John Lewis Strategic Analysis

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John Lewis Partnership Strategic Analysis APPENDIX (A) | Vision-Employee co—ownership with the happiness of partners as the ultimate purpose. (1) | Mission-Satisfying employment in a successful business. (1) | Value-Best possible choice, quality, trust, value and customers services. (1) | Corporate objectives-achieve success for John Lewis for building sustainable business for the long term, generating partnership value through consistent profitable growth, whilst marketing sure that our customers can always trust us to do the night time. | Appendix B | Political 1-The government regulation(2)2- changes in tax laws (3a)3-Special tariffs (4)4-Enviromental protection law (5)5-Political condition foreign countries (6a) |…show more content…
John Lewis and Waitrose brand acceptance will help it to expend its market online easily | W.O 1. Acceptance of private label are expected to grow 40.2% by 2011, so price wouldn1t be a problem | Threats 1- Recessionary climate 2-Vat increase to 20% (3)3-Substitue products more easily because of intense competition | S.T 1. Employees are the owner of John Lewis; their commitment will help to exist in the competition | W.T 1. In recession time more care should be taken to provide quality productAnd not to lose customers confidence | APPENDIX (E)Porter Five Forces | Threat of entry (Low) 1.Brand acceptance 2.Huge customer satisfaction (21) 3.Unique business model (1) 4. Quality is the main barrier to entrants. | Threat of substitutes(High)-Too many food &fashion retailers-Low switching costs-Specialist retailers of electrical & households like Curry’s, Comet and IKEA | Power of buyers(High)- 1-Brand, Quality and Customer service prevents John Lewis from high customer bargaining power. (16,20)2-Price matching of 1000 products with Tesco will lower the power (6d) | Power of suppliers(Low) -1.Own Textile factory Herbert Parkinson and a farm on the Leckford Estate. (1)2. Food suppliers power is low as there is many alternatives Branded electrical of LG, Siemens, Bosch, Panasonic has more bargaining power. (22) |
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