Myer Swot Analysis
Contents
1. Introduction 2. SWOT analysis 3. Stakeholder analysis 4. Strategic Initiatives 5.1 Suitability and Feasibility 5.2 Impact on major stakeholders 5.3 Shareholder value implication 5. Proposals to management 6. Strategy Map and Balanced Score Card 7. Conclusion
Reference
Appendix A External Analysis
Appendix B Internal Analysis
Executive Summary
Myer, the largest department store retailer in Australia, re-listed on the Australian Stock in November 2009.
Howard McDonald (Chairman of Myer) declared an Offer to the investors in order to achieve Listing on ASX and provide Myer with additional financial flexibility to pursue growth opportunities,
Since changing the ownership in 2006, Myer has been confronted by major transformations. Listing on ASX can help Myer improve access to capital markets, provide a liquid market for shares, provide an opportunity for employees and customers to invest in the company. Myer will have sufficient working capital, capital resources and liquidity to carry out its stated objectives on the completion of the Offer.
This report is to evaluate the strategies that given in the prospectus and to provide some recommendations. First, a SWOT analysis will be given. The second part is stakeholder analysis of for five major stakeholders of Myer. The third part will select four strategic initiatives and evaluate its suitability and feasibility followed by the assessment of the impact on both stakeholders and shareholders. The fourth part is the recommendation to the management of Myer. Finally, a strategy map and Balanced Scorecard will be provided to better demonstrate the strategy that Myer should focus its attention on.
1. Introduction
Myer, started from 1900, has become the largest department store in Australia. Myer has undergone a major transformation since changing the ownership in 2006. The strategy that Myer focuses are mainly on four parts which are new stores
1. Introduction 2. SWOT analysis 3. Stakeholder analysis 4. Strategic Initiatives 5.1 Suitability and Feasibility 5.2 Impact on major stakeholders 5.3 Shareholder value implication 5. Proposals to management 6. Strategy Map and Balanced Score Card 7. Conclusion
Reference
Appendix A External Analysis
Appendix B Internal Analysis
Executive Summary
Myer, the largest department store retailer in Australia, re-listed on the Australian Stock in November 2009.
Howard McDonald (Chairman of Myer) declared an Offer to the investors in order to achieve Listing on ASX and provide Myer with additional financial flexibility to pursue growth opportunities,
Since changing the ownership in 2006, Myer has been confronted by major transformations. Listing on ASX can help Myer improve access to capital markets, provide a liquid market for shares, provide an opportunity for employees and customers to invest in the company. Myer will have sufficient working capital, capital resources and liquidity to carry out its stated objectives on the completion of the Offer.
This report is to evaluate the strategies that given in the prospectus and to provide some recommendations. First, a SWOT analysis will be given. The second part is stakeholder analysis of for five major stakeholders of Myer. The third part will select four strategic initiatives and evaluate its suitability and feasibility followed by the assessment of the impact on both stakeholders and shareholders. The fourth part is the recommendation to the management of Myer. Finally, a strategy map and Balanced Scorecard will be provided to better demonstrate the strategy that Myer should focus its attention on.
1. Introduction
Myer, started from 1900, has become the largest department store in Australia. Myer has undergone a major transformation since changing the ownership in 2006. The strategy that Myer focuses are mainly on four parts which are new stores
References: 3. Lamb, CW., Hair, J.F., and McDaniel, C.(2005), “Chapter 20: Customer Relationship Management (CRW)”, Marketing (8 th ed), Thomson south-Western, Mason OH, pp.658-687 4 Gross margin | 39.01% | 39.52% | 39.19% | 39.61% | Cost of doing business | (1068) 32.5% | (1037) 31.2% | (977) 29.9% | (1001) 29.8% | No. of stores | 38 | 65 | Cost of doing business | (1199) | (977) |