Signet - Strategic Audit - Wael_Walid_Andrew - V 5

8/10/2019 Signet - Strategic Audit - Wael_Walid_Andrew - V 5

1/24

[2014]

Signet

Strategic Audit

ELSCA 43-EDr. Saneya El Galaly

[Signet Jewelers]


2/24


3/24

ITS | Signet Jewelers Strategic Audit 3

Table of Contents

1.

Current Situation ............................................................................................................ 5

1.1. Corporate Overvie ................................................................................................................!

1.1.1. Strategic Posture .......... ........... .......... ........... .......... ........... .......... ........... .......... ........... .......... ........... . 5

1.1.2. Board of directors & executives .......... .......... ........... .......... ........... .......... ........... .......... ........... ........ 5

1.". #i$tory and ti%e line ............................................................................................................. 1&

1.3.

'roduct$ and $ervice$ ............................................................................................................ 1&

1.4.

'ort(olio Analy$i$ .................................................................................................................. 1&

1.4.1. Total sales (Breakdo! "# divisio! & "ra!d$ .......... ........... .......... ........... .......... ........... .......... ... 1%

1.4.2. 'erati!g I!coe (Breakdo! "# divisio!$ .......... ........... ........... .......... ........... .......... ........... .... 1%

1.!.

)inancial Analy$i$ .................................................................................................................. 11

1.*.

Overall )inancial Analy$i$ o( t+e )inancial State%ent$ ........................................................... 11

2.

Environmental Analysis ............................................................................................. 12

".1.

E,ternal Environ%ent Opportunitie$ and t+reat$ .................................................................. 1"

2.1.1. )atural *!viro!e!t ........... .......... ........... .......... ........... .......... ........... ........... .......... ........... .......... . 12

2.1.2. P*ST +!al#sis ........... .......... ........... .......... ........... .......... ........... .......... ........... .......... ........... .......... ... 12

2.1.3. Task *!viro!e!t +!al#sis .......... ........... .......... ........... .......... ........... ........... .......... ........... .......... . 13

2.1.4. Suar# of *xter!al ,actors (*,+S -atrix$ ......... ........... .......... ........... ........... .......... ........... .... 14

".".

nternal )actor Analy$i$ Strengt+$ and /ea0ne$$e$ .............................................................. 1!

2.2.1. Stre!gts a!d /eak!esses ........... .......... ........... .......... ........... .......... ........... .......... ........... .......... ... 15+s Sig!et stores trade sould "e i! a0or regio!al so''i!g alls a!d 'rie ig Street locatio!s

it a luxur# a''eara!ce te ig cost of o'e!i!g !e stores liited te ex'a!sio! a!d 'e!etratio!

of Sig!et stores .................................................................................................................................................. 1

2.2.2. I,+S -atrix ..................................................................................................................................... 16

".3. Overall Environ%ental Analy$i$ ............................................................................................. 1

2.3.1. S,+S -atrix 7 +!al#sis of Strategic ,actors ........... .......... ........... .......... ........... .......... ........... ...... 18

3. Conclusion and Recommendations ............................................................................ 19

3.1.

2O/S Strategic Alternative$ atri, ....................................................................................... 1

3.".

Strategic alternative$ ............................................................................................................ "1

3.3.

5eco%%ended Strategie$...................................................................................................... ""

3.4.

%ple%entation .................................................................................................................... "4

Strategy Implementation ..................................................................................................... 24

3.4.1

S+ort ter%6%%ediate $trategy %ple%entation 7 1$tyear ................................................. "4


4/24


3.4."

Long 2er% $trategy %ple%entation 7 "nd to 4t+ year ....................................................... "4

3.!.

Evaluation and Control .......................................................................................................... "4

Output Control$ ............................................................................................................................... "4

nput Control$ .................................................................................................................................. "4

8e+avior Control$ ............................................................................................................................ "4

5i$0 anage%ent ............................................................................................................................ "4


5/24


1. Current Situation1.1. Corporate Overview

1.1.1.Strategic Posture

Te issio! 'olicies o"0ectives a!d strategies of Sig!et 0eelers are clearl# stated i! teir

2%14 +!!ual 9e'ort.

Our goal is to further enhance Signets position as a leading US and UK specialty retailjewelry retailer by helping our custoers Celebrate !ife" and #$press !ove" through

offering a uni%ue custoer e$perience and driving custoer loyalty."

To acco'lis our goal e ill drive our "usi!ess i!to te future troug te folloi!g

strategic 'riorities:

-axii;e id7arket.

