4 Susan Grant is in something of a dilemma. She has been invited to join the board of the troubled Marlow Fashion
Group as a non-executive director, but is uncertain as to the level and nature of her contribution to the strategic
thinking of the Group.
The Marlow Fashion Group had been set up by a husband and wife team in the 1970s in an economically depressed
part of the UK. They produced a comprehensive range of women’s clothing built round the theme of traditional English
style. and elegance. The Group had the necessary skills to design, manufacture and retail its product range. The
Marlow brand was quickly established and the company built up a loyal network of suppliers, workers in the company
factory and franchised retailers spread around the world. Marlow Fashion Group’s products were able to command
premium prices in the world of fashion. Rodney and Betty Marlow ensured that their commitment to traditional values
created a strong family atmosphere in its network of partners and were reluctant to change this.
Unfortunately, changes in the market for women’s wear presented a major threat to Marlow Fashion. Firstly, women
had become a much more active part of the workforce and demanded smarter, more functional outfits to wear at work.
Marlow Fashion’s emphasis on soft, feminine styles became increasingly dated. Secondly, the tight control exercised
by Betty and Rodney Marlow and their commitment to control of design, manufacturing and retailing left them
vulnerable to competitors who focused on just one of these core activities. Thirdly, there was a reluctance by the
Marlows and their management team to acknowledge that a significant fall in sales and profits were as a result of a
fundamental shift in demand for women’s clothing. Finally, the share price of the company fell dramatically. Betty and
Rodney Marlow retained a significant minority ownership stake, but the company had had a new Chief Executive
Officer every year since 2000.
Required:
(a) Write a short report to Susan Grant identifying and explaining the strategic strengths and weaknesses in the
Marlow Fashion Group. (12 marks)
正确答案：
(a)To:SusanGrant
From:
StrategicstrengthsandweaknessesinMarlowFashionGroup
Incarryingoutastrategicstrengthsandweaknessesanalysisonebecomesawarethatwhatwereformerlystrengthsoften
becomeweaknessesasthecompetitiveenvironmentchangesovertimeStrengthsandweaknessesanalysisisfocusedon
theinternalsideofthebusinessandisusuallylinkedtoanexternalappraisaloftheexternalopportunitiesandthreatsfacing
thecompanyMarlowFashionGroupisclearlyatacrisispointinitscompanylifeandneedsastrategicturnaroundinorder
tosurviveThebusinessmodelthathasservedthemsowellisnolongerappropriatetothefashionworldinwhichtheyare
nowcompetingRodneyandBettyMarlowhavebuiltahighlyverticallyintegratedmodelwhichgavethemconsiderable
controloverthegrowthanddevelopmentofthecompanyIntermsofthevaluechaintherelationshiptheybuiltupwith
supplierswasmutuallysupportiveandclearlyfacilitatedtheglobalexpansionofthegroupControlwaseventighteroverthe
designmanufacturingandretailingofthecompany’sproductsMarlowFashionshadsuccessfullydevelopedanichemarket
foritsproductsbasedaroundtraditionalEnglishvaluesThisenabledittoexpandsuccessfullyanddevelopaworldwide
reputationfordesignexcellenceandquality
UnfortunatelyitscompetitiveenvironmenthaschangedconsiderablybecomingincreasinglycompetitiveandhostileThe
economicsofclothingmanufacturinghaschangedwithmostclothingretailerschoosingtooutsourcethemanufactureoftheir
clothesWomen’stastesinclothinghavealsochangedandthereisnolongerthemarketfortheclothesMarlowFashionsells
ThetightcontrolexercisedbythefoundershaspreventedrecognitionofthesechangesMarlowFashionhascontinuedto
pursueoutdateddesignsandexpensivemanufacturingprocessesthathadserveditwellinthepastTherehasbeensome
recognitionofthestrategicnatureoftheproblemsasindicatedbythesuccessionofCEOssince2000giventhetaskof
preventingthefallinsalesandcuttingcostsUnfortunatelythechangesinitsenvironmenthaveledtosomeuncertaintyas
towhetherMarlowFashionisabrandamanufactureraretaileroranintegratedfashioncompany
OverallMarlowFashionfrombeinginastrategicallysoundpositionnowrequiresaswiftstrategicturnaroundItsproducts
andmarketshavechanged;therelationshipsithaswithkeystakeholdersarenolongerstrengthsanditsvaluechainandsystemnolongerdeliverdistinctivevaluetoitscustomers
Yours
