be limited to that organisation
and not the industry as a whole
This chapter also discusses the research methods considered and those
chosen, together with an overview of the approach. Choosing the
pertinent methods for research is critical for validating findings and
methods employed will also be dependant upon the outcomes required.
3.2 Research methods
Research methods may be collected generally, in two categories, primary
research (self-initiated and gathered) and secondary research
(information that has already been accessed). Both methods may be used
to facilitate research objectives and can be used side by side.
Methods chosen may be quantitative, qualitative or a mixture of both.
Quantitative data is scientific in nature and means and averages
calculated to prove or disprove a theory. Usually using a self
administered, or researcher administered questionnaire, the findings
should be easy to replicate. Qualitative data tries to look for the
reason why things are done and is very subjective, usually undertaken
in a setting conducive to research to try to work out why things happen
as they do.
3.2.1 Secondary data
Aaker and Day (1990) state that the availability of secondary data is
often sufficient to answer the research question, and Webb (1995)
suggests this data should be consulted before commencing primary
research.
As Clarks is a privately owned organisation useful sources of
information, such as the corporate annual report and accounts, are not
in the public domain, nor is any marketing literature, internal or
external surveys available publicly.
This type of research is useful as it can be used to redefine/
reconfirm primary research findings, give an opinion from a wider
sample and provide key information which could not be elicited from the
author’s primary research.
Books, journals, articles and the world wide web also contributed to
the research subjects, subjects included corporate strategy and
Marketing.
3.2.2 Primary research
Primary research is generally either deductive, quantitative in nature,
relying on analysis of literature or inductive, more qualitative in
nature, letting the data speak for itself, with research undertaken in
everyday settings and the analysis being more subjective. The author
wished to use a mix of both qualitative and quantitative data.
Questions asked during the primary research stage cantered around the
research aims, and were mainly addressed by way of a semi-structured
interview with the Manager of Clarks (26 July 2004) and a further
semi-structured interview with 20 adults known to the author in the
local area.
3.3 Methods of research considered
3.3.1 Telephone survey
This method is often used in the business to consumer market as an 80%
response rate is not uncommon (Rust et al 1996). The author dismissed
this approach as it is less personal than a one to one approach and it
is hard to build up a relationship with the interviewee, this was
required to break down barriers and elicit off the cuff remarks.
3.3.2 Observation
Observations may be tangible or intangible. Intangible data relates to
the behavioural aspects of studies such as the work style of people,
attitudes to customers and so on, with the observer taking a completely
unbiased approach. The author spent just under an hour in a Clarks
store, discretely observing customers perusing and purchasing
footwear. Tangible observations may be gathered by observation, such
as posters on walls, adverts in magazines, television commercials and
so forth, this method was also employed.
However, observation only offers the easily distinguishable features
from the external point of view – what the company wants you to see.
Gummesson (1991) likens the company to an iceberg, showing only 10 -15%
of it’s mass above water.
3.5.3 Questionnaires
Questionnaires tend to be used when a large sample of the population is
required and a qualitative analysis preferred. The advantage of this
method is that the researcher is not limited to one geographical area,
whereas the disadvantages are that
• There is no guarantee of a response
• Response rates are often as low as 25%
• There is no proof that the addressee actually completes the questionnaire
• Costly to print and post
• You cannot relate to the person completing the questionnaire
• Time constraint
However, the author wished to use a more personal approach as attitudes
pertaining to buyer habits and attitudes were required. The author,
therefore, dismissed this approach in favour of a semi-structured
interview.
3.5.4 Interviews
The interview method is effective in gauging the views of the
interviewees on a particular subject. The interviewee must remain
detached from the subject, so as not to bias the respondent, whilst at
the same time trying to build a bond to enable them to feel at ease and
freely express themselves.
Interviews are structured or semi-structured. Structured interviews
are formal with standard questions being asked. Whilst administered by
the interviewer, to enable the meaning of questions to be explained if
necessary, it does not lend itself to allow for elaboration of
information. This method was discounted for this reason.
Semi-structured interviews are also researcher administered, but allow
for additional comments and views where necessary. Esterby – Smith et
al state that this “method is used primarily in situations where the
aim is to understand the beliefs and values of the interviewee in
relation to a particular situation.” The author felt that this was
particularly appropriate for their was an underlying assumption that
the recent heightened marketing campaign had changed peoples
perceptions with regard to the purchase of footwear.