Best i! "ridal.

Best7i!7class digital ecos#ste.

*x'a!d geogra'ic foot'ri!t.

Peo'le 'ur'ose a!d 'assio!.

1.1.&.'oard of directors ( e$ecutives

+. Te Board of ief *xecutive fficer a!d oter se!ior

executives of te >o'a!# a!d 'rovides oversigt of a!agee!t. Te Board also seeks

to 'rese!t to sareolders 'ote!tial i!vestors a!d oter i!terested 'arties a "ala!ced a!d

coere!t assesse!t of te >o'a!#=s strateg# fi!a!cial 'ositio! a!d 'ros'ects. Boarde"ers are ex'ected to atte!d Board eeti!gs a!d revie aterials relati!g to tose

eeti!gs i! adva!ce.

B. 'oard ebers)

1. *. +odd Stit,er- Chairan

. Todd Stit;er 2 >aira! a''oi!ted to te Board i! ?a!uar# 2%12. e as u!til its

ac@uisitio! "# Araft I!c. i! 2%1% te >ief *xecutive fficer of >ad"ur# P> ('reviousl#

>ad"ur# Sce''es Plc$ avi!g 0oi!ed tat co'a!# i! 1C83 as +ssista!t De!eral

>ou!sel for )ort +erica "efore ovi!g i!to strategic 'la!!i!g a!d arketi!g a!d

sales roles. -r. Stit;er "ecae >* of >ad"ur# P>s oll# o!ed su"sidiar# o'a!#. e is

a e"er of te advisor# "oard of ali! >a'ital -a!agee!t a 'rivatel# eld

i!veste!t advisor# fir a!d is also a e"er of te advisor# coittee to te "oard of

Girgi! Drou' oldi!gs td. a 'rivatel# eld co'a!#. It as o! te "asis of is 'rove!

leadersi' skills a!d a"ilit# to >air te Board tat te Board co!cluded tat -r. Stit;er

sould co!ti!ue to serve o! te Board.


6/24

ITS | Signet Jewelers Strategic Audit

2.

ichael /. 'arnes- Chief #$ecutive Officer and 0irector

-icael /. Bar!es 53 >ief *xecutive fficer a!d o'a!# as >ief *xecutive fficer o'a!# o!e of te orlds leadi!g a!ufacturers of

"ra!ded co!suer 'ackaged goods u!til er retiree!t i! Se'te"er 2%12. aira! a!d >ief

*xecutive fficer of ,oot ocker I!c. ic e 0oi!ed as Preside!t a!d >ief 'erati!g

fficer i! 1CC5. -r. il'ert as asked to 0oi! te Board i! order tat it igt "e!efit fro

is ge!eral a!agee!t a!d retail s'ecific skills. Te Board as co!cluded tat -r. il'ert

sould co!ti!ue to serve o! te Board for tese reaso!s.

5. *elen #. cClus2ey- 0irector

ele! *. -c>luske# 58 luske#

as Preside!t a!d >* of /ar!aco Drou' I!c u!til its 2%13 ac@uisitio! "# PG

>or'oratio!. -s. -c>luske# 0oi!ed /ar!aco as Drou' Preside!t I!tiate +''arel i!

2%%4 a!d er res'o!si"ilities co!ti!ued to i!crease "ecoi!g >ief 'erati!g fficer i!2%1% a!d Preside!t a!d >ief *xecutive fficer i! 2%12. Prior to 0oi!i!g /ar!aco -s.

-c>luske# eld various 'ositio!s of i!creasi!g res'o!si"ilit# it ,iresto!e Tire &

9u""er >o'a!# (1C6671C83$ Pla#tex +''arel I!c (1C8372%%1$ (ic as ac@uired "#

Sara ee >or'oratio! i! 1CC1$ a!d i; >lai"or!e I!c. (!o ,ift & Pacific >o'a!ies I!c.$

(2%%172%%4$. -s. -c>luske# serves as a! i!de'e!de!t director of PG >or'oratio! ic

'ositio! se assued folloi!g te erger it /ar!aco i! 2%13. /it -s. -c>luske#=s

"road "ackgrou!d i! strateg# "usi!ess 'la!!i!g a!d o'eratio!s se "ri!gs valua"le skills


7/24


a!d i!sigt to te >o'a!#. Te Board as co!cluded tat -s. -c>luske# sould

co!ti!ue to serve o! te Board for tese reaso!s.

