Clarks Shoe Case Study Essay Example
1076
C&J Clark
C&J Clark
C&J Clark (‘Clarks’) is a long-established family company, based in the UK but well-known in the shoe industry around the world. By the late 1980s the company was in decline but has since been turned around with new strategic leadership. Both marketing and operational issues have been addressed. This case contains sufficient information for analysing and evaluating the relevant strategic issues, but readers are also encouraged to visit Clarks and rival shoe retailers to check out the latest designs and marketing strategies. This case is copyright John L Thompson, 2000. It is for classroom discussion and should not be taken to reflect either effective or ineffective management.
Introduction–the footwear market in the UK
At the end of the s Clarks was UK market leader for shoes. Well-known as both a manufacturer and a retailer, the name Clarks is typically associated with children’s shoes, especially among the older generations who ‘grew up in Clark’s sandals’. Now, of course, children are more keen to wear designername trainers. Over many years the company had become associated with sturdy and sensible shoes for adults as well as children, rather than high fashion shoes, although these are also included in the range. Sturdy, sensible shoes are still manufactured, but they have been relaunched with a different image and appeal. Clarks shoes are sold widely overseas, and increasingly they are made overseas. The company wants to be recognized as an ‘international casual shoe company’. The footwear market in the UK exceeded £ billion annual sales for the first time in . During the mid-late s the growth rate had exceeded the prevailing rate of inflation. The highest growth was in children’s shoes of all types, although these account for less than one-fifth of the market overall. Women’s shoes account for % of sales revenue but % of the number of pairs bought. However, % of the shoes involved had been manufactured
C&J Clark
C&J Clark
C&J Clark (‘Clarks’) is a long-established family company, based in the UK but well-known in the shoe industry around the world. By the late 1980s the company was in decline but has since been turned around with new strategic leadership. Both marketing and operational issues have been addressed. This case contains sufficient information for analysing and evaluating the relevant strategic issues, but readers are also encouraged to visit Clarks and rival shoe retailers to check out the latest designs and marketing strategies. This case is copyright John L Thompson, 2000. It is for classroom discussion and should not be taken to reflect either effective or ineffective management.
Introduction–the footwear market in the UK
At the end of the s Clarks was UK market leader for shoes. Well-known as both a manufacturer and a retailer, the name Clarks is typically associated with children’s shoes, especially among the older generations who ‘grew up in Clark’s sandals’. Now, of course, children are more keen to wear designername trainers. Over many years the company had become associated with sturdy and sensible shoes for adults as well as children, rather than high fashion shoes, although these are also included in the range. Sturdy, sensible shoes are still manufactured, but they have been relaunched with a different image and appeal. Clarks shoes are sold widely overseas, and increasingly they are made overseas. The company wants to be recognized as an ‘international casual shoe company’. The footwear market in the UK exceeded £ billion annual sales for the first time in . During the mid-late s the growth rate had exceeded the prevailing rate of inflation. The highest growth was in children’s shoes of all types, although these account for less than one-fifth of the market overall. Women’s shoes account for % of sales revenue but % of the number of pairs bought. However, % of the shoes involved had been manufactured