Essay on Pumpkin Patch: a Strategic Management Plan

2745 Words Oct 22nd, 2012 11 Pages
Introduction
Nowadays, children’s clothing profession’s development is becoming much more powerful than before. In 1990, this kind of profession could not satisfy customers’ demands. Due to the lack of fashionable children’s clothing, Pumpkin Patch was found by Sally Synnott, who was the head children’s wear buyer in New Zealand. Although Pumpkin Patch was handled by other investors after two years, the brand expanded to a broader influence. Today Pumpkin Patch has its own market in several countries, such as New Zealand, Australia, the United Kingdom and United States. It is not easy for Pumpkin Patch to operate well in such areas, but the company still decides to look for new territories. So it should fully understand its position and
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Pumpkin Patch has one of the biggest manufacturers in New Zealand and has two levels of quality control. They had developed its own forecasting and inventory systems. Pumpkin Patch had a team of architects and project managers dedicated to the design and t-out of stores in keeping with the overall image of the company. Pumpkin Patch had customer databases of almost 900 000 across Australia (580 000), New Zealand (200 000) and the UK (110 000). Specic websites existed for each country. Overall, the tangible resource of Pumpkin Patch is excellent.

Pumpkin Patch’s intangible resources
The intangible is also very important to a company, which can’t be ignored. The Brand is strong which was not just about kids clothes; it was selling a look, a package that included stores with a designer atmosphere and play areas. In keeping with the family oriented culture, Pumpkin Patch provided some trainings and programs. Have sixty people shopped for designs at the best design house in the world as well as creating ideas. The HR is excellent and the managers are well trained. Thanks to the great reputation, they have a good relationship with the wholesaling.

Capabilities
Pumpkin Patch has an excellent set of capabilities according to the level of core competencies. In order to facilitate the below discussion, these are listed and numbered.

1. Had a maturity and perfection channels and success in retailing.
2. Had a strong brand image which is more

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