.

arianne iller 3arrs- 0irector

-aria!!e -iller Parrs 6% ief,i!a!cial fficer of I!ter!atio!al Pa'er >o'a!# ere se ad "ee! si!ce 0oi!i!g i! 1C64

as a Pe!sio! Trust I!veste!t -a!ager a!d oldi!g a !u"er of 'ositio!s "efore first

"ei!g a''oi!ted Se!ior Gice Preside!t a!d >ief ,i!a!cial fficer i! 1CC5. Se eld tis

'ositio! u!til 1CCC e! se as a''oi!ted *xecutive Gice Preside!t it res'o!si"ilit#

for I!foratio! Tec!olog# Dlo"al Sourci!g Dlo"al Su''l# >ai! a!d I!vestor 9elatio!s.

Se eld tis role for six #ears a!d se as also rea''oi!ted >ief ,i!a!cial fficer i!

2%%5. Previousl# -s. Parrs as a Securit# +!al#st at a !u"er of firs i!cludi!g -errill

#!c. Te Board co!sidered it !ecessar# to recruit to te Board a director it su"sta!tial

FS fi!a!cial re'orti!g ex'erie!ce. Te Board as co!cluded tat -s. Parrs sould co!ti!ue

to serve o! te Board for tese reaso!s.

6.

+hoas 4. 3las2ett- 0irector

Toas Plaskett 6% aira! of ,ox 9u! >a'ital +ssociates a 'rivate co!sulti!g fir

focusi!g o! fi!a!cial advisor# a!d cor'orate gover!a!ce services for eergi!g co'a!ies.

,ro 1CCC u!til 2%%% e served as te >aira! Preside!t a!d >ief *xecutive fficer of

Pro"ex >or' a! e!erg# tec!olog# co'a!#. e also served as Gice >aira! of ege!d

+irli!es fro 1CC6 u!til 2%%1. -r. Plaskett served as I!teri Preside!t >ief *xecutive

fficer a!d +cti!g >ief ,i!a!cial fficer of Dre#ou!d i!es for to #ears "efore

"ecoi!g >aira! fro 1CC5 u!til 1CCC e! te co'a!# as sold. Previousl# e as

>aira! Preside!t a!d >ief *xecutive fficer of Pa! + >or'oratio! fro 1C88 u!til

1CC1. Prior to tat -r. Plaskett as Preside!t a!d >ief *xecutive fficer of >o!ti!e!tal

+irli!es fro 1C8 to 1C86. -r. Plaskett also eld several se!ior a!agee!t 'ositio!s at

+erica! +irli!es a!d +-9 >o'a!# "etee! 1C64 a!d 1C8. -r. Plaskett served as adirector of )ovell >or'oratio! +lco! a"oratories I!c. a!d 9adioSack >or'oratio! u!til

+'ril 2%1% -a# 2%11 a!d )ove"er 2%13 res'ectivel#. -r. Plaskett 0oi!ed te Board as

is co!sidera"le ge!eral a!agee!t skills ere co!sidered to "e a! e!a!cee!t to te

overall efficie!c# a!d effective!ess of te Board. Te Board as co!cluded tat -r. Plaskett

sould co!ti!ue to serve o! te Board for tese reaso!s.

8. 5obert 6. Stac2- 0irector

9o"ert ?. JBo"K Stack 3 fro 2%%5 to 2%12. -r. Stack as exte!sive ge!eral a!agee!t a!d ua!


8/24


9/24


10/24

ITS | Signet Jewelers Strategic Audit 1%

A. 5obert +rabucco

9o"ert Tra"ucco 5C 0oi!ed te Sterli!g divisio! i! 2%%3 as *xecutive Gice Preside!t a!d

>ief ,i!a!cial fficer of te Sterli!g divisio!. e ad 'reviousl# orked for AS

+ssociates a retail co!sulti!g 'ractice.

1.&. *istory and tie lineTe grou' as fou!ded i! 1C4C a!d gre orga!icall# "efore ex'a!di!g ra'idl# troug a seriesof ac@uisitio!s i! te late 1C8%s a!d earl# 1CC%s a!d as forerl# k!o! as te 9at!er Drou'.

Te grou' ca!ged its !ae to Sig!et Drou' 'lc i! Se'te"er 1CC3.

Te co'a!# oved its 'riar# stock arket listi!g fro te o!do! to te )e Mork Stock

*xca!ge o! Se'te"er 11 2%%8 ca!gi!g its !ae to Sig!et ?eelers iited i! te 'rocess.

