Strategic management, development strategies and analysis of Quicksilver

Résumé du document

This document is an analysis of the strategic management, development strategies and analysis of the company Quicksilver. The aim of our assignment is to study the current situation of Quiksilver and build strategic plans for the company's growth in future. As we see in our analysis, Quiksilver "trashes" the others firms in the market, to head towards a strategic direction it can take in order to assert it and grow. We present Quiksilver's strategic position with the external and internal environments and also offer strategic solutions for the company's future.

Extraits

[...] In March 2006, the brand formed a partnership with Inter Parfums group (Burberry, Lanvin, Lacroix Perfumes and sun creams were created, along with products for the bath and body moisturizers. These various products were relevant combined with the two universes: ski and surf. B. Price High prices can be explained by the researches made to improve the surfers' equipments they sponsorize and then sell. As for the clothes, prices depend on competition. Moreover, Quicksilver cannot lower its prices because of its position as a leader on the market, and the past / history of the brand. [...]

[...] Opportunities The “surfing culture” market has known an important growth for 10 years. Potential market inefficiently exploited (women and kids) Surfing becomes more and more popular in Asia Europe(mainly East of Europe), along with China, have the most important growth potential Constant customers inland (for instance : in the US, customers no longer live on the coastline only) E-commerce : Quicksilver's target is interested in new technologies Young people are more and more looking for other values than the ones from their families. They're also keen on strong ideas. [...]

[...] Thus, the new competitors of the brand are Adidas, Nike In order to compete with these giants, Quiksilver keeps growing in the whole trying to tackle new promising markets (Eastern Europe, Eastern Asia Today, if Quiksilver is able to sell these products worldwide, and not only in countries with a sea border, it is thanks to its marketing policy which turned Quiksilver into a concept, a way of living, and not a simple brand any more. The Quiksilver community is a major tool for the development of the brand, and Quiksilver intends to enlarge and reinforce it thanks to its diversification in catering. Future strategies used by Quiksilver will always be fulfilled paying attention to the image of authenticity and the values that the brand has been displaying until now. [...]

[...] Brands always research new ideas and technologies to increase their sales. ECONOMICAL The market of sports articles and entertainment reached 8.5 billion in 2003 with an annual growth about between 1998 and 2003 while the GNP in France was about The outdoor market is also supported by the increase of the average budget of sports articles in France. per household in 2002 while it was only in 1996). French households spend more money than the other Europeans: for the UK, for Italy, for Spain and for Germany. [...]

[...] To minimize the investments and the risk Quiksilver must first implement only the European market as the brand is well-known in this area, selling basics products, clothes which are not so far from the initial ideas and image of the brand. Quiksilver realizes 41% of its sales in specialized stores. That is a good point; it could distribute its sportswear products in this type of stores easily as it already uses it. Branches and franchises represent 37% of the sales but Quiksilver must not rely on this type of distribution to increase its sales as the consumers it will target are not loyal to Quiksilver but to sportswear's brands. [...]