3.5.5 Exploratory research
A one to one meeting with the Employee Relations and Human Resource
Manager was established and undertaken on 26 July 2004. This meeting
was used to gauge an understanding of the company Clarks and it’s
approach to strategy and marketing. The advantage of this approach was
that the discussion held provoked spontaneity and it became apparent
that there had been strategic issues to address and that an active
marketing campaign was a tactic to help overcome such issues.
3.5.6 Strategic analysis
The author undertook a strategic analysis, using PEST, five forces and
value chain techniques on Clarks, taking into consideration known
factors and assuming additional factors to try and ascertain an insight
into the competitive strategy used The disadvantages of this approach
are that the author does not work for the company and did not have
access to more than one senior member of staff in order to ask the
pertinent questions. In addition, the general public can only comment
on shopping habits and their ‘brand association’ so strategic
questions, obviously could not be asked.
3.6 Structuring the survey
Following the interview with the manager at Clarks the author had
formulated sufficient insight into the company in order to undertake a
Five Forces and Value Chain analysis, whilst the details are discussed
in more depth in the results chapter, it is sufficient to say that the
author had deduced that Clarks had undergone a turnaround strategy and
was starting to become more marketing-led.
Throughout 2004 there were numerous awareness campaigns, television,
magazines, posters and the author wanted to ascertain whether this
increased coverage had changed the buyers purchasing habits with regard
to shoes or their perception, if one existed, of Clarks as profits have
been continually rising over the last few years.
3.7 Questionnaire format
The questionnaire was self constructed based upon the second aim
2. To determine whether the strategy determined has been a success in the eyes of the public
Having designed the questionnaire, it was then moderated by two professional associates, not employed by Clarks, to ensure
• That questions were clearly understandable
• That open questions were inquisitive and not intrusive
• Monitor flow between themes.
3.6.4 Final Questionnaire
Questions were kept as simple as possible, thus ensuring that they
would be easy to understand. It was also helped to relax the
interviewee to aid facilitation of further comments where necessary.
Aaker et al state that in sequencing a questionnaire the following
guidelines are helpful
• Initial questions posed should be non threatening, this helps the
researcher and respondent to establish a rapport and builds the
respondents confidence
• The questionnaire should flow smoothly from one topic to the next without sudden breaks
• More specific questions should follow on from broader ones
• Sensitive questions should be left to the end.
The questionnaire, therefore commenced by ascertaining awareness of the
Clarks Brand and then enquiring into their footwear buying habits , to
ensure that the respondent was confident talking about their purchasing
habits. Questions relating to the aims were then asked and the
respondent could answer them as closed ended, or more specifically if
they preferred. It was the author’s intention to let the respondent
dominate and not oneself.
The questionnaire concluded with questions relating to more sensitive
issues relating to annual income, as the author suspected that there
may be a link between the interviewees’ financial situation and the
amount of shoes purchased.
3.6.5 Sampling
Jankowicz (1995) defines sampling as “the deliberate choice of a number
of people…who are to provide you with data from which you will draw
conclusions about some larger group.”
For the questionnaire the author was reliant upon the goodwill of
subjects known to the author, which had been chosen as they were
perceived to represent the section of the public currently being
targeted by the Clarks campaign (Lynn Benfold), aged between 18 and 35.
3.7 Administering the research
The research was undertaken on the following days
26 July 2004 One to one interview at Clarks Head Office
July 2004 – March 2005 Tangible observations, TV, advertisements
March 2005 Strategic analysis
19 March 2005 Tangible observations in Clarks shop
19 – 22 March 2005 Semi-structured interviews (20)
A broad range of techniques was used as the author wished to ascertain
the competitive strategy of Clarks and test it’s effectiveness, through
customer research.
3. 7.1 Assumptions of the research
Many assumptions were made during the competitive analysis of Clarks,
based on the authors perceptions from information found in the public
domain and elicited via the company. These will be discussed during
the section “Findings.” With regard to the semi-structured interview
it was presumed that the customers surveyed had all heard of Clarks and
seen at least one of their advertising campaigns, either printed or on
television.
