Strategic management is vital for any successful business model. The Danish clothes manufacturer ALIS does not seem to follow a strategic business model. Nonetheless ALIS has a successful brand, and very loyal customers. From a theoretical, academic perspective ALIS’ success is hard to explain. The case of ALIS suggests that a well-defined strategy may not be a necessity, for a business, in order to wield a successful brand, in the postmodern era. The outset of the problem statement is based on the above. “What opportunities does a business, like ALIS, without a strategy, have to compete on the postmodern market?” In continuation of the problem statement we have the following sub-question: “How is ALIS able to expand their business, without a strategy?” The problem statement suggests a strategic analysis of ALIS. Approach We took on this research by collecting, and analysing own data based on quantitative and qualitative surveys of ALIS, and the market. By defining and analysing the postmodern era we were able to establish an understanding of how and why brands appeal to postmodern consumers, and how the postmodern era affects the present field of marketing. We found that the postmodern consumer use brands to create identities, and define themselves through. This affects the way companies should market their products. To continue our analysis we conducted a strategic analysis of ALIS. The analysis is based on a combination of different theoretical analysis such as: A Macro- and Microanalysis that provided a greater understanding of which elements affects ALIS. We found that ALIS has roots in subcultures, and that their consumers are difficult to segment by demographic variables alone. Furthermore we found that ALIS’ consumers are part of a neotribe, which is likely to be found throughout the postmodern markets. A simplified version of Porter’s Generic Value Chain combined with McCracken’s Movement of Meaning model, and Kotler’s Five Product Levels established that ALIS’ core benefit is their authenticity, which the postmodern consumers seek to define themselves through. Porter’s Five Forces was used to analyse ALIS’ competitive environment with ALIS’ core benefit in mind. We found that ALIS is a small business compared to their competitors, but have advantages, which can be used to expand. To get an understanding of ALIS’ current export situation we conducted an export analysis. We found that ALIS lacks the sufficient commitment, and strategy to make the best possible use of the potential markets. A SWOT-analysis was used to sum up the strategic analysis. The SWOT-analysis was further used to build a TOWS-matrix that illustrated ALIS’ opportunities, and threats during an expansion. Based upon the TOWS-matrix we were able to set up a mission, and vision statement for ALIS. The mission, and vision statement should be used to achieve short-term, and long-term goals through a defined generic strategy, which can help ALIS expand, and run their business professionally. Conclusion Ultimately the thesis concludes that without a strategy a business, like ALIS, has few competitive possibilities on the postmodern market. Therefore we conclude that ALIS cannot expand successfully, without a clear strategy.
|Educations||MA in International Business Communication (Intercultural Marketing), (Graduate Programme) Final Thesis|
|Number of pages||124|