1.

INTRODUCTION OF EILEEN FISHER Repositioning the Brand CASE SOLUTION

The Harvard business review has published the EILEEN FISHER Repositioning the Brand Case Study.
Like all HBR case studies, the EILEEN FISHER Repositioning the Brand Case is designed and drafted in
a manner to allow the reader to experience a real-world problem and solve it accordingly. The case
study, like other HBR case studies, will help the reader and students develop a broader, and a clearer
understanding of the business world and dynamics.

The EILEEN FISHER Repositioning the Brand Case is based on a current managerial and strategic
problem being faced by the organization, which must be solved tactfully to allow progression, as well
as maintain a competitive position. This paper is written to facilitate the case solution for the EILEEN
FISHER Repositioning the Brand Case Study.

The case solution for the EILEEN FISHER Repositioning the Brand Case Study first identifies the
central issue that is elaborated on throughout the case. The case solution then analyses the case
through relevant strategic models and tools including the SWOT Analysis, Porter Five Forces
Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix
analysis, and the Marketing Mix analysis. This analysis is to help in the identification of a feasible
strategy and solution for the EILEEN FISHER Repositioning the Brand Case Study. Alternative
solutions are also proposed in the case solution, primarily because alternative solutions often act as
contingency plans.

2. PROBLEM IDENTIFICATION

2.1. Harvard business school case studies

All case studies published by the Harvard business review comprise of a central problem that is faced
by the protagonist. This problem mostly holds implications for managerial and strategic directions of
the company. For readers and students of HBR case studies, it is critical to identify the problem that
the EILEEN FISHER Repositioning the Brand faces. This problem is usually hinted towards in the
introduction of the case and develops along the way.

2.2. Solving HBS case studies

As a result, for solving the EILEEN FISHER Repositioning the Brand case, it is essential to read the
case study thoroughly. The identification of the problem correctly is vital for undergoing the analysis
rightly, and for developing relevant solutions for the EILEEN FISHER Repositioning the Brand Case
Study. It is also essential to identify all the appropriate parties that are being impacted by the
problem as well as the decision. The correct problem identification will ensure that all the solutions
developed during the case analysis of the EILEEN FISHER Repositioning the Brand Case Study are
applicable and pragmatic.

EXTERNAL ENVIRONMENT ANALYSIS

The external environment analysis is needed for the EILEEN FISHER Repositioning the Brand Case
Study to make sure that it actively, and proactively responds to the macro-environment. The macro
environment or the external environment for the EILEEN FISHER Repositioning the Brand Case
includes those factors which are not in control of the business or the company directly. As a result:

 The EILEEN FISHER Repositioning the Brand cannot influence these factors in its favour, and
in contrast, these factors directly affect the operations and workings of the company.
  As a result, EILEEN FISHER Repositioning the Brand must make sure to continually assess and
review the external environment to make sure that it responds to external factors, and take
them into account, during strategic decisions, and strategy devising.
Businesses like EILEEN FISHER Repositioning the Brand make use of strategic model tools
continually to make sure that they are aware of the external environment.

 These include tools like the pestle analysis and Porter’s five force model, as well as strategic
group analysis and pentagonal analysis, to name a few.
The external analysis for the EILEEN FISHER Repositioning the Brand Case Study will assess
and will apply the strategic models and tools to review the business environment for the
company.PESTEL Analysis

3.1.1. Political

Political factors and elements can have a direct and indirect impact on the business. This is seen
through the EILEEN FISHER Repositioning the Brand Case Study.

3.1.1.1. Policy Makings

 Policymakers for the EILEEN FISHER Repositioning the Brand Case are in all likelihood to
intervene in the business surroundings.

 Commercial restrictions and political stability are additionally integral factors that will
determine the success or failure of EILEEN FISHER Repositioning the Brand.

3.1.1.2. Taxation

 Tax policy will influence the cost of doing business for EILEEN FISHER Repositioning the
Brand.

 An increase in organization taxation (on business profits) has a similar impact as an

expansion in expenses.

 Organizations can pass a portion of this increase on to shoppers in more expensive rates, yet
it will likewise influence the bottom line of the business.

3.1.1.3. Government Support

 The government helps organizations in two primary ways: monetary help and regulatory.

 EILEEN FISHER Repositioning the Brand can use government assistance and grants for
purposes of growing the business, advancement, exporting, and innovative work.

 EILEEN FISHER Repositioning the Brand can also be impacted by when Governments modify
regulations and laws.

3.1.1.4. Political Stability

 Lack of political stability in a country impacts business tasks. Political stability is particularly
essential for the organizations which work globally, such as EILEEN FISHER Repositioning the
Brand.

 A forceful takeover could oust a legislature. The takeover could prompt mobs, plundering
and general issue in nature. These disturb business tasks for EILEEN FISHER Repositioning
the Brand.
  Purchasing political risk insurance is a way for EILEEN FISHER Repositioning the Brand to
oversee political hazard. Organizations that have worldwide activities utilise such as
insurance to lessen their risk presentation.

 The soundness of a political framework can influence the attractiveness of a specific nearby
market for EILEEN FISHER Repositioning the Brand.

3.1.2. Economic

The economic factors are one of the most important of PESTEL factors and can influence EILEEN
FISHER Repositioning the Brand in several ways.

3.1.2.1. GDP

 Economic components have the most evident effect on the profitability and overall appeal of
EILEEN FISHER Repositioning the Brand.

 Even though GDP per capita is a useful economic factor, GDP per capita gives just a
fractional perspective on the economic factors that may influence EILEEN FISHER
Repositioning the Brand.

 Higher GDP leads to higher disposable income and hence higher sales for EILEEN FISHER
Repositioning the Brand.

3.1.2.2. Inflation

 Higher inflation will disintegrate the purchasing power of the consumer and the shopper

 Higher inflation will also harm the costs of raw materials and other inputs that are utilised by
EILEEN FISHER Repositioning the Brand.

3.1.2.3. Interest Rates

 Fluctuations in interest rates may translate into higher or lower costs for the purchase or
sale of items and administrations provided by EILEEN FISHER Repositioning the Brand.

 Higher interest rates hurt the disposable cash of consumers.

3.1.2.4. Unemployment Rate

 A high unemployment rate is also unadvisable as it dissolves dispensable income of

consumers, and will harm EILEEN FISHER Repositioning the Brand ’s position.

 The high unemployment rate will lead to lower sales for EILEEN FISHER Repositioning the
Brand and impact its overall profitability and revenues.

3.1.2.5. How can the EILEEN FISHER Repositioning the Brand decrease the risk of economic
instability?

 EILEEN FISHER Repositioning the Brand can work towards building economies of scale

 Maintaining business costs and controlling the final price of the product can also help EILEEN
FISHER Repositioning the Brand fight economic instability

 EILEEN FISHER Repositioning the Brand can also work towards building a sustainably
managed workforce
3.1.3. Social

Social influences will stem from social components of the macro environment. Under the PESTEL
Analysis, they can influence EILEEN FISHER Repositioning the Brand in several ways:

3.1.3.1. Social patterns and consumer behaviour

 Social patterns affect work trends and patterns and are directly related to the behaviours of
consumers.

 Social patterns also have a direct influence on buyer tastes and inclinations, and the specific
kind, structure, and volume of interest for an item or service.

3.1.3.2. Social patterns and changing consumer needs

 The checking of social patterns will enable EILEEN FISHER Repositioning the Brand to
reposition its items or administrations to meet the changing desires and needs of
consumers.

3.1.3.3. Social trends in education

 Social trends of higher education have allowed firms like EILEEN FISHER Repositioning the
Brand to have access to a pool of higher skilled talent – but at the same time, also face a
more criticising consumer base.

 Higher education has also made consumers more aware of different product offerings by
companies like EILEEN FISHER Repositioning the Brand.

 consumers are also more educated and knowledgeable of different substitutes of a product,
as well as become more readily available at different touchpoints.

3.1.3.4. Social patterns make companies more consumer-centric

 Companies like EILEEN FISHER Repositioning the Brand are expected to become more
consumer-centric than product-centric.

 Similarly, Market segmentation and consumer grouping are dynamically moving towards
measures of psychographics and lifestyles to understand the consumer more.

3.1.3.5. How can EILEEN FISHER Repositioning the Brand use social aspects for growth?

 Use consumer-centric means of segmentation and targeting.

 Use consumer-oriented and consumer-based marketing – which use emotional appeals to

influence consumers.

 Make products more accessible at different touch points common to target consumers
socially.

3.1.4. Technological

The technological factors can influence EILEEN FISHER Repositioning the Brand in several ways:

3.1.4.1. Innovation

 The quick pace of technological change at EILEEN FISHER Repositioning the Brand may be
driven through innovation.
  Business leadership at EILEEN FISHER Repositioning the Brand tries to push the limits of
present limitations.

3.1.4.2. The advent of the internet and online retailing

 The expansion of the Internet and online business has discarded many intermediaries.
EILEEN FISHER Repositioning the Brand can communicate and retail directly to the
consumers now, or through modern intermediaries such as eBay as well, for example.

 EILEEN FISHER Repositioning the Brand may also use current social networks to retail and
use e-commerce to boost sales.

3.1.4.3. Social media and business growth

 EILEEN FISHER Repositioning the Brand can make use of social media to interact and reach
with consumers

 Social media can also be used to reach the target market audience more effectively

 Social media is cost-effective and strategically more influential for EILEEN FISHER
Repositioning the Brand

3.1.4.4. Improved value chain network

 For EILEEN FISHER Repositioning the Brand, technological innovation can be utilised to build
on competitive advantage through several different ways.