3.8 Critique of approach
On reflection, with regard to determining aim one
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
whilst the approach taken was the most suitable for the subject, the
information used for the PEST, Five Forces and Value Chain models and
ideal in ascertaining competitive advantage, the author felt that there
was a considerable gap in first hand knowledge of the operations of the
company and many assumptions were made. It was the author’s intention
to analyse and comment on the competitive strategy, and apparent
success of the ‘turnaround’ of the company Clarks. In that regard it
would have been more successful, if the author had been able to have
one to one interviews with key managers or directors covering at least
the strategy, marketing and operations functions.
On the other hand, with regard to determining aim two
2. To determine whether the strategy determined has been a success in the eyes of the public
the tangible observations and semi-structured interviews were
successful. There was a good assortment of tangible observations and
the semi-structured interviews saw a lot of positive comments made
about Clarks, discussed further in findings.
An established and traditional family firm, there was a genuine
interest in the subject at the commencement of the interviews. A
heightened marketing awareness programme throughout 2004 aided the
tangible observation approach and the interviewees’ replies.
3.9 Summary of Methodology
The author would like to point out that the research undertaken was
purely exploratory based upon a single company and not a sector,
therefore the issues are only explored within Clarks in the UK and
cannot be assumed to reflect the case in other similar organisations.
Research is backward looking, whilst strategy is looking forward to the
future. Whilst it is assumed that Clarks started out as a production
oriented company and are moving towards being a customer oriented
company that is more marketing –led, is only an opinion at this point
in time and to comment further on the competitive approach will require
further research, undertaken with key director buy-in..
3.10 Summary of chapter three.
This chapter has discussed the methods considered for the primary and
secondary research and those undertaken to best address the aims of the
dissertation
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
A critique of the approach was offered.
Chapter four will look at the results and discuss the findings for each
of the approaches undertaken within the primary and secondary research
methods undertaken.
Chapter four - Results
4.0 Approach to research
Chapter three discussed the methods considered for the primary and
secondary research and those undertaken to best address the aims of the
dissertation
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
Chapter four will now look at the results and discuss the findings for
each of the approaches undertaken within the primary and secondary
research methods undertaken. Both research methods were undertaken to
give as much scope as possible.
Primary research took the following approach
• One to one interview with Clark’s manager 26 July 2004
• Tangible observations 19 March 2005
• Semi – structured survey 19 March – 22 March 2005
• Intangible observations 2004/2005
Secondary research took the following approach
• A review of 10 years annual reports (Appendix I)
• An internet search
• A Five Forces and Value Chain Analysis (Porter)
4.1 Primary research
4.1.1 One to one interview with Clark’s manager 26 July 2004
The researcher does not have this, but the customer has them in his possession, feel it pertinent to give an overview
4.1.2 Tangible observations 19 March 2005
The author spent up to one hour in the local Clarks store, using the
mystery shopper technique of anonymous assessment. The author was
posing as a potential purchaser of a pair of modern business shoes, but
was really interested to note the perceived demographics of the other
purchasers in the store and their purchasing habits. Working on the
premise that the target audience of the recent advertising campaigns
was the professional 18 -35 buying shoes for themselves, the author
wished to observe whether these were indeed the shoppers of today.
During the period of the hour, the majority of the visitors to the shop
were young families, buying shoes for their children and over 50’s. To
sum, those who had traditionally bought their shoes from Clarks. In
fact during the hour, only two women, in their early twenties entered
the shop to peruse shoes and only one of them bought a pair of shoes
(modern style boots), whilst nearly all of the families (in excess of a
dozen) bought at least one pair of children’s shoes. No single men,
between 18 to 35 entered the Clarks shop during this period.
4.1.3 Semi – structured survey 19 March – 22 March 2005
The semi-structured survey was undertaken to ascertain the public’s
awareness and perception of Clarks as a brand. The survey was
restricted to adults between the ages of 18 and 35 as these had been
the focus of Clarks recent advertising campaigns. The survey took
place over four days and each one was fairly informal as the author was
known to each of the participants. It is worth noting here, that
whilst the author was familiar to the interviewees, in no way were
these candidates shopping habits known to the interviewer. The
interview questionnaire and results can be observed in Appendix II.
