The paper 'Blundstone Footwear Company' is a great example of a Management Case Study. The Blundstone Footwear Company is a footwear manufacturer which is located in Hobart, Australia. This company is widely known for its production of elastic-sided, lace-less, ankle-boots (Craik, 2016). ‘ The Original’ is the official name that is given to this product but in Australia they are known as the ‘ Blunnies. ’ The company, Blundstone Australia Pty. Limited typically engages in manufacturing and designing these kinds of footwear for the children, women, and men. The footwear that is produced by this company is suitable for numerous reasons like playing, hiking, light, and heavy work, and also suitable for both sunny days and rainy days (Craik, 2016).
Additionally, Blundstone provides unisex-styled footwear, accessories elastic-sided boots, dress boots, as well as gumboots. The company offers its products through its various both in Australia and abroad (Craik, 2016). Blundstone Company is a private limited company with about 550 employees in Australia (Craik, 2009). It also has other branches in the United States, Canada, and Australia. The nature of competition that Blundstone Company faces is monopolistic in nature where numerous competitors exist who also provide footwear products that are slightly differentiated and easily substitutable (Craik, 2009).
Precisely in Australia, which is its primary location of operation, they face a rather intense competition among other footwear manufacturers, and it is highly fragmented (Craik, 2009). Following this background, the paper will seek to evaluate and document the strategic planning activities of the Blundstone Company. This will be done through analyzing various aspects including the strategic tools, formal strategies, planning flexibility, strategic planning responsibility, and the planning outcomes of the company. Use of Strategic Tools and InstrumentsPEST AnalysisThe growth of the Blundstone Company depends heavily on the external conditions of where it operates.
Therefore, the company makes use of the PEST analysis model to identify some of the external factors which may present both the threats and opportunities in the company’ s macro-environment (Yü ksel, 2012). This analysis also enables the company to have an insight into their current position.
Andersen, T. J. (2000). Strategic planning, autonomous actions and corporate performance. Long range planning, 33(2): 184-200.
Cameron, K. S., & Quinn, R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
Craik, J. (2009). Is Australian fashion and dress distinctively Australian?. Fashion Theory, 13(4): 409-441.
Craik, J. (2016). Blundstone boots. In Ethnic Dress in the United States: A Cultural Encyclopedia. Rowman & Littlefield Publishers.
Dobson, J. A., Riddiford-Harland, D. L., & Steele, J. R. (2015). Effects of wearing gumboots and leather lace-up boots on lower limb muscle activity when walking on simulated underground coal mine surfaces. Applied ergonomics, 49: 34-40.
Gamba, A., & Triantis, A. (2008). The value of financial flexibility. The Journal of Finance, 63(5): 2263-2296.
Halliday, R. (2015). Four Exhibitions in Toronto. Fashion Theory, 19(4): 519-539.
Kerzner, H. (2002). Strategic planning for project management using a project management maturity model. John Wiley & Sons.
Lim, S. J., & Phillips, J. (2008). Embedding CSR values: The global footwear industry’s evolving governance structure. Journal of Business Ethics, 81(1): 143-156.
Parmenter, D. (2015). Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.
Piller, F., & Kumar, A. (2006). For each, their own: The strategic imperative of mass customization. Industrial Engineer, 38(9): 40-46.
Skelton, P. (2013). Putting your boot into safety. Electrical Connection, (Spring 2013), 50.
Van Niekerk, M. (2008). U.S. Patent Application No. 12/680,649.
Walker, D. H., & Shen, Y. J. (2002). Project understanding, planning, flexibility of management action and construction time performance: two Australian case studies. Construction Management & Economics, 20(1): 31-44.
Yüksel, I. (2012). Developing a multi-criteria decision making model for PESTEL analysis. International Journal of Business and Management, 7(24): 52-66.