David Jones Limited (DJS), one among Australia’s most well-known and most accepted department stores started in Sydney in 1838 and is a retailer of diversified items ranging from clothes to daily home goods. This report’s purpose is always to provide the David Jones’ Panel and Senior Management advice through the examination of SWOT, resources, functions and strategies with a Balanced Scorecard and Strategy Map as the measurement from the strategies. Portion A-1: David Jones Proper Analysis ” SWOT

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¢ Brand Name, Merchandise and Brand Portfolio

DJS was the first department store nationwide and its black-on-white hounds teeth was judged one of the Australia’s top ten favourite trademarks in 20061.

DJS maintains a wide selection of products and brands ranging from fashion to electric powered goods using a portfolio of over multitude of brands covering international and native labels and also its own inside DJS and DJS As well as brand names.

¢ Services Collection

David Roberts offers at store and financial services to cater for customers.

In store services incorporate personal purchasing, style advisors, beauty and free overall health screening solutions. Financial services provided include David Jones Platinum AMEX, Qantas Frequent Flyers points as well as the DJS Store card. Company services provided include DJ gift cards.

¢ Store Profile

Operates thirty-five stores and two warehouse outlets in metropolitan spots nationally. The four superior Sydney and Melbourne CBD retail real estate are possessed outright with 85, 000 sqm of retail space plus existing leased houses and the opening of new small town format shops in areas with suitable demographics without major buying centre.

¢ Capability to get Fund Raising

Even with difficult retail circumstances, DJS’ balance sheet exhibits good fundamentals exhibited by stable cash flows, low debts to equity and personal debt to advantage ratios in FY11 and FY12. WEAKNESSES

¢ Large Brand Transitioning ” Low Brand Dedication

DJS is usually primarily a mid to high-end luxury brand. With the multitude of product and service options available for customers from indirect and direct competitors as well as the current economic environment, David Roberts target market is now seeking out bargains when it comes spending.

¢ Limited Global Transmission

With the globalisation of retailing, DJS confronts formidable competition in an attempt to increase its penetration in domestic and international markets since confirmed inside the IbisWorld Report, “the globalisation of this industry is low but the craze is increasing.

¢ Weak Profitability Indications

Volatility inside the global collateral markets, monetary uncertainty in the uk and usa and weak domestic consumer sentiment afflicted on DJS’ financial performance leading to a decline in all of the profitability proportions in 2012 as compared to FY112.

¢ Narrow Marketplace

David Smith focuses on the premium marketplace and having a key exterior driver of retail revenue being genuine disposable income, DJS’ industry primarily consists of the “baby boomers with high disposable income, whom under the current economic climate possess reduced their spending drastically. (IbisWorld 2012 p. 15) OPPORTUNITIES

¢ Growth prospects: E-Retail

With developments in technology and an increasing number of persons utilising both computer or perhaps smartphone platforms, the trend to online shopping is increasingly popular industry both due to the high efficiency and convenience with massive potential still to be explored nationwide. Statistics show 12% of product sales earnings will be derived from b2c-e-commerce (fachsprachlich) in UK compared to 4. 9% nationwide.

¢ Business transformation

Together with the rise of E-commerce, consumers have more choices than ever before. To seize the chance and become a far more enhanced profitable unit will be vigilante throughout channels thereby giving consumers many options for purchasing products, which in turn involve offering the media of physical stores, on the web options for convenience and engagement through social media.

¢ Brand enlargement

Globalization earns more brands and even more competition from other countries. Instead of becoming a competitor, DJS sees this kind of as a possibility of a ‘win-win’ situation by simply cooperating with an increase of international suppliers evidenced by introduction of 300 new brands in the last 26 months.

¢ Business expansion

The physical retail store is an “experiential centre where customers are able to connect to the brand and although e-retail provides choice, convenience and access, in person customer service even now reigns supreme (business insider article) the physical store takes on an important position in the retail industry allowing consumers to touch, feel and take a product home quickly. By raising physical existence, and enhancing systems and processes, businesses will be able to enhance the customer encounter. THREATS

¢ Customer cash flow and desire influence

Real household throw-away income features reflected a downward craze from 2009 to 2013 and household saving would not decrease during 2012, which usually reduced the amount of cash flow meaning store product sales will be afflicted with a decreased degree of income remaining for shopping after spending upon daily needs. In addition to this, turning costs stay low intended for customer changing their preferences because of the diversity of choices like Myer, K-Mart or the brand merchant like ZARA and Gucci.