The initial question saw 100% of the interviewees acknowledging that
they had heard of the brand, which was the expected result, given it’s
prominence on most high streets. However, the author included this
question to enable the candidates to relax. Questions 2 to 9 were
trying to ascertain buyer behaviour. Of the twenty questioned, seven
were men and thirteen women and all bought at least three pairs of
footwear per year, but only six of the interviewees shopped at or
bought the Clarks brand shoes. Many had purchased using the internet,
but no one had viewed the Clarks website. Those that made regular
purchases at Clarks tended to buy casual or work wear shoes but no one
would consider buying special occasion shoes from Clarks, and yet 50%
were prepared to pay up to £100 for special occasion wear and 25%
didn’t even think about the cost.
Questions 10 to 11 progressed to gauge awareness of the recent
advertising campaigns. In all accounts, the scores were really low.
The “my shoes” campaign saw only two interviewees vaguely recalling
adverts in the Sunday papers and no one appeared to be bothered about
looking at poster campaigns on the shop walls. One interviewee said
that they “go to shop for shoes, not look at posters!” With respect to
the very latest campaign, two of the men recalled the lady putting on
stockings in the Preston is my Paris campaign, and the others only
recalled the adverts after a prompt from the author.
With respect to the perception of Clarks competitive advantage, “good
quality shoes”, “friendly staff” and “great shoes for kid” were the
main responses given.
Finally, fourteen out of twenty interviewed spent in excess of £200 on
footwear each year and over twelve of those surveyed earned more than
£25,000 per year.
Whilst this was just a small sample of the population, all questioned
were within Clarks target age range. Those who bought footwear from
Clarks tended to buy the traditional casual shoe or work wear. Non of
the interviewees would consider Clarks shoes for special occasions,
although 75% were prepared to spend over £50 and 66% spent over £200
per year on shoes. The recent advertisements had either not been seen
by most, or at the very least remembered and perception of Clarks was
still oriented towards good quality and children’s shoes.
4.1.4 Intangible observations 2004/2005
There are four main types of observation of note, during the period
2004 to 2005. Firstly, there is the style and layout of the Clarks
stores in the UK and the posters on the wall advertising the shoes.
Secondly there is the ‘my shoes’ television and magazine campaign of
2004 and thirdly the more recent television advertisements ‘Nottingham
is my New York’ and ‘Preston is my Paris’ campaigns and the website
www.clarks.co.uk.
During the earlier period of 2004, the layout and advertising within
stores was very traditional Clarks. The message that one might have
perceived from the posters was that Clarks is about shoes for the
family and this was backed up by the presentation of the footwear
within the stores. Today, however, there is a much more modern style
to the interior. Poster campaigns emphasis the person wearing the
shoe, middle income/ professional, rather than the more family oriented
approach. In fact, much emphasis is given to the classy background
behind the models with less emphasis on the foot. Footwear chosen for
these posters are more modern, such as the casual style for the man at
the marina, whilst a high class sandal for the lady by the classical
pillars and expensive shoes for the wedding poster. This is backed up
by a more modern accessorised look within the store, with shoes and
matching bags taking equal place, akin to the more ‘upmarket’ Russell
and Bromley.
The ‘my shoes’ campaign throughout the early part of 2004 and into the
summer, was probably the first move towards an understanding of the
person wearing the shoes rather than the shoes themselves. The
campaign, on both national television and in the weekend and glossy
magazines, showed how twenty and thirty year old men and women, mostly
parents, were proud of their new shoes. It is interesting to note that
when these men and women were children the advertising would have shown
how the children were proud of their new shoes. The ‘my shoes’
campaign, therefore, tried to turn this perception on it’s head.
However, it is the most recent television advertising campaign that
tries to get away from the traditional family appeal of Clarks by
targeting young professional women. The ‘Nottingham is my New York’
campaign features the song ‘New York City Girl’ and the viewer is
almost led to believe that the girl is in New York, until the punch
line ‘Nottingham is my New York’ is heard. Similarly, the ‘Preston is
my Paris’ campaign has a similar slant, with the song ‘Mimi’ in the
background the viewer is lulled into feeling that the girl is both
French and in Paris, until her northern accent gives the game away at
the end (similar imagery/ style to the Boddingtons’s beer
advertisement).
The website www.clarks.co.uk is another tangible observation, which the
author and others can view. Taking the style of a catalogue the shoes
are the most important feature, however the younger 18 to 35 year old
male and female are present on the site, though not the young
professional of the most recent adverts. The website takes pride in
the history and development of Clarks and it’s traditional approach to
innovation and quality. So whilst the viewer can observe the most
recent television commercials on the site, much emphasis is given to
the past, so it does give a mixed view of the company.
