Marketing management assignment help study on: Pumpkin patch – New Zealand
Executive summary
Introduction
Pumpkin Patch refers to a store originated in New Zealand. The main aspect which is being taken into consideration at Pumpkin Patch stores refers to the design of the clothing to be offered to its target audience. Pumpkin Patch is mainly known for its retail strategies, marketing tools used, retail & wholesale for kids clothing in some of the major countries such as New Zealand, UK, Australia, US, etc. The major source with which the products are being sold is through on line marketing, catalogues, etc.
The origination of the brand was done when a three year old Australian was dumped by her father when he had killed the little kid mother & flew to New Zealand. Unless & until the man was identified till then the kid was named “Pumpkin” as she was wearing clothes manufactured by Pumpkin Patch.
The origination of Pumpkin Patch was done in New Zealand & then expanded its operations in other parts of the globe such as UK, USA, Australia, China & other Asian markets. Due to the high levels of success attached with the same, the organization changed its operations from a privately owned corporation to publicly owned corporation. This helped the organization to make the most effective as well as efficient use of its management. This has helped the organization to treat its client with the best of its capability.
Industry
Retail industry has been referred to as one of most profitable industries as compared to the other sectors. This industry has been regarded as one of the most profitable industries as it caters to the needs of large number of people. This industry helps in providing the belongings to be used in daily times. Some of the public amenities which could be provided refer to provide electricity, etc. One of the major sectors which provide one of the highest revenue is supply of clothes, etc. The retailing business in case of clothes would not only take into consideration daily wear clothing but would also take into consideration fashionable clothes. It must be stated that, people belonging to different income groups would be included in the retail business. Therefore, it must be taken into consideration that the goods produced should cater to the needs of the people belonging to different income levels.
Based upon the statistics of New Zealand Retailers Association, a Zealander spends NZ$ 12,000 approximately in shopping per annum. The cumulative sales from this sector have been estimated to be NZ$ 50 billion.
During recession & difficulties in finances, the retail industry was able to contribute 7.5% towards the GDP of the New Zealand economy. The entire retail industry provides employment to 20% of the population. Some of the major retail outlets are provided in Wellington, Auckland, Otago & Waikato. Therefore, these places provide high levels contribution in terms of revenue from retail sales.
The Pumpkin Patch came into existence in the year 1991. This enterprise was initially privately owned & came into place in order to bridge the gap between daily wear clothes and fashionable clothes designed specifically for kids. The competitive environment of Pumpkin Patch could be seen with respect to the level of success which has been catered to. The competitiveness in case of Pumpkin Patch could be seen with respect to the design of the clothes which have been manufactured by the same. There are different range f products which have been manufactured by the same. The main two target segment for the enterprise is boy & girl kids apparels.
General Environment Analysis (PESTDG)
Industry Analysis (Porter’s Model):
Competitive Environment
The competitive environment of Pumpkin Patch could be seen with respect to the level of success which has been catered to. The competitiveness in case of Pumpkin Patch could be seen with respect to the design of the clothes which have been manufactured by the same. There are different range f products which have been manufactured by the same. The main two target segment for the enterprise is boy & girl kids apparels.
The type of cloth which has been used by Patch is quite soft & takes into consideration that the clothes have to be designed for kids. The suppliers have also been referred to as one of the major factors which provide competitive edge as compared to other players. The main competitors for Pumpkin Patch are Marks & Spencer’s, GAP Inc, Wal-mart, etc.
External Analysis (Opportunity & Threat)
Resources (Tangible & Intangible)
Capabilities Identification
Pumpkin Patch has been a brand to reckon with in the kids segment and in the pre-teen girls segment. The company also launched the women’s apparel segment but soon withdrew from it. The company also caters to maternity dressing. The company has a keen eye on fashion and is very much dedicated to market research and design. The sole motto of the company is to make extremely fashionable clothes for kids and pre teen girls. The company has been quite successful in doing this, the market shares of the company have tripled since it launched its IPO. This speaks volumes about the growth and the potential of the company (Abbas, 2008). The company has an excellent design team which has sixty designers working in collaboration with the market research team which consists of customers, visual merchandisers etc. The company has always kept its stock fresh. The company operates in different modes, online sales, catalogue sales, in-store sales and whole selling. It always ensures that the designs are changed frequently. The company also has an excellent logistics team. It has a central warehouse in Auckland and it can supply to stores in the US and UK within a day’s time. The freight charges are high but the margins on apparel being higher makes up for the freight charges. The company also has a very good distribution channel and a strong supply channel. It buys its products from all around the globe and has strict quality protocols. It also ensures standardisation and is against child labour. The company has invested in Information technology which enables them to track the products from the design stages right to the sales stages.
YesYesNot really because there is no preventative measures takenNo, because Pumpkin Patch experienced rivals like New Zealand copying exclusive clothing and fabric designs*Distribution Channel
NoYesYes because it takes brand value and brand perceptionNo because there are bigger players in the market like GAP and Espirit which can capture the distribution channel of the company*Presence in Multiple Locations
YesYesYes as this requires high capital investmentNot really there are larger international brands that exist in multiple locations*Excellent Logistics
YesYesYes because it requires expertise and knowledgeTo some extent, this company has had a single warehouse in Auckland which caters to US and UK markets within a day.
The Product design and the brand quality of Pumpkin Patch has been extremely good. The company has a keen sense of fashion and has always come up with excellent clothes for kids and for pre-teen girls. The company invests heavily on design and collects designs from all over the world. It also has a sense of placing the right products in the right places. But, however as it has always been a problem with the fashion industry, Pumpkin Patch faces problems of design imitation (Andrew, 2009). In New Zealand it has faced problems where its suppliers have become independent retailers and have copied their design. As patenting is almost impossible for clothes design this remains a vulnerable area. Pumpkin Patch has an excellent distribution channel and has entered the US market through its distributors. The intense market competition and presence of big brands like GAP can affect the loyalty of the distribution channel. The presence of the organisation in multiple locations is beneficial for the company but most of the bigger brands are also located in the same places. The logistics of the company definitely has an edge, having a centralised warehouse it can keep track of the entire logistics from a single point (Arnoldo, 1997).
Value Chain
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