Strategic Marketing Analyse for Dimes

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University of Wales Institute Cardiff (UWIC)
London School of Commerce

MBA 2 - Strategic Management

MELIHA ATASEVEN
0718SBSB1009

SUBMITTED TO MERVYN SOOKUN

Table of Contents
Executive Summary…….….……….………………………………………………. 2 I. INTRODUCTION …….………………………………………………………….3 II. DIMES…………………………………………………………………………..…4
2.1 History of Dimes………………………………………………………….4
2.2 Vision and Mission of Dimes…………………………………………….6
2.2.1 Mission………………………………………………………….6
2.2.2 Vision……………………………………………………………6
2.2.3 Values…………………………………………………………...6
2.3 SWOT Analysis of Dimes………………………………………………..6
2.3.1 Strengths ……………………………………………………….7
2.3.2 Weakness ……………………………………………………….7
2.3.3 Opportunities …………………………………………………..7
2.3.4 Threats ………………………………………………………….8
2.4 Porter’s Five Forces Analysis for Dimes ……………………………….8
2.4.1 Threat of New Entrants………………………………………..8
2.4.2 Supplier Bargaining Power ………………….………………..8
2.4.3 Buyers Bargaining Power ……………………………………..9
2.4.4 Threat of Substitutes …………………………………………..9
2.4.5 Intensity of Rivalry ……………………………………………9
2.5 PEST Analysis of Dimes ………………………………………………...9
2.5.1 Political Factors………………………………………………..9
2.5.2 Economical Factors …………………………………………..10
2.5.3 Social Factors …………………………………………………10
2.5.4 Technology Factors …………………………………………..10
2.6 7S Model for Dimes……………………………………………………..11
2.6.1 Strategy ……………………………………………………….11
2.6.2 Structure ……………………………………………………...11
2.6.3 Systems ………………………………………………………..12
2.6.4 Shared Values ………………………………………………...12
2.6.5 Style …………………………………………………………...12
2.6.6 Staff …………………………………………..……………….12
2.6.7 Skills …………………………………………………………...12 III. RECOMMENDATION ………………………………………………………….13 IV. CONCLUSION …………………………………………………………………...14 V. REFERENCES …………………………………………………………………….15

Executive Summary
Several description of the strategy can be defined, but very common and old definition of strategy is the firm’s route (direction) and capacity (scope) over the long-term which has to matches its resources to its changing environment, therefore; it has to meet with customer or market, and also shareholder expectations. In 1990’s strategic management appeared as a budgeting and control which was assuming that past conditions would affect the future. 1950’s instead of it long range planning which focused on the trend and 1960’s strategic planning just started to focused on business environment. And finally in 1970’s strategic management came up which has been dealing with business cycle, shareholder expectation, long term resources and change management, etc.

Many of the strategic models can be examined. In this assignment Porter’s 5 Forces, McKinsey’s 7S Model, SWOT and PEST Analysis and how important of the Vision and Mission statement of a company which will be indicated case study of DIMES will be examined.

I. INTRODUCTION
The world in the last twenty years, people have witnessed many important changes. The process started with the collapse of the Soviet Union, where the cold war rapprochement between the countries and left blocks. People followed the formation of a new unipolar level which was led by USA.  During this period, the speed of China's reform moves to win, therefore, the world's most populous country has turned into one of the important actors in the global economy. At the past, common source of problem was Less Developed Countries, which are skipped a class, are now called developing countries have a greater say in economic and political platforms. People lived a period of economic liberalization which was being lead by USA and Europe. Technologies for communication has developed, while losing the meaning of borders between countries, "globalization" came into our lives. Consequently, the economic and financial integration that it has reached advanced stages, the EU countries started using the Euro for common currency. The world has been shrinking; concerns began to be common...
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