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1. Problems/Key Issues
Difficulty in strategic decision making: Strategic decisions at the company were difficult to make due to the "principled reasoning approach" promoted in the company's leadership courses that called for consensus decisions.
Wrong corporate direction: Difficulty in strategic decision making led the company to the wrong way inserting too much attention on work environment enlightenment instead of corporate benefits as a whole - both value-based and monetary benefits.
Failure to introduce new jeans styles: This problem was caused by the previous issue, wrong corporate direction. Levi Strauss & Company failed to introduce new jeans styles that appealed to consumers aged 15 to 24, who accounted for the largest percentage of blue jeans purchasers. At last, this failure caused company's declining sales and market share in its core jeans business.
SWOT Analysis
Strengths:
The world's largest branded apparel manufacturer
In-depth industry experience and insight
Leader in promoting corporate social responsibility
Weaknesses:
Consensus management style and a management team that was characterized as insular, paternalistic, and quite frankly, a little smug
Inability to keep jeans styles fresh
The reliance on outsourced offshore contractors to operate the business due to its downsizing decision
Opportunities:
Participation within growing apparel industry
Decreased production costs through downsizing
The ability to leverage other industry participants' marketing efforts to help grow general market
Threats:
Competition from its rivals like Gap, Tommy Hilfiger, Polo and other incumbents (threat of intense segment rivalry)
Future/potential competition from new entrants (threat of new entrants)
Substitutes for Levi's products are offered to the market (threat of substitute products)
2. Alternative Actions
Maintain company's democratic decision-making authority
Implement both value-based and monetary intents into corporate culture
Downsize the corporate structure
Bring in new outside managers
Hire a new advertising agency
Announce new styles and subbrands of jeans
Price cutting sales promotion
3. Evaluation of Alternatives
Benefits
Perceived as "good and appropriate" management style in American culture
Participation by all management members
Costs
Difficult to make strategic decisions
Take longer time to make decisions
Might not prevent and address the would-be problems and occurred problems in time
Benefits
Enlightened work environment
Profit making company
Costs
Difficult to implement due to possible uncooperative actions by management
Benefits
Cost competitiveness in long-term
Potentially growing profits in the long run
Costs
Unemployment of company's employees
Severance package expenses paid to laid off workers
Negatively affect local economies
Reliance on outsourced offshore contractors
More difficult to control the production quality
Benefits
Creative/new ideas in management
Costs
Current managers may be laid off or changed their positions within the company
Does not guarantee the better or improved management decisions
Training program expenses
Benefits
New and more creative advertisements can be produced
Can possibly change the brand perception by the targeted customers
Costs
Currently hired advertising agencies will be discontinued
Does not guarantee the success in changing the brand perception
Benefits
Customers have more choices by new styles and subbrands of jeans offered by Levi's
Possible increasing sales and market share
Costs
Might not work effectively since the customers may be loyal to other brands
Take some time to create new brand perception
Benefits
Can increase sales and market share in short-term
Draw a lot customers' attention to Levi's brand in the short period of time
Costs
Not sustainable sales and market share
Affect the brand image of Levi's
4. Recommendation
Strategic Intent
All LS&C employees aspire to be part of a winning organization built on the strong foundation of accomplishments, traditions, and values that [the company] have to inherited and that continue to lead [the company] to commercial success.
Strategic Mission
To achieve and sustain commercial success as a global marketer of branded apparel
Key Result Areas
Corporate direction
Cost-competitiveness
Levi's jeans products
Strategies
Maintain company's democratic decision-making authority
Implement both value-based and monetary intents into corporate culture
These two strategies could help the firm to operate on the right corporate direction by focusing on both value-based and monetary benefits since the firm cannot survive by only one-sided perspective - to be the most enlightened work environment in the world.
Objectives
Downsize the corporate structure
Bring in new outside managers
Hire a new advertising agency
Announce new styles and subbrands of jeans
These four strategies could help the firm to place attention on cost-competitiveness and Levi's jeans products. One alternative action which was not selected, price cutting sales promotion, could ruin the brand image/position perceived by customers. This action is not suitable for the market leader like Levi's in the long run.
For downsizing the corporate structure, the firm has closed down a number of factories and removed some workforce. This step was taken to reduce its cost disadvantage which is considered the right action despite of various costs occurred as explained in evaluation of alternatives part. However, the firm has offered the suitable severance packages to those laid off employees.
Bringing in new outside managers, hiring a new advertising agency, and announcing new styles and subbrands of jeans could address the issue of declining sales and market share. Nevertheless, prevention is always superior to correction. In the long run, Levi Strauss & Company is recommended to pay more management attention on its profits by frequently catching up with the jeans market trends and apparel fashions. It is highly recommended that research and development must be regularly conducted. In addition, the results illustrating the current trends and styles of consumers in apparel industry must be perceived and received attention by management teams in common with CEO of LS&C, Mr. Robert D. Haas.
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