Project Report on Primark’s Managing Communication, Knowledge and Information Executive Summary
Primark, the clothing retailer, has recently experienced rapid growth and is in the middle of a major strategic change from ‘pile it high and sell it cheap’ discount retailer to mid-market brand with celebrity status. It has gained market share at the expense of established clothing retailers such as Next and Marks and Spencer (M&S). It has also battled effectively against supermarkets, such as Asda and Tesco, which offer low-cost clothing lines. Primark’s success has been most apparent in the growing UK women’s wear sector which, in 2006, had total sales of £18bn. It has set itself the objective of overtaking M&S and becoming the UK market leader in women’s wear.
Primark’s recent growth has been rapid. In 2006, it increased its number of outlets by 22 %, and its total selling space by 40 %. Originally, Primark tended to locate in cheap, out-of-town sites in areas of low income. These locations kept costs down and meant that the company was close to its target market. Recently, however, it decided to take its discount approach into the mainstream market. It has begun targeting middle income customers and competing more directly with M&S, Debenhams and Next.
Primark has achieved this in a number of ways including moving into town centre, high street sites in larger, more affluent locations. It no longer targets exclusively the low income customer, and now says that its primary target market is “young, fashion conscious fewer than 35s” who want fashionable clothing at competitive prices. It helps that people are no longer embarrassed to be seen wearing low-cost clothing brands. Primark has been featured in fashion magazine “Vogue”, and celebrities have been seen wearing Primark clothing.
P1:- Assessment of information and knowledge needs.
The information needs assessment process is a planned, systematic approach to determining the information needs of each distinct customer group. Its purpose is to help you develop information products targeted specifically to each group and need.
Understanding the function of each person and group within your user community and how these individuals and groups interact will enable you to plan the types of information products and services that will be most useful to them.
Information services are no different than any other type of product one might sell. However, an intense planning effort is required to develop those products which will be most useful to your market; to target the products carefully, so that your audience will be receptive to them: and to choose marketing techniques which will convince your customers that the products are worth purchasing and using.
It is crucial to understand your customers and why they require information. Each customer has his own information requirements and, while the same information may be needed by more than one customer, it may be used in entirely different ways by each. Not only do you need to know what information is required by each customer, but why it is needed. What purpose does the information serve? “A library program built around the information needs of potential patrons, as they perceive those needs and wants, becomes a highly valued
1. Identify the range of decisions to be taken.
There are many approaches to taking the strategic decisions that affect the direction and performance of an organization or team. Some provide a ready framework for action and others offer insights that can be readily applied. * Reversal theory
We are not always the same: we are inconsistent, we develop and we change, and so too do the people that we need to influence or lead. We are different people at different times, even under the same circumstances.
How it works
At the heart of the theory is the idea that our experience is shaped by alternative ways of seeing the world. Specifically, four pairs of opposite...
References: 1. Aalto, P. & Jarenko, L. 1984. Tieto yrityksen voimavarana. Weilin & Göös, Espoo. (In Finnish.)
5. Collins, R. J. 1997. Better Business Intelligence. How to Learn More about Your Competitors
7. Committee for the Future. 2001. Avauksia tietämyksen hallintaan.
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