 EILEEN FISHER Repositioning the Brand can incorporate less expensive production, improved
access to clients, improved marketing, improvement in product quality, and increased levels
of business intelligence than the competition.

3.1.4.5. Managing technology and the future for EILEEN FISHER Repositioning the Brand

 To flourish in a business world that is quick paced and receptive to innovative change,
EILEEN FISHER Repositioning the Brand must stay cautious.

 It must be always be updated on any technological developments in the business and

industry.

 EILEEN FISHER Repositioning the Brand should weary of how the company are probably
going to influence its future attractiveness and profitability.

3.1.5. Environmental

For EILEEN FISHER Repositioning the Brand, the environmental aspects of the PESTEL analysis may
include:

3.1.5.1. Environmental stability and business standards

 EILEEN FISHER Repositioning the Brand may be expected to incorporate maintainability

standards into their business methodologies and to help resource allocation choices.

 EILEEN FISHER Repositioning the Brand may also be subject to environmental laws – which
will impact and guide its operations to become more environmentally friendly.

3.1.5.2. Environmental stability and budget allocation

  Leadership in the EILEEN FISHER Repositioning the Brand must measure the connection
between natural activities and budgetary execution.

 EILEEN FISHER Repositioning the Brand also strategically decides and assesses if the
organization have been estimating the monetary effect of natural and social activities.

3.1.5.3. Environmental sustainability

 EILEEN FISHER Repositioning the Brand also distinguishes and differentiates explicit zones of
concern and impediments to the coordination of environmental sustainability into corporate
performance and strategy

 EILEEN FISHER Repositioning the Brand also gives explicit direction concerning how
organizations can push toward a superior reconciliation of ecological and social activities in
their basic leadership procedures and tasks.

3.1.5.4. Environmental sustainability and business growth

 EILEEN FISHER Repositioning the Brand may use environmental issues to adjust financial,
natural and social performance.

 Concerns towards the environment will enhance the business image for EILEEN FISHER
Repositioning the Brand.

 Environmental sustainability within business goals and strategy will also reflect corporate
responsibility on the part of EILEEN FISHER Repositioning the Brand.

3.1.5.5. Environmental sustainability and improved consumer relations

 Consumers will be more inclined towards the use of environmentally sustainable products.

 Environmental sustainability in operations works towards improving the bottom line and
overall profitability for the business of EILEEN FISHER Repositioning the Brand.

 Improvement of cost management and operations will be observed in the business as well.

3.1.6. Legal

Legal components can influence EILEEN FISHER Repositioning the Brand directly, and can likewise
influence the instruments through which an organization buys its stock or connects with the client.
The EILEEN FISHER Repositioning the Brand should be mindful, for example, of the following legal
aspects:

3.1.6.1. Labour law

 Labour law refers to the guidelines in regulations that set up minimum and benchmark
conditions.

 These include identifying with the work of people.

 Labour laws include aspects of minimum working age, least time-based compensation, etc.

 EILEEN FISHER Repositioning the Brand must be mindful of these laws in routine business
tasks such as hiring, for example.

3.1.6.2. Discrimination law

  Under the discrimination law, EILEEN FISHER Repositioning the Brand must ensure to avoid
episodes of unequal or uncalled for treatment based on an individual's age, inability, sex,
national source, race, religion, and sexual orientation.

 EILEEN FISHER Repositioning the Brand should train its human resource management team
in ensuring that there is no:

o Unequal hiring

o Discrimination in recruitment

o Internal discrimination in talent management

o Bias in training opportunities

o Unfair compensation systems

o Prejudiced promotions and succession management

3.1.6.3. Health and safety laws:

 Under this, EILEEN FISHER Repositioning the Brand is required to give a protected work
environment to their workers.

 Working environment security and wellbeing laws build up guidelines intended to dispense
with individual wounds and injuries from happening in the work environment.

 all operations of EILEEN FISHER Repositioning the Brand should be designed to physically
and emotionally safeguard and protect the employees and the labour force employed

3.2. Porter’s five forces

 The five forces identified in Porter's model can effect EILEEN FISHER Repositioning the Brand
’s ability to serve its clients and make a profit.

 A change in any of the five forces may regularly require a business unit from EILEEN FISHER
Repositioning the Brand to reassess the market place given the general change in industry
data and dynamics. The general industry appeal and attractiveness.

 EILEEN FISHER Repositioning the Brand should apply and centre their skills, plan of action or
business models to accomplish profits above the business average. This may be done in
multiple ways, each distinguished in their application to the forces individually as is
elaborated below:

3.2.1. The threat of new entrants

3.2.1.1. Market and industry share

 New entrants to an industry bring new potential and a choice to increase the market share
and overall share of the pie that puts pressure on price, costs, and the investment price
essential to compete.

 For EILEEN FISHER Repositioning the Brand, particularly while new entrants are diversifying
from different markets into the chief industry, they will be able to leverage existing talents
and cash flows to shake up the opposition.

3.2.1.2. Limitation on earning expectation and capability of firms in an industry

  The threat of entry in the industry, consequently, puts a cap at the earning capacity and
profit capability for EILEEN FISHER Repositioning the Brand.

 While the threat of new entreaty is high, EILEEN FISHER Repositioning the Brand should
maintain their prices or increase funding and investment to discourage new competition.

3.2.1.3. The risk to new entrants because of high entry barriers

 The risk of entry in an industry depends upon on the peak of entry barriers and limitations
that are a blessing for players such as EILEEN FISHER Repositioning the Brand and on the
response that new entrants can count on from existing players.

 If entry barriers are low and novices count on little retaliation from the entrenched
competition, the chance of entry is high, and profitability for EILEEN FISHER Repositioning
the Brand will be moderated.

 It is the danger of entry, not whether the entry of new players takes place that holds down
profitability.

3.2.1.4. Some barriers to entry for new entrants in favour of EILEEN FISHER Repositioning the Brand :

 Capital requirements: a strong barrier to entry as new entrants will require strong financial
and resource cushioning for operations to take off and be sustained.

 Economies of scale: a strong barrier to entry as existing players in the industry operate with
high economies of scale, which new entrants will take time to achieve.

 Product differentiation: the strong barrier of entry if products within the industry have high
levels of differentiation on which they operate and approach customers.

 Access to distribution: a standard barrier to entry since new entrants will have equal access
to the retailers and distributing agents within the industry.

 Customer loyalty to established brands: a strong barrier to entry since customer loyalties
and perceptions are emotionally built and strongly enforced as long as the brand continues
to deliver on its core promise and quality.

3.2.1.5. What can EILEEN FISHER Repositioning the Brand do to face this challenge?

 Build and invest in marketing to distinctly establish a point of differentiation in customer

perception as well as strengthen customer loyalty.

 Invest in research and development to make sure that it continues to have competitive
differentiation from other players at all times.

 Focus on building economies of scale in production and sales.

3.2.2. The threat of substitute products or services

3.2.2.1. Substitute form

 There are always different alternatives or substitutes for various products that lead an
industry.
  These substitutes may be direct or indirect– the direct substitutes are the same category
products. produced by different players; indirect substitutes are the ones from different
product categories that can replace the product for EILEEN FISHER Repositioning the Brand.

3.2.2.2. Switching cost to substitutes for consumers

 Switching costs for direct substitutes is not very high for consumers.

 The per-unit-volume prices may be higher or lower.

 This makes the threat of substitute high.

3.2.2.3. Substitute and product benefit

 Alternatives to the product or substitutes may not be able to provide the same benefits

 May often lead to additional costs incurred.

 Switching costs towards alternatives becomes higher, and consumers may not switch to
substitutes.

 This, in turn, will make the threat of substitutes low.

3.2.2.4. Substitutes and consumer behaviour

 From the point of view of the consumer, there are some differences between the ways
different products of the same or similar category are used, but many consumption
decisions are a matter of personal taste - this makes products vulnerable to the threat of
other substitutes.

 Overall, the threat of substitutes is assessed to be moderately high.

3.2.2.5. How can EILEEN FISHER Repositioning the Brand combat the threat from substitute
products?

 Focus on delivering consistently high quality.

 Focus on maintaining strong consumer relationships.

 Integrate strategic marketing to form an emotional connection with the consumers and
strengthen consumer loyalty.

 Invest in pop up stores owned by the company to stock the EILEEN FISHER Repositioning the
Brand brand exclusively, and integrate it with brand characteristics and personality to attract
consumers.

3.2.3. Bargaining Power of Buyers

3.2.3.1. Who is the buyer?

 The buyer for EILEEN FISHER Repositioning the Brand is not necessarily the group that
consumes the product – but rather refers to the group of customers that purchases the
product from EILEEN FISHER Repositioning the Brand to either distribute further, retail it, or
even consume it.
  Hypermarkets and supermarkets, as well as independent retailers and distribution agents to
end consumers, are the core buyers for EILEEN FISHER Repositioning the Brand that make up
the market’s volume.

 Supermarkets and hypermarkets, along with many food chains that are concentrated, which
increases the buyer power.

 Products are stocked with buyers and retailers by EILEEN FISHER Repositioning the Brand
based on consumer demand.

3.2.3.2. Buyer power and costs

 EILEEN FISHER Repositioning the Brand will not experience switching costs for switching
buyers.

