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Wace Burgess

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Wace Burgess
Introduction

According to Kotler (2003: p420), a successful brand name ‘is essentially a marketer's promise to deliver a specific set of features, benefits and services consistently to the buyers'.

Wace Burgess is a member of the Wace Group, a company that has a massive global presence and is very recognizable in the pre-press and print technology market. Having excellent reputation for quality and responsiveness, the largest part of the production of Wace Burgess is the production of cards. Until now, their main customers were specialist publishers but after the entrance of the big retailers and supermarkets in the marketplace, they started to be interested on them and try to be ranked first in the market. Marks and Spencer is one of them, a big retailer chain with many department stores whose products ensure quality and customer satisfaction. Wace Burgess considers that if they will attain to supply Marks and Spencer effectively, this will be a big chance for them, for further development and a chance to get at the leading edge of the market. However, they have to consider, if they are able to respond to the huge volumes and the different requirements that Marks & Spencer's order had, and finally to decide if they will accept the order or not.

This report begins with the situation analysis of the company in order to better estimate the company's position. The audit that follows about the strategic capabilities determination of the company is a framework to provide knowledge about the risks and rewards that they will occur, by getting the new order. Finally, recommendations about appropriate actions are provided in order for Wage Burgess to handle the order from Marks & Spencer.

Situation analysis

Wace Burgess is a company with excellent reputation for quality and responsiveness and considerable sales efforts. It is a business with personnel of 250 people and operates in the colour printing of greeting cards, gift wrap, posters, calendars, book jackets and



References:  Houghton, E. and Portougal, V. (1995), ‘A planning model for just-in-time batch manufacturing ', International Journal of Operations & Production Management, Vol. 15, No. 9, pp. 9-25.  Sutherland, V., Makin, P., Bright, K. and Cox, C. (1995), ‘Quality behaviour for quality organizations ', Leadership & Organization Development Journal, Vol. 16 No. 6, pp. 10-15 Books  Brassington, F. and Pettitt, S. (2003) Principles of Marketing, 3ed., Harlow: Pearson Education / Prentice Hall  Burrill, C.W  Chase, R. B. and Aquilano, N. J. (1995), Production and Operations Management, 7ed, McGraw-Hill Companies  Chase, R  Hill, C. W. L. and Jones, G. R. (2004), Strategic Management Theory, 6ed, Boston: Houghton Mifflin Company  Jobber, D  Kotler, P. (2003), Marketing Management, 11ed, New Jersey: Pearson Education Inc.  Lee, S. M. and Schniederjans, M. J. (1994), Operations Management, Boston: Houghton Mifflin Company  Slack, N., Chambers, S

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