¢ Fake goods marketplace

As globalisation brings in new and different products, fake goods as well spread quickly. This has an adverse influence on local retailers and brand owners through away a part of their regional market share, using the designs of a brand’s products plus the millions of jobs lost, shed tax earnings and additional wellbeing spending due to counterfeit goods.

¢ Competitive environment

You will discover an increasing number of abroad and online competitors going into the Quotes market. In addition , a strong Australia currency and online business query is also seen as a threat to retailers for doing it has adeflationary impact on home sales4.

¢ Growing career and wages ” rising cost of working in general

IbisWorld has explained that the capital to salary cost is anticipated to be 1: 6. 590 in 2013. Although sector research shows employment and wages lowering in 2013, David Roberts is raising sales personnel working several hours and presenting hundreds of new positions within a bid to further improve customer service and engagement. Part A-2

From your analysis within the external environment we have understood that recently the Australian department store market has been characterized by raising competition due to the presence of online competitors and overseas specialists, like Zara and Top Shop. Moreover, undesirable macro-economic circumstances further cure the potential earnings of the market. In fact following your GFC, a deteriorated “consumer sentiment index and a reduced real household disposable cash flow together with a powerful Australian dollar increase the degree of rivalry drastically. In this sort of environment, all of us strongly believe that DJS need to rely on two fundamental capabilities: first class consumer engagement and customer service and Brand Setting.

These two features are mainly based on a common group of resources in addition to some certain resources which might be tabled in Appendix Back button in detail. After analysis in the internal environment of DJS, the key factors for the achievements of the firm are:

¢ The property profile, which includes a container of extremely well located and high-end account buildings out of all major towns in Australia. These kinds of stores will be unique and highly appealing assets to get a premium store, are highly costly to imitate and hard to substitute for potential high grade competitors considering they are a highly scarce resource.

¢ DJ’s is a especially well-capitalised organization with significant borrowing capacity as demonstrated by a gearing ratio of 13%, fascination coverage ratio of 16. 5x (FY12) and excess cash organised allowing the business to continue buying the development of the strategy.

¢ The brand name portfolio; with over multitude of brands DJS can fulfill the expectations of its buyers and ensure the preservation of its premium brand management as “home of brands

¢ The employees and management culture; DJS provides and continues to invest in teaching and creation programs to make certain the “face and the “leaders of the company are firmly oriented to customer preservation and fulfillment. In determining whether the two capabilitiesmentioned previously mentioned constitute a core competency for DJS, we have come to the following conclusion: 1) Capacity to develop and keep first class consumer engagement and customer service Requirements

Assessment

Valuable

Yes

A high level of customer service can be described as key element intended for the success of the David Jones’ differentiation strategy. Rare

Yes

In the department store competitive arena only Myer have achieved a similar degree of customer service. Non-substitutable

Yes

On the web based competitors can circumnavigate some crucial resources of the capability including premium shop locations and well-trained workers through an effective on-line online store, however the physical experience of buying in the store cannot be replaced. Costly-to-Imitate

No

First class customer care is extremely challenging to imitate and would need any potential competitor to heavily buy training and services, although as Myer (Roy Morgan Awards in 2012) has shown this ability can be replicated in the long run. According to our eye-sight, DJS contains a temporary competitive advantage from its first class client engagement and service seeing that, at the circumstances only Myer has a similar capability. However , it is of primary importance that DJS keep increasing, for instance through an impeccable execution of their OCR strategy in order to further more improve the top quality of the customer service to be able to avoid new entrants reaching the same standard of service. 2) Brand Positioning: ability to preserve premium leadership status inside the department store market as the “Home of Brands Criteria

Assessment

Valuable

Yes

This ability helps DJS to rationalize its high grade price and also to increase consumer loyalty. Unusual

Certainly

The premium make of DJS iis a remarkable capability; not any ones inside the actual competitive environment may rely on a similar core competency. Non-substitutable

Yes

There is no tactical substitute for this kind of capability; the DJS brand is one of the the majority of iconic brands in Australia. Costly-to-Imitate

