pumplin patch marketing plan文档格式.docx

pumplin patch marketing plan文档格式.docx

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Demographic

Thereareabout18millionchildrenwhoareunder15yearsoldandthepopulationofchildrenaccountsfor30percentoftotalpopulationintheworld.Children’sclothinghasmarketpotential.Inaddition,thecompanyisorganizedintofiveoperatingsegments,whichincludefourgeographicalregionswhereitsretailchainoperatesandonewholesale/directsegment.ItsgeographicalsegmentsincludeAustralia,NewZealand,UnitedKingdomandUnitedStates.

Economic

Peoplefromthefourgeographicalregionshavestableincomeandexcellentsocialwelfare.Sotheycanaffordthehighpriceofchildren’sclothing.

Social-cultural

Withthedevelopmentofsocial,incomesofpeopleincreaseandparentswouldliketopaymoremoneyfortheirchildreninclothing.Consumptionforchildrenisbecomingamoreandmoreimportantpartofsocialconsumption.

Political-legal

Governmentdoesnotprohibitthedevelopmentofchildren’sclothingindustry.Moreover,governmenthasstrictrequirementtothequalityofchildren’sclothing.

Global

Internationalsalesandinternationalexpansionacrossretailandwholesalebothimprovedevelopmentofthisindustry.Furthermore,internetalsomakesthecompanyandtheindustrybecomeglobal.

Technology

Designofchildrenclothingismorefashionandthisrequireshighskilledtechnology.Theproductionprocessisalsomoreefficiencywithhightechnology.

2.2IndustryAnalysis

Thereisagapinthemarketforfashionablechildren’sclothinginearlyyears.PumpkinPatchwasbuiltasavehicletofillthegapthroughmailorder.Atthattime,therewerefewcataloguesforchildren’swearoranythingelse.Thedemandfarexceededsupplyforthefirstfewcatalogues.TheestablishmentofPumpkinPatchgotsuccessandithaspotentialcompetency.Inaddition,thecompanyconsidersUnitedKingdomasitsmainmarketandUnitedStatesisalsoitsbigmarket.AnalyzingthePorterfiveforcesmodelcanhelptoimprovethedevelopmentofPumpkinPatch.

Barrierstoentryarerelativelylow.Comparedtootherclothingindustry,suchaswomen’sclothing,children’sclothinghaslowentrybarriersandpositiveinvestmentperspective.Theentryintochildren’sclothingindustryhaslowcapitalrequirement.However,requirementforqualityofchildren’sclothingisrelativelyhighandcustomersareloyaltoPumpkinPatch.

Substitutesarechildren’sclothingfromothercompanies.WhenPumpkinPatchwasfirstfound,therewasnobodyelsedoingwhatPumpkinPatchdid.However,manychildren’sclothingcompaniesaredevelopedandsubstitutesarebecomingmore.Anyhow,threatofsubstituteproductsdecreaseduetoitshighquality.

Buyerpowerishighbecausetheyhavenegligibleswitchingcoststogotosubstitutes.Moreover,buyers’purchasesareasignificantportionofasupplier’sannualrevenuesandbuyerspurchasealargeportionofanindustry’stotaloutput.

Supplierpowerislow.ThecompanybuildsmanymanufactureindustriesinAsiacountries.Owingtothelowpriceoflabour,costsofmanufacturingclothingdecrease.Thelargenumberofsuppliersmakessuppliershavelowbargainingpower.

Rivalryisrelativelyhighbecausetherearenumerousorequallybalancedcompetitors.Theindustryislikelytogrowsubstantiallyinthefuture.

2.3Competitoranalysis

Thisisabigindustrywithmanycompetitors.InNewZealand,PumpkinPatchcompetedwithdiscountretailerssuchastheWarehouse,departmentstoressuchasEsprit,whichhavechildren’ssections.Moreover,theclosestcompetitortoPumpkinPatchwasJKwhichwasfoundbyformersupplierstoPumpkinPatch.Inaddition,JKlocatedtheirstoresclosetoPumpkinPatchstoresandcompetedonprice.JKalsofollowedPumpkinPatchsuchasusingsameschool,goingtosameprintcompany,recruitingdesignersfromPumpkinPatch.JKworkedassecondmoverofthisindustryandlevelofrivalrybetweenthemishigh.InAustralia,competitioncamefromdiscountretailerssuchasTarget,BigWandKmart.Furthermore,designofPumpkinPatchmustbereallysuperbtocompetewithNextandGapinUnitedKingdom.InUnitedStates,competitorsarewellestablishedintheformofGapKids,GymboreeandTheChildren’sPlace.

Overall,competitorsposeasignificantthreat.PumpkinPatchwasstillstinyplayerbycomparisontothelikesofGAP,BenettonandOshkosh.However,PumpkinPatchistakingonthoseplayerswithmovesoutsideAustraliaanditwillhavelargegrowthinthefuture.Inaddition,competitionalsowillbemoreintenseastimegoeson.

