The paper “ Woolworth Australia – External and Internal Environment, Porter’ s Five Strategic Analysis” is an outstanding variant of the case study on management. Woolworth is one of the largest retail business brands in Australia, with a number of stores in both Australia and New Zealand. According to Allstate, it currently controls about 31% of the total market share in the retail business, which is the leading market segment in Australia. Having been started in the year 1924, the chain of supermarkets and stores is currently the leading chain of stores, in terms of revenue, number of store outlets, and presence in almost all parts of Australia (Alstete 2014, p. 82).
It has a global presence in over 22 countries, a fete that has greatly improved its profitability giving it a competitive advantage. This great fete has ensured its continuous sustained growth and development thus stirring my interest in its operations based on its strategic management. Woolworth operates under certain industrial characteristics, following effective internal and external environmental analyses and other competencies, which add value to its strategic growth management and made it a success both in Australia and globally. Basic Analysis of the Firm CharacteristicsWoolworth Australia's company operations can be said to be oligopoly (Alstete 2014, p. 79).
This is considering the other numerous retail business entries in the retail market in Australia and the dominance of a small number of firms in the market share. This characteristic allows for the fair pricing as a result of crowded competition, basing the competition on product differentiation and distinctive services to the target clients. Controlling over 31% of the market share, the company's turnover at the end of 2011- 2012 financial year averaged $3.3 billion.
Out of the stated total, $3.1 billion were generated from the Australian market while the remaining $196 million were generated from New Zealand (Dess, Lumpkin & Eisner 2008, p. 27). Woolworth has had a consistent growth rate following its average sales increase at a range of 7.4% to 13.4% for a period of between 2006 and 2011.
Alstete, JW 2014, ‘Strategy choices of potential entrepreneurs,’ Journal of Education for Business, vol. 89, no. 2, pp.77-83.
Coman, A & Ronen, B 2009, ‘Focused SWOT: diagnosing critical strengths and weaknesses’, International Journal of Production Research, vol. 47, no.20, pp.5677-5689.
Dess, G & Eisner, A 2008, Strategic management: Creating competitiveness, Fourth Edition, McGraw-Hill, New York, NY 10020.
Divol, R, Edelman, D & Sarrazin, H 2012, ‘Demystifying social media’, McKinsey Quarterly, vol. 2, no. 12, pp. 66-77.
Dobbs, M 2014, ‘Guidelines for applying Porter's five forces framework: A set of industry analysis templates’, Competitiveness Review, vol. 24, no.1, pp. 32-45.
Ghemawat, P 2007, Redefining Global strategy: Crossing borders in a world where differences still matter, Harvard Business School Press, Hanson
Strautins, D 2015, How is social media information affecting supply chains? [Online] Available at:
Zander, U 2011, ‘Knowledge and strategy creation in multinational companies’, Management International Review, vol. 51, no.6, pp. 821-850.