Strategic management, development strategies and analysis of Quicksilver

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Strategic management, development strategies and analysis of Quicksilver

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Abstract

The aim of our assignment is to study the actual situation of Quiksilver and build strategic plans for the future, for the company to grow. As we are going to see in our analysis, Quiksilver is ahead of the other firms in the surf market. So which strategic direction can this leader take in order to assert itself and keep growing?

To achieve our goals, we are first going to present Quiksilver and its strategic position (with the external and internal environments). Accordingly, we will explain our strategic solutions for Quiksilver's future.

In 1974, Alan Green met the American surfing champion Jeff Hackman which changed the history of the small company and made it possible to make the company a world famous brand. The association of Quiksilver and the sportsman led to the world coming to know about the brand, leading Quiksilver to become one of the leaders in surfing wear.

For 25 years, the economic sector has not stopped growing. However, the current market has reached stagnation today. This implies a decline in the growth although it still remains strong. In Europe, the industry of surfing wear has known a growth of 7% per year for 4 years now.

Strategic position
1. External environment
2. Porter's 5 forces
3. Life Cycle Analysis
4. The mains competitors
5. Percepted image
Convergence
1. Convergence of media
2. Convergence of products
3. Market Segmentation
Internal environment
1. Resource Audit
2. Management and Marketing-Communication
3. Finance and Accounting
4. Production and R&D
5. Benchmarking
Marketing Mix
Envisaged strategies
1. Horizontal diversification
Internationalization Strategy
1. Opening on Russia
2. Increase the presence of Quiksilver in China
3. The United States

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[...] Of course, the alterations will have to be carried out in a manner which does not harm the image of the group. Quiksilver has to strengthen its position in the sportswear market by targeting consumers outside the outdoor sports market. Opportunities abound for Quiksilver in this orientation for Quiksilver as most of its customers are not surfers but urban people who conform to the sporty and natural image projected by the brand as well as the design and aesthetics of the products. [...]

[...] We can also expose some Quiksilver clothes . So the decoration must be young, trendy, with a good design and be like the portrayal of the world of surfing culture. We must respect the surfing culture guidelines. Then we can make a bar with stools and also little corners with armchairs, more comfortable while sitting and discussing with friends. Furthermore, we can place surf magazines for the public use, if people want to be informed about the latest news in the gliding or surfing worlds when the customers are at the bar. [...]

[...] It invests a lot in research to always find things that can permit it to gain more market shares and keep its customers. It has been the market leader in surfing wetsuits for over 30 years, and its Elastomax and SlickSkin technologies have set the standard for wetsuits of the future. In 1973, the Rip Curl Pro became Australia's first professional surfing event, with the country's best competing. BILLABONG Billabong was created in Australia in 1973. Billabong International Limited's core business is the marketing, distribution, wholesaling and retailing of apparels, accessories, eyewear, wetsuits and hardgoods under the Billabong, Element, Von Zipper, Honolua Surf Company, Kustom, Palmers Surf and Nixon brands. [...]

[...] Place/Distribution The group has 8000 employees in charge of the distribution of the products of Quiksilver. This distribution has a wide range (90 countries), with different networks, including the specialized shops (surfing, skiing, skating and snowboarding) Distribution average : - Branch offices: 37% - Specialized shops: 41% - Multibrands: 12% - Outlets: 10% SWOT analysis of Quiksilver The SWOT analysis will bring together the main points of our external and internal analyses in order to bring to light the opportunities and threats for Quiksilver and also its weaknesses and strengths. [...]

[...] All the main points of the external environment analysis will be summarized in a SWOT analysis, but we have to do an internal analysis of Quiksilver first, to get a complete picture of the SWOT analysis. Internal environment Resource review The resource audit consists of analyzing the main departments of internal activities in a firm, to identify their strengths and their weaknesses, and how the firm is organized and how it works. Management and Marketing Communication The international head office of Quiksilver Inc. is in Huntington Beach, California, and Robert B. McKnight Jr. is the Chairman of the Board and Chief executive officer of Quiksilver. [...]

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