The tangible observations are important, because they help the observer
to form an impression of the company and it’s products, they also
formed the basis of a number of questions on the semi-structured
survey.
4.1.5 Limitations
The limitations of the approaches and methods used for the primary
research are that it is based on the perceptions and feelings of the
author. The author may not be typical in interpretation of
observations and others may perceive actions, advertisements and so on
in a different light. The author has tried to address this by asking
related questions in the semi-structured survey. In particular, the
observation in the store took place on one day and within one hour and
it is quite possible that the sample of shoppers through the door
during that time may not have been the typical profile of Clarks shoe
purchasers.
4.2 Secondary research
4.2.1 A review of 10 years annual reports
The researcher does not have this ( the customer has them in his
possession) feels it pertinent to give an overview i.e ratio analysis,
liquidity ratios, profitability ratios, investment ratios and
efficiency ratios, costs/income pertinent to adult shoes.
4.2.2 Analysing the environment
Clarks has been operating for over 150 years and there has been a
considerable change during that time. Whilst this dissertation is
looking at the UK, the customer has changed considerably over the
decades. In some respects the environment is relatively stable, in
that there will always be a need for footwear, whilst on the other
hand, there are more retail outlets supplying a wider range of footwear
than ever before. Throughout it’s history Clarks has been determined
to be at the forefront of technology by developing materials for soles
however, manufacturing processes have become more complex and the
availability of the work force no longer limited to the UK.
Politically, Clarks are relatively lucky, compared to foreign
competitors, that the UK has a relatively stable government system and
regulated trade environment in which to operate.
Economically, the ever increasing interest rates for business,
inflation and a UK public with more disposable income has had an impact
on profits. It is becoming increasingly difficult to maintain a
manufacturing base in the UK, whilst competitors are taking advantage
of cheap labour in foreign companies. Clarks have been reviewing the
manufacturing side of the operations for some time and on 11 January
2005 announced that it was reluctantly moving it’s manufacturing base
to the Far East in the summer of 2005, with a potential 90 people being
made redundant. (www.bbc.co.uk) Clarks feel that by taking this
action, it can manufacture more cost effectively, whilst not
compromising quality. In addition, much of the population has a higher
disposable income than in the past and Clarks want to attract cash rich
buyers to buy more of their shoes.
Social factors within the UK have contributed to this, with the
increase in students taking further and higher education; there are a
diminishing number of people willing and available to take on factory
work. This in turn drives up the price needed to remunerate the staff
for their loyalty. By switching production to the Far East, where
expectations and levels of education are lower and birth rates higher,
Clarks hope to maintain a profitable situation. With consumerism on
the increase and sales of shoes continually rising (customers research)
there is a high demand for quality fashion shoes.
Technology and Innovation has always been key to the past success of
Clarks. Clarks have recognised that this is their core competence and
intend to retain this function within the UK, to maintain control.
The threat of entrants to the shoe market is high. Not only are there
more UK shoe companies within the UK and the foreign imports to contend
with, but the fashion and sports wear sectors also offer footwear. The
traditional shoe shop is, therefore, not necessarily the obvious place
to visit when deciding to make footwear purchases. The cost of entry
is relatively low if production can be secured in a lower cost country
and there are more distribution channels than ever. It is not just a
local economy, but a global one, not just shoe shops but fashion and
sportswear chains and the internet and so forth.
The power of buyers and suppliers is high as there are more buyers than
before, with the global economy opening up and many more outlets for
footwear than ever before. Purchasers can buy footwear from a range of
suppliers and the cost of changing brand is nothing to the customer, in
fact they are more likely to shop around for the best prices. To
conclude, it is a buyers market and the supplier needs to do it’s best
to entice the buyer to it’s product.
The threat of substitute is probably medium. When the customer needs
footwear, s/he will purchase footwear. However the threat of generic
substitution could be high where the footwear is being purchased as a
fashion accessory rather than a need.
Competitive rivalry may be perceived as high as the market growth rate
for shoes is increasing (customers notes). This has forced Clarks to
review it’s own growth in the market place and pertinent decisions
made, to re-locate the production to lower costs and the creation of a
new advertising campaign to target the 18 – 35 customer, which it
believes has more disposable income.
