External and internal environmental analysis are important for a company to achieve its goals. The purpose of this paper is to complete the external environmental scan, and perform an internal competitive environmental scan for Designer Shoe Warehouse (ADS). This paper will identify and analyze the most important external environmental factor in the remote, industry, and external operating environments.
This paper will also identify and analyze the most internal strengths and weaknesses of ADS, include an assessment f the Dew’s resources, assess Deeds competitive position and possibilities, and will analyze the structure of ADS and how this affects organizational performance. Designer Shoe Warehouse As of January 2010 the Designer Shoe Warehouse (ADS) had 305 operating stores in 39 states. In the United States ADS is the leading footwear specialty retailer. ADS caters to both men and women by offering a wide assortment of better-brand dress, casual, and athletic footwear, and accessories.
ADS focuses on its customers by offering them a vast assortment of seasonal tales with convenience and value desired by the customers (ADS, Inc. 2009 Annual Report). ADS main focus is creating a distinctive shopping experience for its customers which satisfies the customers rational and emotional needs. External Environmental Factor in the Remote, Industry, and External Operating Environments Dews economic factor is part of Dew’s external environmental factor in the remote.
Dew’s competitive strength, distinctive store layout heart of their branded products, valued proposition offered to customers, and financial trench is the reason ADS is in a leading marketing position (ADS, Inc. 2009 Annual Report). Athletic footwear and shoes are purchased from over 400 foreign and domestic vendors by ADS. The large assortment of merchandise are sold in individual ADS stores and on the ads. Com website. The growth Of ADS is attributed to its operating model and managements ability to focus on store- level profitability and economic payback.
Dew’s net sale grew at a rate of 11% over a five year span, which ended in January 2010. As well as the 1 1% net sale growth ADS also generated positive cash flow and operating results. A level of cash and investment was generated by ADS in the amount of $289 million. This amount is believed to be a sufficient amount to maintain ongoing operations, support capital requirements for seasonal work, and to fund capital expenditures related to projected business growth (ADS, Inc. 2009 Annual Report). Internal Strengths and Weaknesses of ADS Strengths within ADS is what keeps customers purchasing items in store locations or on the ADS website.
ADS has implemented an easy free exchange or return system for its customers who are not satisfied with their purchase. This system is free, easy to use, and convenient for customers. The return system provides the customer with a 60 day grace period in which he or she has to return an item for a full refund. However, if the merchandise was received as a gift, refund request is after the 60 day grace period, or the customer does not have the receipt ADS will give the customer credit in the form of an e-gift card.
Loyal customer who shop at ADS stores or on the ADS website are entered into the ADS loyalty program. The ADS loyalty program permits loyal customers to earn reward certificates. Reward certificates provide loyal customers with discounts on purchases customers plan to make in the future (ADS, Inc. ). ADS also reward loyal customers with special offers and other certificates. The special offers and certificates are easily accessible to customers. Customers can retrieve the special offer codes and certificates via mail, email, or on the ADS website.
Website purchases are the weakness within the ADS Company. Problems such as offered codes not properly working, the tracking of online orders, and the unavailability of certain ADS websites to customers are the cause for knees in the ADS Company. Some codes are available through online purchases only and some codes are not valid at all for customer use. This can be very aggravating for customers. There are times when customers look up an order are placed online and they are unable to locate their order.
They are then directed to another website to report the problem. The motion of tracking the order that should have been available for the customer can become frustrating. Accessing Dew’s website is also a weakness for the company. Customers like an easy accessible website. To access Dew’s Bessie to place an order customers have to download certain software provided by ADS. Although the software is provided free of charge customers believe that this is an unnecessary step for the customer. ADS should make accessibility easier for the customer.
Dew’s Competitive Position and Possibilities Competitors as viewed by ADS are department stores, shoe stores in the mall, brand-oriented discounters, independent shoe retailers, online shoe retailers, single-brand specialty retailers, national chains, and multi;channel supply retailers. Many of these competitors offer a limited assortment of Geiger priced footwear within a less convenient environment. Dew’s reward program also offers more rewards than its competitors. The competitors of ADS have tried to imitate ADS.
However, the competitor offers a less brands that customers are familiar with and styles from previous seasons ADS offers styles that are in season and up to date (ADS, Inc. 2009 Annual Report). Down scaling the size of the ADS store is believed by ADS to yield a greater opportunity for the company. A majority of the ADS stores measure 25,000 square feet with a few averaging 40,000 square feet. Although ADS is continuing to build other retail stores, the President of ADS, Peter Harvard, has realized that the current size of their store are limiting the location of future stores.
To build future stores in sites that were not accessible to the company in the past Peter Harvard believes that the downsizing of the store format is the key. The interior design of future stores is also a change that Peter Harvard is planning to make. The current traditional design will be changed to a more loft like design with brick walls, wood floors, wider isles aisles), softer lights, and a larger clearance isle (Retailing Today, 2001 Conclusion ADS is a top leader in the shoe industry.
By offering its customers a wide assortment of better-brand dress, casual, and athletic footwear, and accessories through a store location or online ADS has been able to stay ahead of its competitors. An external and internal environmental analysis has shown that ADS focus is on its ability to provide great service and a quality product to its customer. The analysis shows that while ADS is providing its guest with great service, a quality product, and a reward aerogram for its loyal customers, ADS is also facing some weaknesses that could cause the company to lose customers.