British Home Stores: Current Strategies

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|UH | |[British Home Stores: Current Strategies] | |[Business Strategy] | |[module code:3bus0336] | | | |[Monday 10 December 2007] |

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Contents

1. Introduction ………………………………………………………………….4 1.1. Company Profile ……………………………………………………………4 2. Methodology …………………………………………………………………5 3. PESTLE Analysis …………………………………………………………….6 4. Porters Five forces analysis …………………………………………………. 9 5. Bowmans Clock ………………………………………………………………11 6. Competition …………………………………………………………………..13 7. Value chain …………………………………………………………………..14 9. Direction and mission…………………………………………………………15 10. Conclusion………………………………………………………………….. 16 6. Bibliography………………………………………………………………… 17 Appendices………………………………………………………………………. 18 A. Diagrams

B. Group meetings.
C. Reflections.

Abstract

This report is designed to identify what the current and business strategy of Bhs is .In this rreport primary and secondary data about Bhs' strategic issues and business activities is presented. This report uses several analytic methods to discuss the current strategies which are being used by Bhs. Porter's Five Forces theory, Pestle theory, Bowman's Strategy Clock theory, and Stakeholder. Sufficient details are given on the current strategies being used by Bhs and the business environment which Bhs is facing. After the analysing the current strategies, the report goes further to discuss the current strategies and gives a general conclusion.

1. Introduction

British Home stores, was the name of BHS when it first established itself in 1928 as a dynamic and fast moving retailer which was prominently established at major high streets. The first store was opened at Brixton (www.bhs.com).

Bhs became a public company in 1931, and they decided that price should not be their only marketing strategy and therefore they started to think about the policy of quality and value for money and this strategy is being followed by BHS till date (Bhs, 2007).

In the 21st century, British Home Store has established itself as a multinational retailer with a great impact in the UK markets. BHS has also established itself across the world in the form franchisees, and now the company has franchisees in Europe and Middle East (Bhs, 2007).

BHS has now become a private company, after being acquired by Sir Phillip Green in 1999, One of the first moves of the entrepreneur was to change the company from a public company (plc) to a private one.(Datamonitor , 2004).

1.1 Company profile.

Bhs is a retail chain that sells products ranging from clothing to household goods. Since its inception, Bhs claims to have adopted a policy of quality and value for money (Bhs, 2007).

The Present Chief executive officer of Bhs till date is Sir Philip Green who has tried to restore the company back since his acquisition of it. His major strategy in the current year was to refurbish stores which have helped in improving sales till date. (www.timesonline.com)

Today, the Company is worth around £1 billion or £1.4 billion. Reports state that Bhs had a profit of about £52.7 million in March...
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