There is no evidence in the public domain for collaboration.
4.2.3 Resources, competencies and strategic capability.
The author was not able to undertake a full resource audit, as there
was very limited access to Clarks staff and determining competencies
was deduced from information in the public domain, website, and
following information from the BBC report. The fact that Clarks has
chosen to retain the research and development function within it’s UK
head office suggests that this is the core competence. Still today a
family run firm, the management is also to remain in the UK. A
discreet phone call to the company (21/03/2005) determined that the UK
also retains a marketing function, which has been enhanced to oversee
the heightened advertising activities. The author believes that the
distribution function remains at the UK site (distribution referenced
on BBC report), but of course, the inbound-logistics side is presumably
outsourced alongside the manufacturing.
With reference to the value chain, all elements of the support
activities remain, whilst the production and inbound logistics are
outsourced.
The Clarks family obviously believe that they are still the best people
placed to manage what is now a global company, and marketing that
company to a new UK target audience. Product innovation has always
been a key driver, and of course that stays too.
The changes are still in the process of being undertaken, it is not
possible to say whether it will be a success. The author predicts that
success will probably be determined by the interdependencies if the
linkages of the new chain – with the Far East.
4.2.4 Stakeholder expectations and organisational purpose
The literature review suggested that there were two questions to be
addressed with regard to organisational purpose, who should the
organisation, serve and how? Traditionally the Clarks’ family have been
the owner managers of the company, which is still the case today.
Perhaps, the issue surrounding who the company serves is in fact them?
It is quite possible for an innovative and design oriented company to
spend more time on developing product quality than looking at customer
needs and communicating product choices to them. Recent research (from
customers notes) shows that there is more spending on shoes than in the
past. In fact, spending is increasing more on the higher priced and
fashion shoes than ever before, but probably not on the Clarks brand.
Recent advertising campaigns are trying to show the customer that they
have appropriate shoes for all occasions and that they especially like
the cash rich customer. This would suggest that Clarks have, in fact,
undertaken an analysis of the shoe buying public, or that they have
purchased some research. It is too soon to say whether this has had an
impact, but the author will try and determine to an extent through the
semi-structured survey and observations taken.
4.2.5 Competitive strategy
It is well documented that Clarks were one of the fore fathers of shoe
design and that they have been supplying the footwear market for over
150 years. Historically, there have not been many competitors in the
UK market. Over the last few years, the market within the UK has
expanded and global imports are now available to purchasers. Perhaps
the organisational culture is such that it has taken for granted
assumptions about the customer and appear to have been unaware that the
customer has more choice now, so is not restricted to Clarks shops and
it’s ranges. Until recently, Clarks have not tried to address this.
It is the author’s opinion, from the analysis preceding , that Clarks
has determined upon a defender strategy, to defend it’s place at the
top end of the UK shoe market and will go on to maintain it’s place.
4.3 Limitations to the secondary approach
Limitations to this approach are that it is based on the interpretation
of figures and events as understood by the author, albeit using
credible publications as the source. Semi-structured or formal
interviews with a broader section of Clarks management may have given a
more detailed insight into the organisation, thereby lessening the
number of presumptions made.
4.4 Summary of chapter four
Chapter four reviewed the results from the methodologies used and
reviewed the findings for each of the approaches undertaken, namely
primary and secondary research. Both research methods were undertaken
to give as much scope as possible. The author believes that Clarks
were using a defender strategy.
The findings will now be reviewed, in chapter five, against the aims of the dissertation
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
And the author will attempt to ascertain whether or not the proposition
That there is a link between the undertaking of a competitive analysis and the change in the operating profits of Clarks.
holds true for the case study, Clarks.
Chapter Five - Analysis/ discussion
Chapter four reviewed the results from the methodologies used and
reviewed the findings for each of the approaches undertaken, namely
primary and secondary research. Both research methods were undertaken
to give as much scope as possible and limitations to each method used
were offered.
The findings will now be further reviewed against the aims of the dissertation
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
And the author will attempt to ascertain whether or not the proposition
That there is a link between the undertaking of a competitive analysis and the change in the operating profits of Clarks.
Holds true for the case study, Clarks.