 Multiple product offerings by buyers also increase buyer power.

3.2.3.3. Retail product differentiation

 Products offered by retailers are differentiated based on several characteristics – not only
reliant upon product characteristics but also consumer segment characteristics. Because of
this, retailers are expected to offer a wide range of the same product category. This works
towards negating and weakening the overall buyer power.

 Buyer power is assessed to be moderate to high.

3.2.3.4. What can EILEEN FISHER Repositioning the Brand do to ensure risks against high buyer
power?

 EILEEN FISHER Repositioning the Brand can focus on differentiating its product and
increasing its demand with the end consumers through different marketing tactics, this will
increase the demand of the product with different buyers, and will work towards
moderating buyer power.

 EILEEN FISHER Repositioning the Brand should employ economies of scale to manage costs
of production. If it offers products at moderate prices to buyers, it will again be able to
attract a large number of buyers for its product, and in this way, will be able to break off the
high bargaining power.

3.2.4. Bargaining Power of Suppliers

3.2.4.1. Who is the supplier?

 Supplier power refers to the power that is held by the suppliers in terms of pricing of the
raw materials and inputs used for the business.

3.2.4.2. Sources of production for EILEEN FISHER Repositioning the Brand

 The main sources for production are the following:

 Supplies from vendors – sourcing from independent suppliers.

 Own manufactured equipment and resources: this model is practised by companies that are
well integrated backwards and forwards.

3.2.4.3. Independent suppliers

  For EILEEN FISHER Repositioning the Brand, there are numerous independent suppliers
within the industry, and all comprise of a few pretty small operations that lead to weakened
overall supplier power.

 Independent sellers and suppliers, however, can locate different opportunities and invest in
alternative markets – which can be a challenge for EILEEN FISHER Repositioning the Brand.

3.2.4.4. Supply quality and business dynamics

 Suppliers can integrate forward into the decision making and business dynamics themselves
as well.

 Also, to the buyers, the quality of the supplies and the raw materials is of utmost
importance.

 However, in an industry with a high number of suppliers, EILEEN FISHER Repositioning the
Brand can switch to different suppliers at any time without experiencing any costs of the
business.

 Overall bargaining power of suppliers is assessed to be moderate.

3.2.4.5. How can EILEEN FISHER Repositioning the Brand deal with the challenge?

 Get contracts with multiple suppliers and get resources and raw materials from them
accordingly.

 Invest in manufacturer controlled production facility to maintain consistency in quality.

3.2.5. Competitive Rivalry among Existing Firms.

3.2.5.1. Nature of fragmentation

 The market is highly fragmented, which makes it more competitive.

 The market is never too concentrated, and as a result, it has players of varying size of
operation – from very small to big players.

3.2.5.2. Brand management

 Producers have begun to make use of brand management techniques and contemporary
merchandising by launching bold brands, label designs and marketing campaigns to become
more identifiable to the public.

3.2.5.3. Diversification

 Purchasers and buyers have a wide range of products to choose from, with relatively low
switching costs. These factors tend to intensify rivalry.

 Though players in the industry may off niche or premium products, they also continue to
operate in the mass markets at large, which again leads to high competition.

3.2.5.4. High business costs

 The high fixed cost and the high bargaining power of the buyers, which can lead to the
lowering of the prices from manufacturers add to the highly competitive nature of the
industry.
  The overall rivalry is assessed to be high.

3.2.5.5. How can EILEEN FISHER Repositioning the Brand combat rivalry and competitive forces of
the industry?

 Focus on research and development to identify market niche as well as to be able to add
differentiating factors t its products. This will increase its shield against influence from
competitive forces and their actions.

 Build a strong and loyal consumer base by focusing on quality and marketing strategies.

 Focus on capturing new markets – in the same region as well as new regions to avoid
saturation of resources in one market only.

3.3. Pentagonal analysis

3.3.1. The threat of new entrants

3.3.1.1. Restriction into industry

 The ease of entry into the industry is restricted.

 There are high barriers to entry.

 These are government policies, consumer loyalty, brand differentiation etc.

3.3.1.2. Switching costs for consumers

 The high number of direct and indirect alternatives available also make EILEEN FISHER
Repositioning the Brand vulnerable to the high threat of substitutes.

 Low to negligible switching costs experienced on the part of the consumers and buyers.

3.3.1.3. Profitability

 New entrants are attracted to the industry because of high profitability.

 If there are high barriers to industry, the industry will continue to maintain high profitability

 Low barriers to entry will result in a lower average of industry profits.

 Lower entry barriers will also lead to higher operational costs because it will increase the
intensity of competition within the industry.

3.3.2. The threat of substitute products/services

3.3.2.1. Increased competition

 High threat of substitutes.

 This is because of higher competition.

 The higher competition leads to imitation of products and systems.

 This imitation makes substitute products similar to each other – as much as possible.

3.3.2.2. The offering of similar benefits

 Consumers readily adopt alternative and substitute products.

  They offer similar benefits.

 They have similar functional benefits and features.

3.3.2.3. Low costs of switching

 Consumers often experience a low cost of switching between substitute products.

 Low switching costs are also developed because competition often produces at lower
operational costs.

 Low switching cost results in lower overall product prices for the consumer.

 Industry players, therefore, also start competing on aspects of price.

3.3.3. Bargaining power of buyers

3.3.3.1. Market fragmentation

 The industry in which EILEEN FISHER Repositioning the Brand operates is highly fragmented.

 It has numerous local and international players.

 It is not very likely for players in the industry to integrate forward into on-trade or retail
businesses.

 This results in the players experiencing high bargaining power of the buyers from the
market.

3.3.3.2. The concentration of retailing agents

 It also results in a high concentration of individual retailing agents.

 Retailing is also done through hypermarkets and supermarkets.

3.3.4. Bargaining power of suppliers

3.3.4.1. Backward integration by producers

 Backward integration from producers is more commonly observed and seen,

 Many players in the industry have their own production facilities for raw materials as well.

 The industry has seen a large number of players needing to outsource resources and raw
materials.

3.3.4.2. Outsourcing raw materials

 This outsourcing is done by third-party manufacturers.

 A large number of suppliers present lowers the bargaining power of suppliers.

 Players in the industry have low switching costs between suppliers.

 Suppliers usually are contracted by producers.

 Producers may change suppliers frequently.

3.3.5. Industry rivalry

3.3.5.1. Intensity of competition

 There are strong competition and rivalry in the industry.

 There is a high number of players.

 All players provide similar products.

 Switching costs for consumers is low, which increases competition.

3.3.5.2. Differentiation

 Platers try to differentiate products on different aspects.

 Functional aspects and appeals for all products across the industry remain the same.

 Competitors and players use emotional appeals, and modern brand management techniques
for differentiation.

 Industry players try to gain consumer loyalty by developing strong emotional bonds and ties.

3.4. Placement of the business along the industry life cycle

3.4.1. Identifying where EILEEN FISHER Repositioning the Brand is on the Industry Life Cycle Curve

Identification of the place and placement on the industry lifecycle is important as it will help EILEEN
FISHER Repositioning the Brand make important decisions and strategies for the future.

3.4.1.1. Strategic decision making

 Expansionary plans and investment decisions.

 Decide on various marketing strategies and tactics for targeting different consumer
segments to establish and establish the product.

 Selection of new geographic regions for expansion and exploration of new consumer bases.

3.4.1.2. Budget allocation

 Resources and alternative routes for future growth and establishment.

 Exploration of different diversification options.

3.4.2. Introductory stage

3.4.2.1. Firm strength

 The industry is in the infancy stage.

 Firms are generally small, entrepreneurial and compact during this stage.

 EILEEN FISHER Repositioning the Brand will be focused on research and development during
this phase.

3.4.2.2. Financial Position

 Looking for investment and funds for growth.

3.4.2.3. Nature of product

  Products offered during this stage re doubtful as success and life of the product is unproven
and not known.

 EILEEN FISHER Repositioning the Brand will use a focused strategy during this phase to
emphasise the uniqueness of the product.

 The product or the brand will have a small market of consumers – known largely as early
adopters

 Marketing strategies adopted by the company will focus on generating awareness of the
product and therefore, will largely use a functional appeal.

3.4.3. Growth stage

3.4.3.1. Financial position

 EILEEN FISHER Repositioning the Brand will require high capital during this stage.

 EILEEN FISHER Repositioning the Brand will need investment and funds for launching
strategic marketing campaigns.

 Funds will also be required for fuelling physical growth of the company in the form of
investment in equipment and property to facilitate growth.

3.4.3.2. Growth factors

 Companies may increasingly encourage economies of scale because of standardisation

experienced during this stage.

 Consumer feedback from the introductory phase will be incorporated, and research and
development will be conducted to make appropriate changes in the product design and
offering.

 Success in this stage for EILEEN FISHER Repositioning the Brand will lead to growing demand,
which in turn will fuel sales demand.

3.4.3.3. Nature of Product

 Products in this stage have high growth and high market share.

 There is also increasing competition and rivalry in the market – new entrants will enter and
compete looking at the success of products during this stage.

3.4.4. Maturity stage

3.4.4.1. Sales and growth

 EILEEN FISHER Repositioning the Brand will experience slowing growth during this stage of
the industry life cycle.

 Sales will be expanding, and earning will be growing – however, the rate will be slower than
the growth stage.

 Competition from late entrants will be present, and obvious during this stage – who will all
try to fight for EILEEN FISHER Repositioning the Brand ’s share of the market.