Te fir also oved its cou!tr# of doicile fro te F!ited Ai!gdo to Beruda o! te sae

da# altoug it retai!s o'eratio!al ead@uarters i! te ?eelr# Nuarter Biri!ga.

I! ,e"ruar# 2%14 Sig!et ?eelers td. agreed to "u# Lale >or'oratio! it Lale sareolders

receivi!g FS


11/24


1.=. inancial 7nalysisCurrent perforance for fiscal year &D1. Te u!rest i! te -iddle *ast a!d Fkrai!e as a 'ote!tial i'act o! te glo"al e!erg#

costs a!d could cause 'ote!tial 'ro"les regardi!g soe a0or eergi!g arkets for

Britis goods. (T$

&.1.&.&. #conoic #nvironent

+. Te Britis eco!o# as greatl# affected "# te 2%%8 recessio!. Tis as i! 'articular

due to te fact tat fi!a!cial services "a!ki!g a!d i!sura!ce re'rese!t te ke# drivers

"ei!d te Britis D


13/24


B.

)atio!als of F+* a! Natar a!d Auait ad teir FA visa re@uiree!t aived

ic caused a! i!crease of u' to 43O i! te !u"er of visitors fro tese cou!tries. ($

>.

Te re"ou!d of te eco!o# folloi!g te recessio! is ex'ected to 'roduce a! i!crease

i! arriages a!d civil 'art!ersi's ic i! tur! is ex'ected to cause a! i!crease i! te

co!su'tio! of 0eelr#. ($

&.1.&.o7o'eratio! a!d . Gastl# develo'ed telecou!icatio! !etorks i!sures te safet# a!d securit# re@uired

for o!li!e so''i!g ile te orld faous Britis 'ostal services facilitates si''i!g to

te co!suers. ($

< cou!tries ic ea!s tat te arket for o!li!e so''i!g as great

o''ortu!ities. ($

&.1.;.+as2 #nvironent 7nalysis

Te Britis 0eelr# arket is a large co'etitive o!e des'ite te 2%%8 recessio! ic

resulted i! a a0or destructive it to te sall 'la#ers i! suc arket te a0or o!es

i!cludi!g sig!et ere a"le to survive it a!d re'lace te saller 'la#ers too after te it as

over te 0eelr# arket i! te FA e!0o#ed stead# grot rates after te recessio! as over

a!d exceeded suc rates "# te seco!d alf of 2%13.

>o'etitors for Sig!et >o'a!# ere decreased !u"er ise si!ce te 2%%8 recessio! due to

te exit of te sall 'la#ers fro te Britis arket "ut o! te oter a!d te large 'rese!to!es are soi!g ore fierce co'etitio! it sig!et curre!tl#

! te oter a!d te F.S. curre!tl# accou!ts for te largest 0eelr# arket i! te orld it

ore ta! alf of its arket "ei!g doi!ated "# te diao!d 0eelr# sege!t "ut i! 2%13

te F.S. 0eelr# arket grot rates soed sig!ifica!t decli!e tre!ds

&.1.;.1. 3orter forces

+. Treat of !e e!tra!ts: lo ( Te 0eelr# "usi!ess is a acroeco!oic de'e!de!t o!e

ere 'la#ers are fe a!d !e e!tra!ts are rare$

B. Bargai!i!g 'oer of "u#ers: ediu (due to te 'rese!ce of several large 'la#ers a!d

te fierce co'etitio! i! "etee!$

>.

Treat of su"stitute: ediu ( ere i! suc u!7clear eco!oic e!viro!e!t 'eo'leigt te!d to fi!d less ex'e!sive 'roducts a!d iitated o!es$


14/24


&.1.ustoer fear si!ce 2%%8 a!d te rise of

su"stitute

%.%6 3 %.21

T4 Te fierce co'etitio! ao!g te 'rese!t

'oerful co'etitors

%.15 5 %.65

+otal scores 1.%% 4.1=


15/24


&.&. Bnternal actor 7nalysis) Strengths and /ea2nesses&.&.1.Strengths and /ea2nesses

&.&.1.1. Strengthens

+.Stro!g store "ra!ds

Sig!et is !ot de'e!de!t o! a!# aterial 'ate!ts or lice!ses i! eiter te FS or te FA.

oever it does ave several ell7esta"lised tradearks a!d trade !aes ic aresig!ifica!t i! ai!tai!i!g its re'utatio! a!d co'etitive 'ositio! i! te 0eelr# retaili!g

i!dustr#. Tese registered tradearks a!d trade !aes i!clude te folloi!g i! Sig!et=s FS

o'eratio!s: Aa# ?eelersR ?ared Te Dalleria f ?eelr#R ?B 9o"i!so! ?eelersR -arks&

-orga! ?eelersR Belde! ?eelersR /eisfield ?eelersR stera! ?eelersR Sa=s ?eelersR

9ogers ?eelersR e9o#=s ?eelersR Dooda! ?eelersR ,riedla!der=s ?eelersR *ver# kiss

"egi!s it Aa#R Peerless


16/24


'redoi!a!tl# carried out i! +sia. -a!agee!t co!ti!ues to seek a#s to reduce te cost of

goods sold a!d e!a!ce te resilie!ce of its su''l# cai!.