5.1 AIM 1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy.
It would appear from the research undertaken; using PEST, five forces
and value chain analysis that Clarks has undertaken a full strategic
review and that has resulted in a change of tactics. Falling profits
had meant that Clarks had to adapt to it’s business environment and
become more customer focused. It had attempted to save costs by
outsourcing production and (customers notes …had employed new designers
and undertaken an advertising campaign to target 18 – 35 year olds).
Historically Clarks has operated in a narrow market with the top
management experts in their fields of innovation and shoe design and
has not had to be aware of competitors or changing shopping habits.
They have already realised that this complacency cannot last, and so
the author believes that Clarks have undertaken a Defensive strategy.
This would ensure that they lose no more market share. In typical
defensive style (Miles and Snow) external competition has forced them
to become customer rather than product oriented. The question of how
to produce and distribute goods efficiently has arisen and a decision
has been taken to outsource to the Far East. Internally, it would
appear that the marketing function has been given more prominence and
authority to undertake radical new advertising campaigns, featuring the
person who wears the shoes, rather than the shoes themselves.
The author believes that the fist aim, to determine the approach taken to competitive strategy used, has been successful.
5.2 AIM 2. To determine whether the strategy determined has been a success in the eyes of the public
The author believes that success cannot be determined at this point in
time. Whilst the approach to strategy can be determined, the tactics
used are not all in place. The production department has not yet
moved, although it is imminent and there appears to be a current lull
in the television and magazine advertising campaign. The sample
surveyed, representing Clarks target audience, whilst small in number,
was not very aware of the advertising campaigns over the last year.
This could suggest that further activity may be needed in this regard
throughout the regions.
5.3 Does the proposition hold true?
Proposition
that there is a link between the undertaking of a competitive analysis and the change in the operating profits of Clarks
The author believes that the proposition holds true for the case study Clarks.
5.4 Summary of chapter five
Chapter five reviewed the findings from chapter four against the aims of the dissertation
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
2. To determine whether the strategy determined has been a success in the eyes of the public
It was found that whilst the first aim was successfully achieved, the
author felt that it was too early to comment on the second aim. It was
then attempted to ascertain whether or not the proposition
that there is a link between the undertaking of a competitive analysis and the change in the operating profits of Clarks.
Holds true for the case study, Clarks, and found that this was, in fact the case..
Chapter six – Conclusions
Chapter five found that aim one of the dissertation
1. To conduct an analysis of Clarks to determine the approach taken to competitive strategy
was successfully achieved, whilst felt that it was too early to comment on whether or not aim two
2. To determine whether the strategy determined has been a success in the eyes of the public
was successful, although indications were that it would become so. The
author also concluded that, in respect of the case study Clarks, the
proposition
that there is a link between the undertaking of a competitive analysis and the change in the operating profits of Clarks
Did hold true.
The author would like to re-address the limitations, namely
• that the research was undertaken with very little first hand information and presumptions were made
• that the analyses undertaken were in respect of one company,
Clarks, and cannot be used as a benchmark against other companies in
the footwear or fashion industries.
Chapter seven - Appendices
Appendix 1
Year Profit £m
(before tax) Operating Profit £m Turnover £m
1990 35.0 0 600.0
1991 17.8 0 606.0
1992 19.5 0. 594.0
1993 0.1 18.2 625.0
1994 20.8 27.6 655.0
1995 19.6 19.0 684.0
1996 24.8 24.5 722.0
1997 (0.4) high exception costs 33.6 727.3
1998 35.0 39.4 743.1
1999 6.3 42.5 792.2
2000 39.2 50.4 831.6
2001 36.8 52.5 875.9
2002 46.8 60.2 937.0
2003 48.4 68.3 932.7
2004 62.7 77.4 943.1
Appendix II
Semi – structured survey
Question 1. Have you heard of the Clarks brand of shoe? Yes/ No
20/20 Yes
Question 2. Are you 18 – 25 or 26 – 35?
18- 25 = 10 (4 men, 6 women) 26 -35 = 10 (3 men, 7 women)
Question 3. How often do you buy shoes/ footwear per year for yourself? 1, 2, 3, 4 or more?
12 said 3
2 said 4
6 said more than 4
Question 4. Do you buy your footwear from Clarks? Yes/ No
6 said yes
14 said no.
Question 5 (if yes to 4) Do you buy all your shoes from Clarks, or specific types?
None of 6 bought all their shoes from Clarks
4 said various types’ e.g. casual, work wear
Question 6 (if no to 4) Is there any reason why you don’t buy from Clarks?