3.4.4.2. Strategic Marketing

  The marketing strategies must now focus on building loyalty.

 Marketing tactics must be strong and should focus on the uniqueness of the product.
Increasingly emotional appeals may be used.

3.4.4.3. Firm size

 Firm size is generally larger and is more dominant over players if successful- compared to
growth stage.

 Innovations continue but are stable and not radical.

3.4.5. Decline stage

3.4.5.1. Industry changes

 New technological changes and upgrades may make an industry obsolete.

 Players within an industry may also fall back and lose on market share if they do not keep up
with innovations, and investment in research and development.

3.4.5.2. Sales and Competition

 Sales during this phase are decreasing at a high rate.

 Competing players also exit the industry because of the changes and low demand.

3.4.5.3. Surviving in the decline cycle

 EILEEN FISHER Repositioning the Brand may also experience mergers and acquisitions during
this phase.

 Diversifications are also most common during this phase as a means of survival.

3.5. Strategic Group Analysis

3.5.1. EILEEN FISHER Repositioning the Brand and strategic group formation

 The strategic group analysis will look at an industry’s players' situations in focused conditions
and scenarios.

 It will assess different players competing with EILEEN FISHER Repositioning the Brand
through the basic strategic factors that will decide an organization's profitability, similar to
how the profitability will also be impacted and influenced by the competitive nature of the
industry.

 The strategic group analysis will describe the procedures of every single noteworthy
competitor of EILEEN FISHER Repositioning the Brand along different strategic dimensions.

 These dimensions of comparison differentiate players into strategic groupings and must be
selected as the basis of comparison by taking into account industry structure, productivity
factors, and the venture issues being tended to.

3.5.2. Different aspects of strategic grouping

Key strategic groupings of players within an industry can be made based on numerous different
aspects, such as:
  Specialization

 Brand identification

 Push versus pull strategies

 Channel determination

 Product quality

 Technological position

 Vertical joining

 cost position

 Service

 Price strategy

 Financial or working influence

 Parent organization relationship

 Government relationship

Despite the various aspects available for comparison of competing players, it is often important to
differentiate strategic groupings of players of aspects of how they compete with each other, and on
aspects of where they compete as well

3.5.3. Procedure for strategic group analysis for EILEEN FISHER Repositioning the Brand

1. Collect results of the player’s analysis.

2. Determine aspects of comparison for strategic groupings.

o Distinguish the players and pick the most important aspects that separate the
players into strategic groups comparing to the issues being tended to.

o Dimensions may include price strategy and product quality.

3. Group the players: position EILEEN FISHER Repositioning the Brand and rivals along with the
matrix.

4. Evaluate group mobility and direction. Assess the key purpose of individual organizations
competing with EILEEN FISHER Repositioning the Brand, similar to assessing industry
patterns and barriers to entry/exit to be able to decide potential developments inside and
between groupings.

3.5.4. How will strategic group planning help EILEEN FISHER Repositioning the Brand

For EILEEN FISHER Repositioning the Brand, strategic group analysis is important because it will:

3.5.4.1. Strategic industry dynamics

 Help in reviewing the strategic dynamics and shifts in the industry.

  Identify the closest competition and competing players for the business; help in assessing
the strategic direction of these competing players; and lastly, aid in developing strategies to
stay ahead of the competition.

3.5.4.2. Assessment of market position

 The strategic group analysis is also important for EILEEN FISHER Repositioning the Brand
because it will assist in analysing the current market position of players, as well as help in
assessing future strategic moves and directions of the competition in the market.

 Assists in evaluating and identifying different underlying factors that will influence the
company’s profitability.

 Makes use of standard comparison aspects between different players in an industry to group
them as per strategic directions as well as strategic dimensions.

3.5.4.3. Identification of barriers to entry in an industry

 Different strategic dimensions along the matrix of strategic groupings are often
characterized by barriers to entry and exit along the strategic groups’ dimensions, as well as
by mobility barriers.

 These barriers make it difficult for companies to move along, and in between different
strategic dimensions – often forcing it to stay in place with the same competition.

3.6. Scenario planning

Scenario planning for EILEEN FISHER Repositioning the Brand ’s strategic direction will take form
through speculation and contingency form – methods used by the military for strategic planning and
direction.

3.6.1. EILEEN FISHER Repositioning the Brand ’s Utilization of Scenario planning

For EILEEN FISHER Repositioning the Brand, scenario planning comprises of making suppositions of
what's to come, of what will be and how the business condition will adapt, fluctuate, change, and
respond to the future conditions, and changes in the futuristic strategic planning.

3.6.1.1.1. Identify the driving forces of the business:

 Changes in the macro environment

 Changes in technology

 Changes in the economic trade system

 Changes in production methods

 Changes in consumer demands and tastes

 changes in technology and economy

3.6.1.1.2. Identify basic vulnerabilities:

 After EILEEN FISHER Repositioning the Brand has identified the possible uncertainties of the
macro environment, EILEEN FISHER Repositioning the Brand should decide on any two only.
These can be:
 o Changes in technological advancements and developments. These changes can be in
the form that the industry has progressed to install more modern and contemporary
technological developments.

o Changes in consumer demands and needs.

 These two uncertainties of the future are those that will have the largest impact and
influence on the business.

3.6.1.1.3. Develop a scope of conceivable situations:

 EILEEN FISHER Repositioning the Brand will now be able to place these two uncertainties
along a matrix.

 Depending on the intensity and direction of the uncertainties and vulnerabilities, the
business will be able to chalk out four possible scenarios as probable plans of action for the
future. For EILEEN FISHER Repositioning the Brand, these can be:

o Install new technology, or update current technology to be on par with new

technology.

o Do market research.

o Engage in innovative marketing to influence consumers.

o Change vertical and backward integrated systems to ensure in-house or out-house

production of technology to stay ahead of the competition.

3.6.1.1.4. Discuss the suggestions:

 Each scenario should be discussed in detail.

 Possible strategic direction and responses for each scenario should be developed.

 Realignment of business goals and direction, as well as a mission during each scenario,
should also be done to ensure future resilience.

4. ANALYSIS OF RESOURCES AND COMPETENCES

 This inner analysis and assessment of EILEEN FISHER Repositioning the Brand decide the
centre skills based on the resource based view (RBV) of the premium company.

 Utilizing its core capabilities and capacities, EILEEN FISHER Repositioning the Brand can
maintain a competitive distinction, and leadership over other local as well as international
players in the industry.

 In the VRIN analysis and assessment, EILEEN FISHER Repositioning the Brand makes use of its
core capacities to strengthen its worth and the to continue to deliver the promise of
consistent quality and taste to consumers – as well as guarantee futuristic and long term
gains in the industry.

The following section presents a brief analysis of the VRIN strategic tool as it is applied to EILEEN
FISHER Repositioning the Brand and its impact on the strategic direction.

4.1. VRIN analysis

4.1.1. Valuable
4.1.1.1. International distribution network

The company has an international distribution system with agents and contracts in countries across
the world. This helps the company in making sure that its products are widely available and easily
accessible to all consumers.

4.1.1.2. Experience in expansion to other countries

The experience of expansion to other countries directly as well as indirectly has allowed the
company to gain exposure and experience in international business, culture and trades.

4.1.1.3. Marketing skills

The company has a unique blend of marketing skills, which allows it to reach consumers directly
through various channels, in a creative way. This is a valuable resource for the company as it allows
the company to ward off potential competition.

4.1.1.4. Market research

The company invests in market research regularly, which allows it to stay updated with market
trends, consumer needs, demands, as well as the changes that take place in different markets and
consumer groups. This is also valuable as it then allows EILEEN FISHER Repositioning the Brand to
make changes in product and service offering accordingly.

4.1.2. Rare

4.1.2.1. Use of progressive technology

The company makes use of progressive technology and invests in new technology to help it make
the business more effective and efficient. This is important for maintaining competitive
differentiation. The technology used by the company also allows lower chances of human error and
increases precision.

4.1.2.2. Use of progressive harvesting methods

The company makes use of modern as well as new and innovative means of cropping and harvesting
as well. The means of production are important for a business to maintain cost efficiency. This allows
lower levels of spoilt raw materials and enhances the quality as well as the feel of the final product.
Also, it allows the company to maintain the product quality in-house, and maintain consistency in
the raw material.

4.1.2.3. Efficient use of economies of scale in production

The company’s effective and efficient use of resources has allowed it to maintain economies of scale.
The company uses economies of scale as a rare resource available to maintain costs, enhance
production, and increase sales – all the while maintaining a high focus on premium quality and
consistency of taste.

4.1.2.4. The uniqueness of product portfolio

The company has a unique and diversified portfolio. This has allowed it to penetrate different
consumer groups. And maintain income from different streams. Into urn, that gives a strong financial
cushioning to the business.

4.1.3. Inimitable
4.1.3.1. Human resource management

The company has taken part in exemplified human resource management in all its function – from
recruitment to training of talent management. This has allowed the company to develop an
inimitable resource that is aligned with the organizational goals, and mission, and which is
synonymous to the organization itself.

4.1.3.2. R&d - new product development

The company’s continued investment in r&d allows it to generate ideas for new products, as well as
test these new products in limited market settings. This allows the company to assess the viability of
new ideas, as well as generate feedback for improvement where needed. This is an inimitable
resource for the company because it has become part of the company’s system and culture.

