Pumpkin Patch: a Strategic Management Plan
Introduction
Nowadays, children’s clothing profession’s development is becoming much more powerful than before. In 1990, this kind of profession could not satisfy customers’ demands. Due to the lack of fashionable children’s clothing, Pumpkin Patch was found by Sally Synnott, who was the head children’s wear buyer in New Zealand. Although Pumpkin Patch was handled by other investors after two years, the brand expanded to a broader influence. Today Pumpkin Patch has its own market in several countries, such as New Zealand, Australia, the United Kingdom and United States. It is not easy for Pumpkin Patch to operate well in such areas, but the company still decides to look for new territories. So it should fully understand its position and create fitting strategic plans.
Analysing the external environment
The general environment
Demographic----high Speaking of the clothing products, population immediate influences customers’ real and potential demands to the brand. In fact, demands always far exceed supply and products are sold out very early in such countries, especially in New Zealand. It can be noticed that the population between newborn and 14-year old are the major customers of its market.
Economic----high In terms of each area’s economic, the consumption level should be mentioned. Taking the United States as an example, the whole cloth market earned US$172.8 billion in 2004 which occupied 22 percent of the total sale of global apparel. Because of the growth of each family’s income, the data would also increase year by year which presents a good vista to the cloth profession.
Technology----high In order to adapt the market change, the enterprise should sum up the existing management frequently and seek for the new ways to satisfy customers’ new demands.
Conclusion
Pumpkin Patch was early enough to cater to the world trend. The target market gives a good opportunity for the future development. In addition, if Pumpkin Patch always can bring
Nowadays, children’s clothing profession’s development is becoming much more powerful than before. In 1990, this kind of profession could not satisfy customers’ demands. Due to the lack of fashionable children’s clothing, Pumpkin Patch was found by Sally Synnott, who was the head children’s wear buyer in New Zealand. Although Pumpkin Patch was handled by other investors after two years, the brand expanded to a broader influence. Today Pumpkin Patch has its own market in several countries, such as New Zealand, Australia, the United Kingdom and United States. It is not easy for Pumpkin Patch to operate well in such areas, but the company still decides to look for new territories. So it should fully understand its position and create fitting strategic plans.
Analysing the external environment
The general environment
Demographic----high Speaking of the clothing products, population immediate influences customers’ real and potential demands to the brand. In fact, demands always far exceed supply and products are sold out very early in such countries, especially in New Zealand. It can be noticed that the population between newborn and 14-year old are the major customers of its market.
Economic----high In terms of each area’s economic, the consumption level should be mentioned. Taking the United States as an example, the whole cloth market earned US$172.8 billion in 2004 which occupied 22 percent of the total sale of global apparel. Because of the growth of each family’s income, the data would also increase year by year which presents a good vista to the cloth profession.
Technology----high In order to adapt the market change, the enterprise should sum up the existing management frequently and seek for the new ways to satisfy customers’ new demands.
Conclusion
Pumpkin Patch was early enough to cater to the world trend. The target market gives a good opportunity for the future development. In addition, if Pumpkin Patch always can bring