,.

ig @ualit# store "ase

Sig!et stores trade i! a0or regio!al so''i!g alls a!d 'rie ig Street locatio!s (ai!

so''i!g torougfares it ig traffic flo$ it ig visi"ilit# a!d a luxur# a''eara!ce.

D.

I!7ouse custoer fi!a!ci!g (FS$

Sig!et is offeri!g fi!a!ce facilities "e!efits teir custoers esta"lises credit 'olicies tat

take i!to accou!t te overall i'act o! te "usi!ess.

Te various custoer fi!a!ce 'rogras assist i! esta"lisi!g a!d e!a!ci!g custoer

lo#alt# a!d co'lee!t te arketi!g strateg# "# e!a"li!g a greater !u"er of 'urcases

iger u!its 'er tra!sactio! a!d greater value sales.

.,i!a!cial stre!gt a!d flexi"ilit#

,i!a!cial strength and flexi"ilit# allo Sig!et to take adva!tage of i!veste!to''ortu!ities facilitates te a"ilit# to develo' furter "ra!ded differe!tiated a!d exclusive

erca!dise i'roves te efficie!c# of te su''l# cai! su''orts arketi!g ex'e!se a!d

i'roves o'erati!g argi!s

&.&.1.&. /ea2nesses

+.

>o'etitive arket

?eelr# a!ufacturi!g i! te FS+ a!d FA as see! sar' decli!es i! rece!t #ears due to

stro!g co'etitio!. -a!# develo'i!g cou!tries are i! a good 'ositio! to 'rovide 'roducts at

igl# co'etitive 'rices. +s a result a!# firs ave cose! to 'roducegoods overseas.

B. I!veste!ts i! researc a!d develo'e!t(9&. Dlo"al 'e!etratio!

Dlo"al 'e!etratio! is lo as co'ared to leadi!g i!ter!atio!al 'la#ers


17/24


&.&.&.B7S atri$

Bnternal actors 7nalysis Suery 9 B7S :

Bnternal actors

/eight

5ating

/eighted

scoresCoents

Strengths

S1 Stro!g store "ra!ds %.15 5 %.65

S2 Bra!d differe!tiated a!d exclusive erca!dise %.1% 4 %.4%

S3 utsta!di!g custoer service %.%5 4 %.2%

S4 +dvertisi!g effective!ess %.1% 3 %.3%

S5 Stro!g su''l# cai! %.%5 3 %.15

S ig @ualit# store "ase %.%5 2 %.1%

S6 I!7ouse custoer fi!a!ci!g (FS$ %.1% 4 %.4%

S8 ,i!a!cial stre!gt a!d flexi"ilit# %.1% 3 %.3%

/ea2nesses

/1 >o'etitive arket %.1% 4 %.4%

/2 I!veste!ts i! researc a!d develo'e!t (9&


18/24


&.;. Overall #nvironental 7nalysis&.;.1.S7S atri$ E 7nalysis of Strategic actors

Strategic actors 7nalysis Suery 9S7S:

Strategic actors weight 5ating /eightedscore

Coent

Strengths

S1 Stro!g store "ra!ds %.1% 4 %.4%

S2 Bra!d differe!tiated a!d exclusive %.1% 4 %.4%

S3 +dvertisi!g effective!ess %.1% 3 %.3%

S4 ,i!a!cial stre!gt a!d flexi"ilit# %.1% 4 %.4%

/ea2nesses

/1 >o'etitive arket %.1% 4 %.4%

/2 Dlo"al 'e!etratio! %.%8 3 %.24

Opportunities

1

Sig!s a!d figures soi!g I!creased F.A. co!suer

s'e!di!g i! te seco!d alf of 2%13 as a 'roisi!g

tre!d

%.1% 4 %.4%

2*co!oic recover# i! F.A. s'ecificall# a!d *uro'e

a!d F.S.+ ge!erall# as arkets%.%C 4 %.3

3 ?eelr# i!terested Touris %.%5 3 %.15

+hreats

T1 >o'etitio! it 'oerful co'etitors %.1% 4 %.4%

T2Te 2%%8 recessio! it tat affected te arket grot

rates greatl#%.%8 2 %.1

+otal scores 1.%% 3.1


19/24

ITS | Signet Jewelers Strategic Audit 1C

;. Conclusion and 5ecoendations

;.1. +O/S Strategic 7lternatives atri$


20/24

ITS | Signet Jewelers Strategic Audit 2%

External Opportunities (O)