4.1.3.3. Innovation

The innovation at EILEEN FISHER Repositioning the Brand is an inimitable resource that allows the
company to stay ahead of the competition as well as maintain high leadership in the industry by
having the first mover advantage in its product portfolio continuously.

4.1.3.4. Organizational culture

The organizational culture at EILEEN FISHER Repositioning the Brand is supportive and innovative.
Employees share information freely. The organizational hierarchy is flatter, which makes leadership
and follower relation smooth and easy. This organizational culture and its aspects cannot be
imitated by competition.

4.1.3.5. Cost control

The company has employed progressive means of controlling costs and maintaining economies of
scale. In this way, prices of the products are maintained and controlled, and very few cost increases
are passed to the consumers. This allows the product to be easily affordable by the company’s target
audience.

4.1.4. Non-substitutable

4.1.4.1. Brand recognition

The brand value and brand recognition enjoyed by EILEEN FISHER Repositioning the Brand is a non-
substitutable resource. The high brand recognition across different consumer group’s in different
countries allows the brand to enjoy high consumer ship, high sales, and a unique bond with the
consumers. This cannot be imitated at all by the competition as the brand recognition and resonance
has been built over the years through hard work and quality deliverance.

4.1.4.2. Brand equity

The EILEEN FISHER Repositioning the Brand enjoys high brand equity. This has been developed
through the different stages presented by Keller in his model for brand equity. The high brand equity
also reflects a high emotional appeal that EILEEN FISHER Repositioning the Brand has for the
consumers.

4.1.4.3. Emotional affiliation with consumers

This means that the brand fulfils not only functional but also emotional and psychological needs of
the consumers. Again, this is an inimitable resource which the company has developed because of its
honest and trusted relationship with the clients over some time.

4.2. VRIO ANALYSIS

4.2.1. Strong global presence

4.2.1.1. Valuable

Having a strong worldwide presence is significantly valuable for an organization attempting to

expand its size, deals, and piece of the overall industry. It is a competitive and sustainable method to
acquire incomes from new and existing buyers.

4.2.1.2. Rare

EILEEN FISHER Repositioning the Brand is one of the greatest company all inclusive. Even though
there are other worldwide and international chains of competing companies, EILEEN FISHER
Repositioning the Brand has made a distinct name for its quality and offers.

4.2.1.3. Non-substitutable

For the time being, no competition of EILEEN FISHER Repositioning the Brand could match such an
enormous international presence in terms of quality and consistency. It would require critical
investment and assets to achieve this.

4.2.1.4. Organized to exploit

EILEEN FISHER Repositioning the Brand is effectively exploiting this capacity.

4.2.2. Claim to premium products

4.2.2.1. Valuable

EILEEN FISHER Repositioning the Brand offers numerous exceptional and fulfilling products that
different contenders don't offer all the time. EILEEN FISHER Repositioning the Brand additionally
incorporates information and detailed ingredients for its products to interest an assortment of
clients.

4.2.2.2. Rare

Other competition also offers different products that are offered by EILEEN FISHER Repositioning the
Brand, which means that it is not a rare resource for the company. This is because other players also
have access to similar products and portfolios.

4.2.2.3. Inimitable

Considering other businesses and players are now using this capacity as a means of expansion and
penetration, it can, therefore, be imitated.

4.2.2.4. Organized out to exploit

By offering an assortment of choices and ceaselessly changing the portfolio through active
innovation and new product development, EILEEN FISHER Repositioning the Brand is exploiting this
resource. With plenty of alternatives, the vast majority can discover something they like, and
individuals who like to attempt new products and services every now and again can undoubtedly do
as such with EILEEN FISHER Repositioning the Brand.

4.2.3. Upscale brand name

4.2.3.1. Valuable

The EILEEN FISHER Repositioning the Brand brand name enables clients to enjoy and feel a bond of
association with the brand. This allows consumers to feel emotionally attached with the brand, and
experience it as an extension of themselves as well. As such, this becomes a valuable asset for the
company.

4.2.3.2. Rare

EILEEN FISHER Repositioning the Brand is a contemporary brand name that has a premium touch to
it and is upscale, modern and lively. Most other companies and competing brands don't have the
quality and packaging to urge clients to engage in a way they do with EILEEN FISHER Repositioning
the Brand .

4.2.3.3. Non-substitutable

It would be generally simple for other companies to revamp their packaging and duplicate the plan
of action of EILEEN FISHER Repositioning the Brand. In this way, the upscale and comfortable
promise of the offering by EILEEN FISHER Repositioning the Brand could be imitated.

4.2.3.4. Organized out to exploit

EILEEN FISHER Repositioning the Brand is effectively using this resource and enhancing the brand
and the brand promise that numerous clients altogether appreciate. The organization is exploiting
the stylish way of life that is right now present in numerous urban communities where the brand’s
products are widely appreciated and consumed.

4.3. Porter’s value chain

4.3.1. EILEEN FISHER Repositioning the Brand: drawing value from VRIN/VRIO

 The core competencies and strengths of EILEEN FISHER Repositioning the Brand are
organizational sources and capacities that enable the business to flourish regardless of
substantial challenge and strategic difficulties in local and international markets.

 As the VRIO/VRIN analysis have shown and highlighted, the important core abilities depend
on intellectual properties and related propriety data or related technological structures.

 Different resources and abilities appeared in the VRIN/VRIO analysis and review that are
non-core, and non-central skills but that help the business and its value chain.

 EILEEN FISHER Repositioning the Brand ’s core abilities are strong yet restricted.

 In the resource based view, this constraint presents key difficulties, as the organization
wards off competing players from local and international markets.

 The core capabilities in the VRIN/VRIO analysis assume critical jobs in EILEEN FISHER
Repositioning the Brand ’s value chain. Considering the resource based view and Michael E.
Doorman's value chain conceptualization, EILEEN FISHER Repositioning the Brand ’s value
chain gives reasonable and tasteful products to target buyers.
  The accompanying outline shows the value chain for EILEEN FISHER Repositioning the Brand
and its situation in the bigger value arrangement of the industry:

4.3.2. Value framework

EILEEN FISHER Repositioning the Brand ’s value chain is a segment of the business' value framework.
The value framework is made out of different other value chains of the speciality units of all
associations included, for example, the organization's producers and the remainder of the inventory
network. In the value chain representation, EILEEN FISHER Repositioning the Brand works directly, as
well as through contracted third parties.

4.3.3. Example from value framework for EILEEN FISHER Repositioning the Brand

 The organization has an internal transportation system of vehicles for making deliveries to
other companies that are in business with stocking and serving EILEEN FISHER Repositioning
the Brand products – in the local markets.

 In this value chain and value framework, EILEEN FISHER Repositioning the Brand ’s
competitive advantage and abilities are distinguished through the VRIO/VRIN assessment
are huge in how the organization's procedures offer some incentive and advantage to the
consumers.

4.3.4. Value chain activities

Brief details of EILEEN FISHER Repositioning the Brand ’s value chain are discussed in the next
section:

4.3.4.1. Primary activities

4.3.4.1.1. Inbound logistics

The inbound logistics for EILEEN FISHER Repositioning the Brand refers to producers in different
designated and appointed locations by the company. Also, it also refers to selecting the finest quality
raw materials from in-house production as well as from third-party contractors. These are
transported to the storage sites after which the raw materials are used for producing different
products by the company.

4.3.4.1.2. Operations

EILEEN FISHER Repositioning the Brand operates internationally directly or indirectly. The company
has owned offshore shops, as well as stocks its products with other shops across different countries.

4.3.4.1.3. Outbound logistics

The company has contracted agents in offshore countries and sites to manage product selling.
However, a majority of the products are sold directly to licensed sellers and shops locally as well as
internationally.

4.3.4.1.4. Marketing and sales

EILEEN FISHER Repositioning the Brand produces and invests in high quality and premium products.
It also invests in a high level of customer servicing and marketing. All its marketing activities,
however, are based on strong market research and market data.

4.3.4.1.5. Service
EILEEN FISHER Repositioning the Brand invests in customer service to develop customer loyalty and
build strong relations with its clients. The company invests in gaining and incorporating customer
feedback and in solving customer queries effectively.

4.3.4.2. Support activities

4.3.4.2.1. Infrastructure

This includes different departments like management, finance, legal, etc. which are required to keep
the company’s business running.

4.3.4.2.2. Human resource management

The company’s committed and trained workforce is considered to be a valuable and an inimitable
resource that has played a vital role in the success and growth of EILEEN FISHER Repositioning the
Brand the employees of the company are motivated, professional, trained, and work alongside the
company’s mission and goals.

4.3.4.2.3. Technology development

EILEEN FISHER Repositioning the Brand has been commended and celebrated for the use of effective
technology not only production but also to make the overall system of production and sale, as well
as in house production more effective and efficient. Also, the company also uses technology to
communicate and connect with its consumers effectively.

4.3.4.2.4. Procurement

This involves purchasing the raw material for the final product. The company has appointed agents
that work for the company in different countries and regions to purchase consistently high quality
raw material so that the company can produce the finest product qualities for delivering to the
consumers.

4.3.4.2.5. Bottom line

The concept of the value chain for EILEEN FISHER Repositioning the Brand helps in understanding
how value is added in each process and stage of the value chain. It also helps to understand and
separate useful activities from those that are not useful as such. This improves the overall bottom-
line of the company and increases the profit margins for the company as well.

4.3.4.3. Virtual chain

4.3.4.3.1. Customer-centrism

 Renewed and enhanced way of engaging with consumers.

