GEOX
Geox analysis report
GEOX is a global enterprise which sells breathable wears; it took the second place among the international casual footwear market in 2007. With exclusive technology, GEOX performed strategies which largely extended DOS all over the world, showing constant growth. In 2008, in spite of worldwide economic crisis, GEOX performed unreasonable extending strategies and also did not put economic situation into consideration for the following year’s plan. Due to their “lack of professional management” they were not able to forecast for the following years to come. This resulted in GOEX considering their professional management and Human resource department in moving forward. [refer to appendix # - 경영전문성의 부족]
But the biggest problem in GEOX’s existing strategies is absence of defined segment. Form analyzing the case we have come up with some key points we want to focus on one of which includes the rearrangement of segment, an establishment of a target market and a positioning strategy. The first step is improving efficiency to do so we must cut down production cost as well as make it effective to achieve are goal.
Goex should shift towards and target the Chinese market and put into consideration that china is a market which has a great potential growth in the world and for its domestic market. Goex is in the Chinese market indirectly as a third-party producer, however GEOX should take more active and aggressive strategy to get higher growth rate and enter the market more smoothly.
Goex should make an effort in enhancing their brand image for long-term growth. It is very important to build reputation and brand image for long-term growth. Especially to firm status in fairly mature footwear industry, brand image is significant. The thing that we have to keep in mind is not to undermine that fashion is also important factor, although technology is core competence of GEOX products attracting consumers is also another factor of innovation. Geox
GEOX is a global enterprise which sells breathable wears; it took the second place among the international casual footwear market in 2007. With exclusive technology, GEOX performed strategies which largely extended DOS all over the world, showing constant growth. In 2008, in spite of worldwide economic crisis, GEOX performed unreasonable extending strategies and also did not put economic situation into consideration for the following year’s plan. Due to their “lack of professional management” they were not able to forecast for the following years to come. This resulted in GOEX considering their professional management and Human resource department in moving forward. [refer to appendix # - 경영전문성의 부족]
But the biggest problem in GEOX’s existing strategies is absence of defined segment. Form analyzing the case we have come up with some key points we want to focus on one of which includes the rearrangement of segment, an establishment of a target market and a positioning strategy. The first step is improving efficiency to do so we must cut down production cost as well as make it effective to achieve are goal.
Goex should shift towards and target the Chinese market and put into consideration that china is a market which has a great potential growth in the world and for its domestic market. Goex is in the Chinese market indirectly as a third-party producer, however GEOX should take more active and aggressive strategy to get higher growth rate and enter the market more smoothly.
Goex should make an effort in enhancing their brand image for long-term growth. It is very important to build reputation and brand image for long-term growth. Especially to firm status in fairly mature footwear industry, brand image is significant. The thing that we have to keep in mind is not to undermine that fashion is also important factor, although technology is core competence of GEOX products attracting consumers is also another factor of innovation. Geox