CPA 117 2011 S2 Case 2 Pacific Brands 討論

sofiwy

原帖由 Chchou 于 2011-10-13 01:06 发表

Value destroy: sell- off brands and write-down assets

For 7s, I can't find fact to do the analysis, apart from for culture(part of shared value): selecting people for key position.

If anyone thinks ...

7S, methinks  more appropriate used for acquistion , alliance such scenarios, such as Blue sky, so it seems very little info to be addressed here, or are there any problems PBs facing per each S?

re 8step, how should have been done , such questions are really text based ??? or personal views ??

siyuezhao

thanks

kreuz777

I can’t find more about 7s model. (eg: systems? Style?)  I think 5Q is more possible and also SWOT analysis.

siyuezhao

for answering 5q's growth, is there a straight forward stated stategy in the case fact saying  that PB want to grow.

schee

Yes - see page 1 in bold - Sue CEO since Jan 2008 led the change.....in order to generate growth

siyuezhao

thanks

siyuezhao

what should we put under customer perspective for the BSC.
it only mentioned one of its customer"Kmart"

siyuezhao

do you think we need use SWOT to analysis this case?

yonei999

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"Damn right! I am good in Bed. I can sleep for days"

"And your bullshXX opinion would be"

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"A hard-on doesn't count as personal growth"

maidywang

For scale of change, would it be Modular transformation or Corporate transformation be more suitable?

My persopnal view is on Modular transformation, since the transformation strategy focusing brands streamlining and product focus which is kindof related to large reorientation. Anyone agree?

schee

hi agree with you - should be Modular Transformation Change - this is radical change that is focused on specific part of the organisation rather than the whole

yonei999

sorry, i tend to disagree on this. let's look at the bigger picture. the radical change of the corporate is structural: from clothing and textile manufaturing to brand marketer. brands/product focus and streamling was just a reflection of this structural shift. This was also evidenced by change of top management team like CEO & CFO instead of operation managers in certain functional units. So it's more like corporate transformation than modular one.

tjjimmycy

关于他的GENERIC STRATEGY， 有没有觉得PB有点倾向于 DIFFERENTIATION + LOW COST呢

XR8

communicating the vision -  Any thoughts at all?
I hardly could find any positive points ...

mandymei

There are some arguments in my team as well. I've looked at the facilitator's response to similar question and her opinion is both modular trans. & corporate trans. are radical change (large change), but modular normally involve outsourcing production in a business unit, corporate normally involve merging with another company which is about transforming the corporation.
In this case, since PB is downsizing and focus on a few key brands, so i recon it's still kind of business unit - modular change.

Correct me if i'm wrong.

yonei999

communicating the vision

How addressed in the transformation: It can be reasonably inferred from the article that effective communication of vision and strategy is involved in convincing the board members that what Morphet was doing was right. This is also seen in the inspiration she brings to the people around her. Morphet got credit through all these.

Beck

In 5qs. the 5th Q,what is the industry position it plans to hold? Anywhere in the case specified? Any arguements?
Thanks,

yonei999

we really are focused on consumer goods and textile (pg 7 of 18)

Beck

See P3.27."Many business strategies..........with no thought given as to what industry position it wants to achieve through its strategies" Any ideas on the "Industry position" it wants to achieve??

yonei999

similar to the statement of BUPA on P3.27 of txt book. Since PB is undergoing a transformation, it's hard to say what particular position it wants to hold (in manufacturing industry).

Beck

If this is Corp Trans, is there any significant gaps between the current approach and futher objectives?

yonei999

Thanks Mandy. I agree there is a bit of touch of modular transformation. The strutural change is not simply limited to outsourcing production to China and selling off beds and foam businesses, even though these changes by themselves are very complex. Note the dire issues Morphet had to combat when she took her position: cost-cutting, reorganizing capital management and debt refinancing; simplify logistics and operations; sourcing production offshore and developing capabilities required as a brand marketer. (pg 6 of 18). I saw nearly every part of PB's value chain has been affected in that way before the delivery to its clients...

XR8

I would put my hand up for corporate transformation giving the facts that every single criteria in the definition has been met. "Significant or radical change throughout the whole organisation that addresses significant gaps that have been identified between the current approach and future objectives."

look at the first page again - Morphet's priority  has been Implementing a three year restructuring strategy: cost cutting, reorganizing capital management and debt refinancing, simplifying logistic and operations, sourcing production offshore and developing capabilities required as a brand marketer. Clearly it involves operational, financial, stratergy as well as management changes not just modular transformation.

yonei999

to list a few:

fickle market, ACCC's review on sale of business, Chinese political and legal system, tapering sales, shattered investor confidence, private equity ownership still exist...

yonei999

lol, you so cute, XR8.

siyuezhao

PB is trying to reduce the Brand they currently hold through closing down factories and sell unprofitable brands.
from my personal point of view, selling non-profit brand doesn't mean narrow down their market, comparing with it's competitors.
The final goal is to reduce cost.


Remember  in the text book, the example they use to illustrate focus-narrow market strategy is yellow tail wine producer. the wine producer enter a small, new market no one else had paid attentioned yet.


therefore, i think the generic strategy shoud be leader strategy-low cost and diff.

Beck

being polarised, PB is focusing on the mundane goods with more bargains?? Is this correct?

yonei999

yep, it will cost one 4 - 5 times more to buy a CK undie than a Bonds one... Oooops, i am bullshXXing again...

Beck

  Thanks
for Leaning and growth perspective (BSC), how would you make up the points.

yonei999

i doubt BSC will be tested. Nonetheless, i still listed just in the case

Focus on the brands and products are high; the first of the mainstream blue-collar companies to make a significant shift; Recruitment of talented top management team.