 Installation of sophisticated consumer data management systems.

 Made use of artificial intelligence to enhance the value chain.

4.3.4.3.2. Improved technological use

 Installed progressive technology for primary and support activities.

 The overall purpose is to provide a better experience to consumers.

 Allows the company to predict future market conditions, and prepare strategic
contingencies accordingly.
  Allows understanding of consumer behaviour and market movements.

4.3.4.4. Generic strategies

 Managed to establish core competitive strategy in the market.

 Competes in the premium sector.

 Does not engage in competition with other cost groups.

 Worked towards improving the service of premium target groups.

 Consumers understand and perceive the brand as a high quality and premium.

 The brand is appreciated for its focused strategy and standing.

 The brand is appreciated and engaged in for its offerings.

5. INTERNAL ENVIRONMENT ANALYSIS

5.1. Porter’s Strategic Options

 Leading organizations such as EILEEN FISHER Repositioning the Brand have obtained
sustainable competitive advantage and have had the option to achieve the strategic
position.

 There can be different sources of sustainable competitive advantage for EILEEN FISHER
Repositioning the Brand. A firm can depend on innovation to decrease its overall production
costs and would then be able to pass this advantage on to its clients.

 EILEEN FISHER Repositioning the Brand can also concentrate on making a differentiated item
or administration to increase its overall share of the pie.

 EILEEN FISHER Repositioning the Brand can generate considerable sustainable competitive
advantage utilizing these systems. This is done through means of traditional as well as
modern procedures embraced by EILEEN FISHER Repositioning the Brand to competitive
advantage hand and increase its share of the pie.

5.1.1. Differentiation strategy

5.1.1.1. Organizational Leadership

EILEEN FISHER Repositioning the Brand has made use of the differentiation factor to maintain higher
leadership and differentiation from industry competition. Differentiation of effective leadership may
be achieved through different forms and basis.

5.1.1.2. Broad product portfolio

5.1.1.2.1. Product Quality

Moreover, this differentiation can fluctuate from item to item, market to market and industry to
industry. Generally, the essential bases of differentiation are quality, durability, usefulness and in a
few consumer loyalty, and brand image. EILEEN FISHER Repositioning the Brand has differentiated its
items and products dependent on the quality and set a completely different, and engaging consumer
experience. Brand image

5.1.1.2.2. Brand Image

Aside from these things, it has developed a distinct and distinguished brand image which is
additionally a premise of differentiation and encourages EILEEN FISHER Repositioning the Brand to
advertise, promote and market its products and brand better than the competing players in the local
and international markets.

5.1.2. Focus strategy

5.1.2.1. Overall Quality of product and service

The essential premise of differentiation for EILEEN FISHER Repositioning the Brand is quality and
premium taste. It serves just premium quality products, which enables it to charge a top notch and a
premium cost. It has embraced the most astounding measures as far as the nature of its raw
materials used for producing its products. At each progression, EILEEN FISHER Repositioning the
Brand puts forth an admirable attempt to guarantee that its product fulfils the most noteworthy
quality guidelines.

5.1.2.2. Value addition at each step of the value chain

However, the account of value does not finish at getting incredible quality of raw materials. It goes
more remote from that point. A great deal of contrast originates from the readiness. EILEEN FISHER
Repositioning the Brand prepares its product diligently to draw out the quality.

5.1.2.3. Human resource management

Rest of the credit goes to the human resource and employees at EILEEN FISHER Repositioning the
Brand. The brand carefully picks its raw materials - just when they in ideal condition. Products are
tested from each cluster in any event thrice before endorsement. This is how EILEEN FISHER
Repositioning the Brand makes the quality that each client looks forward to, and is excited about.

5.1.3. Leadership and differentiation through cost

Porter’s traditional methodologies are methods for increasing and developing a sustainable
competitive advantage for EILEEN FISHER Repositioning the Brand - as it was, building up the "edge"
that will get the company the ideal position and differentiates it from the industry rivals. There are
two primary methods for accomplishing this inside a cost leadership methodology:

 Increasing profits by decreasing expenses, while charging industry-average prices and costs
from consumers

 Increasing share of the overall industry by charging lower costs, while at the same time
making a sensible profit on every trade since EILEEN FISHER Repositioning the Brand has
controlled and reduced expenses.

The cost-based strategy and system are that – it includes EILEEN FISHER Repositioning the Brand
being the pioneer regarding cost in the industry and market where it operates. Just being among the
most minimal cost producers isn't adequate, as the company leaves itself wide open to aggressive
attacks by other producers and players in the industry. These players may undermine EILEEN FISHER
Repositioning the Brand ’s costs and in this way hinder the company’s endeavours towards the
expansion of its share of the overall market pie.

5.1.3.1. Achieving cost differentiation

Based on this, EILEEN FISHER Repositioning the Brand should be sure that it can accomplish and keep
up the leading position before deciding on choosing the cost leadership strategy. EILEEN FISHER
Repositioning the Brand will be able to become effective in accomplishing cost differentiation by
having:

 Access to the capital expected to put resources into innovation that will cut expenses down.

 Very proficient coordination’s.

 A minimal effort base (work, materials, offices), and a method for economically cutting
expenses beneath those of different competing players.

5.1.3.2. Achieving cost leadership

However, EILEEN FISHER Repositioning the Brand should ensure contingency for imitation by
competition, as well as be prepared for competing payers to imitate its cost-effectiveness strategy to
decrease and control their costs, and increase the overall share of the pie for their products as well.
It is therefore important that EILEEN FISHER Repositioning the Brand does not only settle for one
means of cost leadership but continually improves. This can be done through several different
methods:

 Engaging and applying the Japanese technique of kaizen

 High efficiency

 High limit use

 Use of dealing capacity to arrange the least costs for generation inputs

 Lean production techniques (for example JIT)

 Effective creation process

 Effective dissemination channels

5.1.3.2.1. Overall Cost Effectiveness through Cost Leadership and Cost Differentiation

 Cost differentiation and leadership strategy for EILEEN FISHER Repositioning the Brand will
be based on the nitty-gritty.

 Cost initiative endeavours towards slicing expenses to a base to give clients lower costs and
in this manner will help the company of EILEEN FISHER Repositioning the Brand to reserve
funds.

 Cost leadership strategy requirements regularly identify with high specialized abilities and
access to capital

 The company should also resource into innovation and guarantee economies of scale.

5.2. SWOT Analysis

 EILEEN FISHER Repositioning the Brand maintains its competitiveness as one of the best and
the most premium locally and internationally through inventive systems that use business
strengths in overcoming the weaknesses present in the business inherently.

 Also, they make use of these internal strengths and weaknesses to make use of
opportunities and ward off potential threats, for example, the dangers in the business
condition and market.
  These factors can be distinguished, assessed, and analysed through the strategic SWOT tool.

 The SWOT analysis and review for EILEEN FISHER Repositioning the Brand talk about the
strengths and weaknesses (internal core strategic components) intrinsic in tasks in the
business, and for the EILEEN FISHER Repositioning the Brand organization.

 The assessment and analysis of SWOT likewise look at the opportunities and threats
(external key variables) identified with the nature of competitiveness in the market and
industry, which is mostly founded based on the level and intensity of competition and rivalry
– as may be gauged through Porter's Five Forces analysis of EILEEN FISHER Repositioning the
Brand.

5.2.1. The need for SWOT because of expanded operations of EILEEN FISHER Repositioning the Brand

 EILEEN FISHER Repositioning the Brand is present and operational in different markets, and
each of the markets poses unique yet various difficulties in developing the business.

 EILEEN FISHER Repositioning the Brand and its portfolio in these many markets have
expanded over time and as the organization grows, more items are added to its portfolio in
addition to its pioneer product.

 With regards to the SWOT analysis model, these circumstances of multiple operations and
multiple presences in various markets make a difficult business situation where the
organization needs to utilize various arrangements of skills that match different markets.

 Core elements of different nature – both internal and external to the organization, can help
increment EILEEN FISHER Repositioning the Brand ’s accomplishment in contending with
different companies and other businesses – both locally and internationally.

 The SWOT analysis for EILEEN FISHER Repositioning the Brand is presented below:

5.2.2. EILEEN FISHER Repositioning the Brand Strengths (Internal Strategic Factors)

This section of the SWOT analysis model works with the inner variables that the organization can use
as competencies and strengths to address shortcomings and ensure the business against rivalry. For
this situation, EILEEN FISHER Repositioning the Brand ‘primary qualities are:

5.2.2.1. Strong brand image

 EILEEN FISHER Repositioning the Brand is one of the world's most premium, well known and
most famous brands.

 The organization has a developing populace of steadfast clients, which adds to the
soundness of the business.

5.2.2.2. International distribution network

 In the SWOT analysis model, the global distribution network through directly owned
subsidiaries, or contracts with third-party agents further strengths EILEEN FISHER
Repositioning the Brand by supporting activities.

 For instance, the organization has a worldwide system of providers that are deliberately
chosen dependent on criteria relating to quality, for example, of raw materials as has been
discussed in the value chain - primary and supporting activities.
5.2.2.3. Strong investment in research and development, and high focus on innovation

 The focus on innovation not only keeps the company apart but also facilitates its industry
leadership.

 The internal core strengths and competent variables recognized in this section of the SWOT
analysis of EILEEN FISHER Repositioning the Brand demonstrates that the business has
qualities that advance strength through expansion and a worldwide production network.