Yes

Making a brand identification comparable to DJS is not just one that can be obtained easily by competitors due to the massive investment required plus the unique famous conditions which have contributed to type it. DJS has a Eco friendly Competitive Advantage from its manufacturer and in our opinion, the firm will need to heavily leverage on it to successfully implement its future approach. PART A3 ” Stakeholder Analysis

Stakeholder group

Specific curiosity

Examination of Shareholder value position

1 ) Employees

Employees in David Jones as just like other personnel who have an interest in premium payout, promotion, training and reputation from companies. Fair firm policies elizabeth. g. basic safety workplace and effective company communication and structure are additional need staff are looking ” Staff reward to encourage worker to movement in their idea to the business e. g. Innovation Workshop ” Training provided to retain staff: business leadership program, Future commanders program, Functions Online Conformity Training ” Incentive program in different amount of management that align with shareholder value, e. g. New Frontline Incentive Motivation program only represents component to employees’ salary which means employees’ interest is usually not fully aligned with shareholders.

installment payments on your Customers

Customers in David Jones favor exclusiveness. The merchandise they invest in DJS will not able to find away from store. That also does apply toshopping encounters which they will be serviced in professional and friendly environment that may not be experienced consist of shops. Consumers expect DJS can provide the best brand with premium quality and reasonable price. Only added value products can be found in DJS Customers are common to look for better price with good quality and services however shareholders expect DJS to be more profitable with generous dividend, especially DJS have preserved GP in these few years. It is a fact that both parties’ hobbies are contradicted. Ultimately customer satisfaction draws higher sales and margin. Primarily happy and constant customers may maintain the income in long term which investors can acquire benefit

a few. Suppliers

They would like to maintain good relationship with David Smith and produce long term deal to acquire good margin for their business. Because of the trustworthiness of DJ, suppliers want to achieve their company recognition on the market. Suppliers’ value do not arrange with DJ’s shareholders’ worth, they desire to increase their perimeter but the expense of goods increase which reduced shareholders dividend. But thinking about the brand acknowledgement and popularity, both shareholders and suppliers want to capture market shares. They have to obtain a balance among their pursuits.

4. Community

The community wants DJ concerns more about corporate interpersonal responsibility such as social wellbeing and environment sustainability including producing environmental annual report and reducing greenhouse gas emissions. DJS outlines a summary of environmentally eco friendly managements to eliminate greenhouse fumes, wastes and promote energy saving. DJS give charity leave to personnel to support the National Cancer of the breast Foundation and monetary support other charitable organizations. Community is usually not completely satisfied while DJS only concern some of the culture. Every band of stakeholders’ value has particular degree of positioning with shareholders but not one of them can be fully in lined. DISC JOCKEY relatively place more work to appreciate personnel who will be the key employees to bring the product sales. However , the unbalance of stakeholders’ purchase will disappoint the others and DJS must be careful to avoid any relationship damage. Part A-4: David Jones General Business Level Strategy

Within a highly targeted and competitive retail environment, David Jonespursues a Difference Strategy. It has historically targeted the 40 to fifty four year old substantial income woman and the strategic factors highly relevant to her which is now seeking to expand the foreign exchange market to include the younger generation with channel to high disposable profits. David Jones is known as a “quality store and achieve this, this focuses on offering a combination of distinctive product amounts, a high common of customer satisfaction, image and store display and location. This really is directly proved by optimisation of the David Jones private label and the launch of more than 300 new brands over the past 26 months. Additionally , further more investment in customer service and engagement by way of increased frontline staff hours and in-store events and its extended focus on it is personal purchasing service and the introduction of style advisors gives their focus on shopper the whole shopping knowledge. PART W

Transformation

Suitability

According to pro-rata inhabitants, the number of on-line customers in Australia ranks the 3rd, but the product sales generated from e-channel are far lower than various other countries (IBIS-pp33). Although there is raising competition in online business, stores need on-line channels to expand organization and benefit from e-commerce to serve the two national and international customers (IBIS-PP4). Feasibility

