Strategic Management Practices by Morrison PLC, UK. Analysis, Lessons and Implications

Author(s)

Muhammad Jehangir , Dr. Iqbal Saif , Dr. Zulifiqar Haider Zaidi , Jamshed Halepota , Shahid Jan Kakakhelb , Muhammad Tariq ,

Download Full PDF Pages: 194-201 | Views: 380 | Downloads: 95 | DOI: 10.5281/zenodo.3470658

Volume 6 - April 2017 (04)

Abstract

The study critically analyzes strategic moves made by Morrison PLC,based in United Kingdom (UK), in terms of its merger, environment, and marketing mix. First chapter documents differences in culture, structure, and leadership before and after merger and its impact on firm’s performance by using McKensy 7S Framework. In second chapter, Michael Porter Five Forces Model, SWOT analysis, Value Chain are applied to analyze the macro environment, internal and external analysis, and to understand where the company is performing better (core competencies) respectively. Finally, marketing mix which is also known as 4Ps (Product, Price, Place and Promotion) and the firm’s fit with market needs are documented followed by important lessons and implications. After thorough analysis, poor management, overconfidence, different customer base, culture imposition, positioning strategy and low stakeholder confidence are found to be responsible for the poor performance of the Morrison after merger.

Keywords

Merger, 7S Framework, Five Forces Model, Value Chain Analysis, SWOT, Marketing Mix, 4Ps, Morrison PLC

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