5.2.2.4. Focus on market research

 Additionally, the organization steadily expands its business

 This is done through contracts with offshore agents and licenses. Also, the company
continues to broaden its portfolio by adding new products based on market research and
consumer data.

5.2.3. EILEEN FISHER Repositioning the Brand Weaknesses (Internal Strategic Factors)

Business weaknesses or shortcomings are recognized in this part of the SWOT analysis. Shortcomings
are inward factors that diminish or cut off business capabilities and strengths. EILEEN FISHER
Repositioning the Brand shortcomings are as per the following:

5.2.3.1. Premium prices for most portfolio products

 EILEEN FISHER Repositioning the Brand has a premium brand image attached, and thus all its
products in the portfolio are priced highly

 This expands overall revenues yet decrease the affordability of its items.

 This internal key factor is a shortcoming since it confines the organization's share of the
overall industry, particularly in territories with generally lower disposable earnings

5.2.3.2. Standard and benchmarked regulations and business procedures for all portfolio items

5.2.3.2.1. Generalization

 Likewise, this SWOT analysis highlights that generalized standards for all portfolio products
may be a weakness because it restrains the adaptability of these products and items in the
business.

5.2.3.2.2. Imitability

 What's more, numerous EILEEN FISHER Repositioning the Brand items are imitable.

 Several items in the portfolio have been imitated by completion, and are also being provided
by them at different price points.

 Though the quality is unique to EILEEN FISHER Repositioning the Brand, the competing
players have also developed close enough, and acceptable products.

 This business condition engages competition, as has been highlighted already.

5.2.3.3. Fighting the challenge of imitation

 The internal factors in this section of the SWOT analysis of EILEEN FISHER Repositioning the
Brand demonstrate that the business must create qualities to diminish the unfavourable
 impacts of impersonation and the impact of high value focuses on the organization's share
of the overall industry in the international and local business.

5.2.4. Opportunities for EILEEN FISHER Repositioning the Brand(External Strategic Factors)

This section of the SWOT analysis and strategic model focuses on external components that
opportunities for business development and advancement. For this situation, the key opportunities
accessible to EILEEN FISHER Repositioning the Brand are:

5.2.4.1. Green business products

 With an increased focus and awareness of health and wellness lifestyles by consumers, it is
important that EILEEN FISHER Repositioning the Brand recognizes this as a viable business
opportunity.

 Increased numbers of consumers are shifting to the green lifestyle of consuming

environmentally friendly and organic products.

 EILEEN FISHER Repositioning the Brand should focus on the expansion of the product
portfolio: inclusion of green products and environmentally sustainable services are
suggested.

5.2.4.2. Expansion in emerging markets

 EILEEN FISHER Repositioning the Brand can expand its income streams through expansion
and developing presence in emerging markets – such as Brazil, China and India.

 This opportunity draws consideration far from the U.S. region, where the majority of the
organization's incomes are created.

5.2.4.3. Business enhancement

 Likewise noteworthy in this SWOT analysis of opportunities is the opportunity of business

enhancement and further business development.

 This can help improve the long term position of EILEEN FISHER Repositioning the Brand.

 For instance, through higher diversification of the portfolio and the overall business, the
EILEEN FISHER Repositioning the Brand organization can diminish its reliance on its present
enterprises, and along these lines work towards improving its general income development.

5.2.4.4. Partnerships with different firms

5.2.4.4.1. Diversification through Partnerships

 Diversification is right now a minor strategy as can be observed from EILEEN FISHER
Repositioning the Brand ’s competitive strategy and its overall directive strategy as well.

 The business environments likewise display the chance to enhance the organization's
competencies and strengths

 This will also increase its share of the overall industry through the association’s s with
different firms. For example, a partnership with real retailers improves dispersion.

5.2.4.4.2. Development of corporate clientele

  The company can also formulate new B2B relations and contracts with other companies and
corporate entities.

 The external key factors in this section of the SWOT analysis demonstrate that EILEEN
FISHER Repositioning the Brand can improve its industry position by building up its activities
to make use of the opportunities in the international business markets.

5.2.5. Threats facing EILEEN FISHER Repositioning the Brand(External Strategic Factors)

Threats against the EILEEN FISHER Repositioning the Brand business are distinguished in this piece of
the SWOT analysis. Threats are external components that decrease or breaking point of business
execution. In this case of EILEEN FISHER Repositioning the Brand, the following section looks at, and
assesses threats that apply to the organization in question:

5.2.5.1. Price wars by competition

 EILEEN FISHER Repositioning the Brand competes with a wide assortment of firms in the
local as well as the international market.

 For instance, the organization competes against significant premium companies as well as
against cheaper companies that offer cheap priced items and products.

 This external but important factor in the SWOT assessment undermines EILEEN FISHER
Repositioning the Brand because such competing players can lessen the organization's share
of the overall industry by competing based on low prices and overall low costs of production.

5.2.5.2. Increased competition

 Additionally, this SWOT assessment also analyses increased competition as a noteworthy

threat against the business.

 In light of the organization's shortcomings, the risk of imitation includes firms that attempt
to duplicate the taste, look and feel of EILEEN FISHER Repositioning the Brand items.

 Saturated market place and industry can also lower sales of the organization and shrink its
share of the overall pie

 Increased competition can also lead to the increased cost of doing business for the
organization if they bring innovative processes, and implement novice systems to control
costs

5.2.5.3. Independent players

 The industry environment and profitability are liable to invite independent developments,
and small-scale players.

 These players may not have high levels of integration and may be retailers and marketers for
items produced during backward integration.

 Strategic marketing techniques and promotional communications are expected to neutralize

the impacts of these patterns.

 This section of the SWOT analysis of EILEEN FISHER Repositioning the Brandrecognizes
external key factors that force difficulties to international expansion and growth of the
company as well as highlight market infiltration.
5.3. TOWS Matrix

TOWS analysis will allow EILEEN FISHER Repositioning the Brand to identify and understand the
strategic choices and future strategic options and directions available to the company. The TOWS
matrix and analysis will help EILEEN FISHER Repositioning the Brand to look at various possible
future and long term situations, and ill force EILEEN FISHER Repositioning the Brand to look at these
options by questioning strategic directives such as:

 How will EILEEN FISHER Repositioning the Brand make the most of its strengths and core
competencies?

 How will EILEEN FISHER Repositioning the Brand Circumvent its weaknesses and
shortcomings?

 How will EILEEN FISHER Repositioning the Brand capitalize on the various opportunities
present in the business environment?

 How will EILEEN FISHER Repositioning the Brand ward off, and manage the threats that are
present in the external business environment?

The analysis of the SWOT and the subsequent assessment and development of the TOWS matrix will
allow the EILEEN FISHER Repositioning the Brand to be able to identify the following answers:

 Strengths and Opportunities (SO) – How would EILEEN FISHER Repositioning the Brand be
able to utilize on its strengths to exploit the opportunities?

 Strengths and Threats (ST) – How would EILEEN FISHER Repositioning the Brand be able to
exploit its strengths and core competencies to keep away from genuine and potential
threats?

 Weaknesses and Opportunities (WO) – How would EILEEN FISHER Repositioning the Brand
be able to capitalize on its opportunities to overcome the weaknesses that EILEEN FISHER
Repositioning the Brand is encountering?

 Weaknesses and Threats (WT) – How would EILEEN FISHER Repositioning the Brand be able
to limit its weaknesses and evade threats?

.4. ANSOFF Matrix

 EILEEN FISHER Repositioning the Brand has viably utilized this instrument to develop a
procedure for accomplishing competitive advantage in the industry and various markets it
operates in.

 Recently, EILEEN FISHER Repositioning the Brand has made use of the four strategies of
Ansoff matric to maintain competitive advantage and leadership position. These strategies
are

o Market development

o Market penetration

o Product development

o Product penetration
The following section highlights the various strategies that may be used through the Ansoff matrix.
These strategies have been highlighted and identified through vigorous research methodologies, as
well as through expert analyst data and opinion.

5.4.1. Market development strategies

5.4.1.1. Advertising and promotion of products

 One of the most popular means of developing a market is to use marketing strategically.

 By making use of advertising and marketing communications, the company will be able to
disseminate information about its product, and the various benefits of consumption to its
target market easily.

 Also, the use of social media for marketing will, at the same time allow the company to
communicate directly with the consumers, and answer their queries.

5.4.1.2. Education about product consumption.

 The company can make use of widespread marketing campaigns using traditional means as
well as means of social media to increase awareness of their product amongst the target
market.

 This task of educating the markets will give the company a first-mover advantage, as well as
develop important functional appeals for the product.

5.4.2. Market penetration strategies

5.4.2.1. Geographical expansion

 The company can expand into other markets through its previous experience, as well as
through partnerships and contracts with other agents and parties.

 The company can also develop subsidiaries, as well as offer its products through franchising
as well as licensing.

 The geographical expansion is suggested into emerging economies because of the

favourable income levels of the consumers, as well as the growing infrastructure.

5.4.2.2. Increased number of retail outlets and retail presence

 The company can penetrate existing markets by offering more shops or making its product
more widely available.

 This may be done through increasing the accessibility of the product at places where the
target consumers are expected to purchase from, as well as improving the interaction of the
product with consumers at different touchpoints.

5.4.2.3. Online retailing

 Another means of improving market penetration is through online retailing. EILEEN FISHER
Repositioning the Brand can stock its products on online retailing sites locally and
internationally.