2.4Summary

Inconclusion,thisisanattractiveindustryowingtothelargedemandofchildren’sclothing.Moreover,theuniquestylesandpotentialofgrowthanddevelopmentbothmakethisindustryattractive.

3Internal

3.1Resources

Pumpkinpatchhaswonderfulfinancesbecauseofinitialpubicofferingwhichraised$100millionvaluingthecompanyat$208million.Theynotonlyinventedeffectivesoftwareandinformationsystemtotrackproductsbysales,butalsohaveaseriesofstepstocontrolquality.Pumpkinpatchfindsfactoriesbyagentstomanufactureandithasahugewarehousinganddistributionsystemtodealwiththesegarments.Whateverintermsofretail,wholesaleordirectsale,theyallhavepleasantfinancialresults.

ItisreportedthatPumpkinPatchhasbecomethelargestspecialtychildrenswearretailerinAustraliaintenyearsanddesignhigh-qualitychildrenswearinNewZealand.ItisobviousthatPumpkinPatchBrandisreallypopularamongparentsandismorethanjustasupplierofkid’sgear.Furthermore,ManagementMagazinegavetheBusinessEthicsAwardtoitwhichimprovedthebrandreputationandrecognition.Asafashionablebrand,designisimportantforacompany’sdevelopment.Theyhaveprofessionaldesigners.Asixty-peopleteamisundertheleadershipofChrissyConynghamwhohadworkedinbuyingteamandisfashionsensitiveforpickingdesigns.

3.2Capabilities

Asuccessfulenterprisecannotthrivewithoutoutstandingcapabilities.Withstablefinancialsupport,PumpkinPatchhastheabilitytoexpandmorestoresinfourcountries.Itcouldreachadding30storesperyear.Usefulsoftwareandsystemcanhelpcompanylearncustomers’demandsbetter.Cooperatingwithagentsenablesthesmoothrunningofproduction.Firmcandealwithrequirementsthoughhugedistributioncentre.Qualitycontrolprogramguaranteeshighqualityproducts.Goodreputationandrecognitionimplyahugedemandandmarketshare.Richhumanresourcesallowcompanydesignmorepopularandoddmerchandisestosatisfydifferentconsumers.Varioussaleschannelswillleadtoconsiderableeconomicbenefits.

3.3Corecompetencies

Notallcapabilitiesarecorecompetencies.Onlythatprovidescompetitiveadvantageforafirmoveritsrivalcanberecognizedas.Asparents,theyaremostconcernaboutclothqualitytheirchildrenwear.Accordingtotwolevelsofqualitycontrol（pre-productionandpost-production）,allthecomponentswillbetestedandexperience10stepsbeforegarmentstakeintoproduction.Theywouldarrangepeoplecheckallsortsofqualityinsidethefactories.PumpkinPatchtrainedtheshopstafftoinspectthemerchandisebeforedisplaying.Theymakesapromisethatconsumercanreturngoodsatanytime.Strictsupervisionensuresproductqualitywhichcanbothreassurebuyersfearandworryandenhancetheconfidenceofbrand.

Inthepremiseofguaranteeingquality,gooddesignisoneofattractionstopeople.Theydesignmerchandisesin-housetoreinforcethebrand.Designerteamwilldevelopaproductincludingconceptualartwork,stylecreation,productsourcingandqualitycontrolfromdifferentvisualangles,suchasbuyers,merchandiseplannersandproductionpeople.Utilizingofsoftwareandinformationsystem,theycanlearnwhatconsumersneedandwantsothattheycandesigngarmentsmarketswouldlike.Itisnottheonlysourceofcollectionmessages.Membersofdesignteamshoppedatthebestdesignhousesintheworldtogetideastocreatefashionable,funandcreativestyles.

PumpkinPatchenjoysahighreputationinchildrenswearindustry.Companyadherestofamilyvalueasorganizationculture.ItisreallyniceofPumpkinPatchtoprovideacrè

cheandschoolholidayprogramattheAucklandheadofficewhichcanliftemployees’worries.Thereby,theycanfullydedicatetotheirjobs.Thisisawaytoremaintheemployeesduetomostofthemarepart-timeworkers.Detailsofthedepartmentconsiderateandthoughtfulreflectineachstorewhereithasaplayareaforchildrenwhogoshoppingwiththeirparentsandboysandgirlsclotheshaveseparatedarea.

Resources

Capabilities

Corecompetencies

Financial

expansion

Softwareandinformationsystem

learncustomers’demandsbetter

in-housedesignprocesses

Qualitycontrolsystem

guaranteeshighqualityproducts

pre-production;

post-production

Physicalresources（factories）

smoothrunningofproduction

Warehousinganddistributionsystem

dealwithrequirementsfromallmarkets

Brandreputation

ahugedemandandmarketshare

businessEthicsAward（crè

cheandschoolholidayprogram）

HR（designers&

manager）

designvari