“Reminds me of school days” “not trendy”” “Like designer labels” “hard
to find shoes to match women’s suits” “buy from the Next catalogue when
ordering my clothes”
“Like Mr Shuh” “shop full of kids and pensioners” “I find it hard to
get good fitting shoes, wide feet so go to a specialist shop in London”
“old fashioned”
Question 7. How much would you spend on a pair of work shoes? <£30 or >£30
16/20 said more than £30
Question 8. If you were buying a pair of shoes for a special occasion, where would you go?
“Russell and Bromley” “internet for designer brands like Jimmy Choo,
Manolo Blahnik” (7 said answers like this) “I’d shop around town to see
what I found” “Harrods” “Probably where I bought my outfit” “internet
“ catalogues”
Question 9. How much would you spend on a special occasion pair of shoes?
5 under £50
10 between £50 - £100
5 don’t worry about the cost
Question 10. Have you ever looked at the Clarks web site? Yes/ No
All 20 said no
Question 11. Are you aware of the recent advertising campaigns?
i) “My shoes – i.e where the adult is proud of his/her new shoes?” Yes/ No
2 said they thought they recalled something in the Sunday magazines.
18 said no.
ii) Poster Campaign in store? Yes/ No
Of those who shopped at Clarks, non had particularly noticed the posters
iii) Nottingham is my New York and Preston is my Paris?
These adverts had not been on the television for a while, so awareness
was low, but after prompting many did remember. Interestingly, 2 of
the men recalled the Preston is my Paris advert instantly recalling the
stockings!
Question 12. What do you believe to be the competitive advantage for Clarks?
6 Don’t know/ not sure they have an advantage
3Good quality shoes
8Great shoes for kids
3 Staff are friendly
Question 13. How much do you reckon you spend on footwear each year?
Up to £50, £50 - £100, £100 - £200, more than £200
0 2 4 14
Question 14. Do you earn more or less than £25k?
8 said more
12 less
Chapter Eight - Bibliography
Books/ Journals
Aaker, Kumar, Day (1995)
“Marketing Research” (5th Edition) (New York, John Wiley and Sons: 1995)
Brassington, F, Pettitt, S (2000)
“Principles of Marketing” (2nd Edition) (Essex, Pearson Education Limited: 2000)
Donaldson, B (1995)
“Customer Service as a Competitive Strategy” Journal of Strategic Marketing, Vol.3 No.2: June 1995
Doyle, P (1998)
“Marketing Management and Strategy” (2nd Edition) (Hemel Hempstead, Prentice Hall: 1998)
Drummond, G, Ensor, J, Ashford, R (2003)
“Strategic Marketing: Planning and Control” (2nd Edition) (Oxford, Butterworth Heinemann: 2003)
Egan, C (1997)
“Creating Organisational Advantage” (3rd Edition) (Oxford, Butterworth Heinemann: 1997)
Gill, J, Johnson, P (1997)
“Research Methods for Managers” (2nd Edition) (London, Paul Chapman Publishing Limited: 1997)
Grant, R (1992)
“Contemporary Strategy Analysis” (2nd Edition) (Cambridge Massachusetts, Blackwell Publishers: 1992)
Gummesson E (1991)
“Qualitative Methods in Managerial Research” (Newbury Park, Sage: 1991)
Johnson, G. Scholes, K (2002)
“Exploring Corporate Strategy” (6th edition) (Harlow, Financial Times, Prentice Hall: 2002)
Kotler, P (1997)
“Marketing Management – Analysis, Planning, Implementation and Control) (9th Edition) (New Jersey, Prentice Hall: 1997)
Lynch, R (2003)
“Corporate Strategy” 3rd edition. (London, Financial Times Pitman: 2003)
Porter, M (1985)
“Competitive Advantage: Creating and Sustaining Superior Performance” (New York, Free Press: 1985)
Rubin, HJ and Rubin IS (1995)
“Qualitative Interviewing – The Art of Hearing Data” (California, Sage Publications Inc.: 1995)
Whittington, R (1997)
“What is Strategy and does it Matter? London, International Thompson Business Press: 1997)
Websites
www.google.co.uk
www.ask.co.uk
www.clarkes.com
www.britfoot.co.uk
www.bbc.co.uk
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