 This would help the company improve sales, accessibility, as well as reach higher levels of
target consumers. All of this, in turn, would increase market penetration.
  Besides, it would also help the company maintain and control costs for EILEEN FISHER
Repositioning the Brand, and thereby help it achieve cost leadership in the industry

5.4.3. Product development strategies

5.4.3.1. Research and development

 To be able to develop new products, the company should have a focused interest and
budget sending allocated to new product research and development.

 This research would take a basis in the consumer market and the overall market trends, to
identify the gap in consumer demands, and market availability of different products.

 The new product would then generally be aimed towards fulfilling this gap.

5.4.3.2. New product development labs

 The company should have dedicate incubation labs for the development of new products.

 This means that this development should be a focused and separate entity that should focus
on the company’s innovation.

 The company should also hire the right talent for business development and innovation to
be able to achieve targets and goals accordingly.

5.4.3.3. Market testing

 New products should follow PD cycles for testing before launching in a market.

 This will ensure that the company can fix any loopholes present in the product, as well as
incorporate positive feedback.

5.4.3.4. Strategic Marketing

 The company should also have a focused and strategic budget for marketing and
communications allocated for new product development.

 This is because the company will need to increase the appeal, as well as develop functional
and emotional appeals and characteristics of the new product.

 Communicate with the consumers to enhance sales as well as increase likeability and rate of
consumption and trial.

5.4.4. Product penetration strategies

5.4.4.1. Acquiring personally owned retail to strengthen its presence.

 One way of increasing product penetration is that the company directly manages and
controls sales operation through owned retail.

 This will give the campy leverage over communication, as well as product stocking and
placement.

5.4.4.2. Diversification of portfolio

 The company can further expand its portfolio as a means of product penetration.
  The expansion of the portfolio will allow the company to reach a different and diverse target
group, thereby increasing the overall share of the pie for the company

 This will also increase EILEEN FISHER Repositioning the Brand ’s products’ accessibility to
different consumers.

5.5. SAF criteria

5.5.1. How EILEEN FISHER Repositioning the Brand can strengthen its strategic position using SAf
criteria

 When EILEEN FISHER Repositioning the Brand is deciding upon a certain strategic direction
for the future, it will face challenges.

 Choosing the right strategy at the right time can be a daunting task for managers.

 It is therefore important that managers look at the strategy from aspects of its value and
viability.

 The principal thing the managers of EILEEN FISHER Repositioning the Brand will have to do is
settle on a foundation by which to evaluate the different strategic alternatives.

 They will also need to choose a viable methodology is to assess the different strategies
independently.

 Strategies can be evaluated and assessed using criteria of suitability, acceptability and
feasibility (SAF).

 The following section weighs different strategies and possible future directives for EILEEN
FISHER Repositioning the Brand based on the SAF criteria.

5.5.2. Creation of a menu for high-income groups

5.5.2.1. Suitability

5.5.2.1.1. New market development

 This strategy is suitable because it will allow EILEEN FISHER Repositioning the Brand to
develop new markets by tapping into new consumer groups.

 At the same time, it will allow the company to penetrate higher into existing markets.

 Both these possibilities can be realized because EILEEN FISHER Repositioning the Brand
invests in consumer research and has a strong financial standing.

5.5.2.2. Acceptability

5.5.2.2.1. Alignment with organizational goals

 The strategy is acceptable because it is in line with the company’s goals and mission.

 Also, it is also in line with the internal marketing and culture of the organization.

5.5.2.2.2. Financial risk

 As such, the strategy does not pose any risk – financially and otherwise and is also palatable
for stakeholder reactions.
  Lastly, the strategy promises to give high returns. Overall, the strategy appears to be highly
acceptable.

5.5.2.3. Feasibility

5.5.2.3.1. Market research and financial cushioning

 This strategy is highly feasible.

 This is because the company already operates along with this mission, and has high levels of
market research and information regarding high-income groups.

 This information could be utilized for creating a suitable menu for high-income groups.

 At the same time, the company also has the financial power to introduce premium menu
items for the higher class – to expand its menu accordingly.

5.5.3. Creation of a healthy menu for existing target consumer groups

5.5.3.1. Suitability

5.5.3.1.1. Diversification of product portfolio

 This strategy would require a high diversification of the product portfolio.

 This is suitable because the company has the resources and the information to make
strategic decisions about diversification.

5.5.3.1.2. Innovation

 Moreover, the company also innovates regularly, which can be an added benefit for the
suitability of the strategy.

5.5.3.2. Acceptability

5.5.3.2.1. Risk of financial investment

 This strategy appears to be moderately acceptable.

 This is because it poses a risk through diversification with high levels of finances invested,
the company can never be too sure of the consumer reactions.

5.5.3.2.2. Risk of new product development

 Therefore, the risk of new product development and consumer reaction would be there.

 Also, the acceptability is also low because of stakeholder reaction – who might not all agree
with the expansion of the portfolio horizontally – i.e. The broadening of the portfolio away
from the core offerings.

 Lastly, if the strategy works, it promises high returns, which make sit low to moderately
acceptable.

5.5.3.3. Feasibility

5.5.3.3.1. Market research and financial cushioning

  This strategy is also feasible for the company.

 This is because of the company’s strong financial position, as well as its ability to researching
into different market trends and patterns.

 The identification of these trends and patterns is important for being able to decide which
market and industry to diversify into for the company.

5.5.4. Increasing existing advertising expenditure

5.5.4.1. Suitability

5.5.4.1.1. Focused budgeting

 This strategy is suitable because the company has high and focused budgeting for marketing
and communications.

 This would also allow EILEEN FISHER Repositioning the Brand to withdraw from failing
markets or markets that have a weak share, and gain access to rising markets.

5.5.4.1.2. Strategic marketing

 The company will be able to exploit its research and development for strategic marketing

 EILEEN FISHER Repositioning the Brand will also make use of existing systems and products
to reach new consumer groups through marketing.

5.5.4.2. Acceptability

5.5.4.2.1. Return on investment

 The strategy is acceptable because it poses a low risk in terms of investment in strategic
marketing.

 Also, it promises high returns on investment in marketing through the promise of increased
awareness, increased penetration, increased brand recall and brand recognition – all of
which will translate into higher sales.

 Lastly, stakeholders will also not frown upon this strategy, which makes it more acceptable
to implement.

5.5.4.3. Feasibility

5.5.4.3.1. Market research and financial cushioning

 The strategy is highly feasible because the company has a strong financial standing.

 This means that the company can afford to increases budget for marketing purposes.

 However, for the stagey to be successful, it is important that the company aces sure that all
promotional campaigns developed are in sync with consumer needs, demands and
behaviour.

 This is again possible for the company because of its investment in research and
development.

6. FINAL RECOMMENDATIONS
Based on the overall internal and external analysis done for EILEEN FISHER Repositioning the Brand,
this section will offer recommendations which will help the company take on strategic directions
that will enhance its core competencies and capabilities, as well as reduce its chances for risks and
threats? The following recommendations are thus made for EILEEN FISHER Repositioning the Brand:

6.1. Strengthen distribution network

6.1.1. Control

This is an important strategic recommendation as it will allow higher control to the company over its
products in different markets. The company will be able to control where its products are placed,
and thereby, will also be able to enhance the accessibility and easy availability of its products.

6.1.2. Stronger relation with consumers

At the same time, the strengthening of the distribution network will allow the company to work
more closely with end consumers by being able to reach them with the same high quality of
products across different markets.

6.2. Develop unique marketing tactics

6.2.1. Higher penetration

This strategic recommendation will help the company reach a higher number of consumers and
penetrate deeper into target consumer groups. Also, this strategy will allow the company to increase
trial and consumption and sales of its products.

6.2.2. Forming a partnership with consumers

Unique marketing tactics will involve new and informed strategic means of communicating with the
consumers and engaging them with the brand. One way that this can be done is by making
consumer co-producers for the brand. Another way that EILEEN FISHER Repositioning the Brandcan
do this is through co-branding with other similar, yet dissimilar brands and companies to enjoy
higher market visibility amongst target consumers.

6.3. Adapt to different cultural aspects of different markets

6.3.1. Identify different consumer group characteristics

Each market and target group has distinct characteristics. This recommendation is suggested so that
the company can connect better with different target groups in different markets.

6.3.2. Adapt to and respond to characteristics

By adapting to different cultural and regional characteristics, the company will be able to present
itself better to target consumers – who would then feel a greater affinity, and more likeliness of
consuming the product and the service.

6.4. Expand into new regions

6.4.1. Market expansion

Another strategic recommendation for EILEEN FISHER Repositioning the Brandis to expand into
newer regions and markets. This can be done by expanding into new markets, firstly. This expansion
will give the company exposure to new consumer groups. Increase the overall consumption rate, as
well as diversify income streams. Also, it will give the company related expansion exposure
regionally as well as internationally.

6.4.2. Product diversification

Another means of expansion is through product diversification. By adding new products, the
company will be Abe to penetrate deeper into existing markets bye exploring new consumer groups,
and new target consumer groups. This will also diversify income streams for the company, and
increase its overalls hare of the market.

6.5. Strengthen value network

By strengthening the value network further, and by adding quality and enhanced elements at
different stages, the company will be able to maintain competitive advantage, as well as put off new
players from the industry by increasing barriers to entry. This will allow the company to maintain
sustainable competitiveness over other players, as well as maintain a possible leadership position in
the local and international markets and industry.