News, David Roberts invested a lot more than A$11 mil in Technology CAPEX (AR12) and allocated a 2 hundred person staff in cooperation with IBM to successfully implement its “technological wave. High negotiating power with suppliers and incredibly strong manufacturer identity can easily greatly help in the Price Harmonisation Process. Total, David Jones has the required borrowing capacity and supervision skills to properly implement it is turnaround strategy. Consistency

DJS strategic level of “Transforming the Business is not entirely consistent with its general business level strategy but aims to offer a solid strength retail platform upon which the supplemental strategic points of “strengthening the core business and “growing the store network canflourish as signified by cost harmonisation that allows DJS being competitive about price but is not a “discounter. Shareholders Benefit Implication

This is certainly risky to summarize that Omni channel is profitable the moment other opponents have already got a well developed system several years ago. The fee to maintain and develop this channel will need a couple of years to recuperate and reduce profit margin in the short term. Better consumer engagement via mobile or internet and price reduction through price harmonization will attract more buyers to shop by DJS over competitors, with potential to counteract the bills and eventually enhance profit perimeter in long term.

Strengthening the core business

Suitability

Following the global financial crisis, predicted profit margin decline to 3. 9% in 2012-2013’s section industry with scaling back side of disposable income, cost lowering becomes a main factor for keeping DOCTOR margin (IBIS pp19). Keeping high perimeter categories helps to increase GP margin. Company portfolio is additionally important for mitigating competition in the effect of the positive effect. However , though DJS includes a better products on hand management system, slicing time for distance events may possibly still cause excess inventories, which may fees inventory costs. Overall, this strategy is suitable in the present environment. Feasibility

In 2012 David Jones added 85 fresh brands into their “Home of Brand version. DJS can leverage in its manufacturer positioning and on its proficient merchandising group to develop its brand profile. DJS has got the financial resources to completely complete your local store refurbishment system. This alongside the change in product mix (Fashion&Beauty/Home) should guarantee a higher DOCTOR margin. The reduction with the CODB is based on the management team’s capacities and on the modern investment in technology that have allowed a more efficient means of conducting organization.

Consistency

“Strengthening the Core Business is immediately related to DJS generic strategyof differentiation through its give attention to “Offering the very best National and International Brands and the top quality refurbishments it truly is undertaking. Simply by continuing to invest in and increase its manufacturer portfolio plus the image and presentation of its stores and the supply of associating services, DJS provides an encounter not proposed by any other department store in Australia. Shareholders Value Inference

In the limited time, expanding product labels and shop refurbishment is going to lower DJS margin. Extended range term, the aim for David Jones is usually to minimize COBD and strengthen GP era which enhances operational income and ultimately increases dividend to investors.

B2 ” Key Stakeholder Implications

Effect on this stakeholder group

Proposal to higher align stakeholder interests with shareholder value 1 . Personnel

Confident: open problem and chance. It is high-risk but it will probably be profitable if perhaps success Negative: senior managing was required to leave DJS due to inner restructure happened in 2012. The perfect time to adapt new systems and administration. High risk to fail the settlement with distributor to harmonise the cost.

2 . Customers

Positive: better shopping knowledge (store refurbishments). Open one other channel to search (Internet/mobile); pleasant lower price; better customer service; more brands to shop ” Increase consumer retention and loyalty (more exclusive brands) ” successful customers which will drive bigger profit and present out more dividend. ” Lower price encourage to choose DJ over rivals and probably improve perimeter ” Retail store refurbishment allures more consumers to arrive and go to.

3. Suppliers

Negative: Cost of good is entitled to value harmonization agreement. Profit is definitely minimised. Boost competition between suppliers the moment DJS present more

labels to trade. ” Enhance brand understanding and business to counter the perimeter loss as a result of price harmonisation. Shareholder is also benefit in the event that sales are promoted simply by lowering the price.

4. Community

Positive: Portable apps and website is going to facilitate the communication together with the community and offer more business opportunities to advantage the culture. Introducing even more products of choice to culture and encouraging work rate. Bad: refurbishment and new stores increase green house gas release and toxins.

‹The new strategies include both confident and unfavorable impact on stakeholders. The above analysis gives all of us a picture that customer is clear winner and supplier is loser during these new tactics. DJS has a lot of works to do to be able to create site of interest between all stakeholders and shareholders. Suppliers’ profit will be captured in long term if DJS can achieve the goals of those strategies and increase environmentally friendly sales.

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