1.Increased U.K. consumerspending

2. Economic recovery in U.K.

specifically and Europe and U.S.A

generally

3. Jewelry interested Tourism

External Threats (T)

1.Competition with cheap Asian replicas2. The 2008 recession hit that affected the

market growth rates greatly

Internal Strengths (S)

1. Strong store brands

2. Brand differentiated and exclusive

3. Advertising effectiveness

4. Financial strength and flexibility

SO

"Maxi-Maxi" Strategy

1. New collections design for U.K

and U.S.A Markets

2. New touring oriented collections

(souvenirs)

(R&D department or business unit

with jewelry designers and market

research functions)

ST

"Maxi-Mini" Strategy

1. Distributing for other brands

(competitors alliance)

Internal Weaknesses (W)

1.Competitive market2. Global penetration

WO

"Mini-Maxi" Strategy

1. Full spectrum pricing

2. New tourism oriented collections

(souvenirs)

(R&D department or business unit

with jewelry manufacturing

effectiveness, cost reduction and

market research)

WT

"Mini-Mini" Strategy

1. Proceed with caution for new

investments

2. Optimize operational costs


21/24


;.&. Strategic alternatives

4rowth E 0iversification

#stablish 5(0 'usiness unit

8ew 3roducts and services 8ew 3ricing spectru

Tis alter!ative is to defi!e a !e set of 'roducts suc as touris orie!ted 0eelr# !e su"

"ra!ds or !e i!!ovative desig!s for te existi!g "ra!ds. +s ell as tackli!g te arket fro a

ider a!gel to ake use of te s'read "ra!ces a!d ell7k!o! !ae ("ra!ds$ "# i!troduci!g a

!e full s'ectru 'riced 'roducts. +lso o!e of te a0or adva!tages of te sig!et cor'orate is

its ell7trai!ed ell 'rese!ta"le "ra!c staff (sales 'erso!!el$ ic ca! easil# "e develo'ed to

offer JServicesK suc as advise for ligt custoi;atio! if availa"le for te !e custoa"le

'roducts 0eelr# ai!te!a!ce etc.$. +ll of tose ca! "e all acieved utili;i!g a stro!g !e

9&< "usi!ess u!it a!d li!ki!g teir targets directl# to 'rofits reflected. +ggressive arketi!g

ust "e utili;ed troug te 9&< u!it troug its arket researc divisio! to it te varia"les of

'rici!g touris orie!ted 'roducts a!d service atca"ilit#.

93ros) high possibility of additional revenue. Cons) brands loose its original niche ar2et

or differentiation:

Stability E 3rofit

#stablish 5(0 'usiness unit

8ew operational procedures

*5 revaping 9incentives syste:

Troug researci!g a!d o'tii;i!g a!ufacturi!g 'rocedures service a!d custoer care'rocesses !e o'eratio!al cost7savi!gs ca! "e acieved. +lso li!ki!g te i!ce!tives s#ste 0o"

desig! a!d te ole 9- structure to te 'rofit o"0ective sould reflect o! te cor'orate

overall 'rofits.

93ros) iediate profit. Cons) liiting additional profit- operational overhead:

5etrenchent F turn around

+t toug ties te tur!arou!d is te "est first coice for a!# cor'orates. 9eva'i!g te

ole cor'orate structure toard eergi!g arket or ca!gi!g arket e!viro!e!t ca! "e

soeties te o!l# feasi"le o'tio! for te cor'orate to survive.

93ros) ar2et alignent. Cons) loosing distinguished designers- salesen G etc.:


22/24


;.


23/24


7ction plan list

,i!ali;i!g te co!tracts for outsourci!g te IT de'arte!t troug a

re'uta"le 'rofessio!al co'a!# "# e!d of


24/24


;.>. Bpleentation

Strategy Implementation

;.

Documents

Signet - Strategic Audit - Wael_Walid_Andrew - V 5