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Laura Ashley Holdings Plc

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Laura Ashley Holdings plc: The Battle for Survival The principal activities of the Laura Ashley Holding Group are the design, manufacturing, sourcing, distribution and sale of clothing, accessories and home furnishings. The Group acts through tow divisions: Retail, which reflects sales through Laura Ashley managed stores, Mail Order and Internet, and Non-retail, which includes licensing, and franchising, although the retail sector represents the bigger one. The company operates in the UK, Ireland and Continental Europe and to some extent in the US market. Although the former CEOs of Laura Ashley Holdings plc have conducted several cost cutting and restructuring strategies, Ng Kwan Cheong, who took over as chief executive of Laura Ashley …show more content…

This market may provide quite a lot of potentials and profit for the company, but it has suffered a lot in exploiting the market efficiently. Moreover, the closure of small retail shops, the opening of larger shops and the closure of inefficient large shops may not only provoke increasing costs but also makes employees afraid of losing their jobs, which creates an overall bad reputation of the company and thus an possible reduction of sales. Another matter that should be analyzed and improved is the supply chain. Solution to the mentioned problems The company should conduct a consumer survey among its key/traditional/principal/loyal customers to meet their needs. It should focus on their core competences, which is the design, manufacturing and retail of traditional clothes, accessories and home furnishings and franchising and licensing. Thus they are able to formulate a mission which signals a clear and straight message towards traditional design. In this way the loyal customers but also new customers may have more trust in the product and (continue) buying from the company, which would provoke an increase in sales. Maybe it would be wise to outsource some of the clothing manufacturing to a subcontracting firm to save costs but to keep control over this subcontracting firm. Furthermore, an orientation towards the traditional AND the youth/modern market, in this way a diversification through an expansion towards a new market (the youth market), would be

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