Essay on Change Management
In this essay, the internal and external environment analysis of Hilfiger will be led with the assistance of huge research apparatus. Discussing the organization foundation of Hilfiger which is founded by Tommy Hilfiger in the year 1984 after breaking partnership with Mohan Murjani who was an Indian textile. In addition, it is serving leather jackets and cashmere sweaters in the European market over numerous years. Though, this essay incorporates traditional marketing planning, modern marketing planning and change approach for sustainability through legitimate process and contention (Beamish, 2004). On the other hand, the vision of Hilfiger was to give incredible quality items to the European clients.
According to the case study, Tommy and Mohan were business partners, and they did business as per traditional marketing planning. Though due to blue jeans craze in 1970, Mohan decided to provide less expensive jeans to attract young people, but Tommy encouraged some negative reaction which was encountered by dissatisfied Europeans. Talking about the modern marketing strategy which was implemented by Tommy by bringing leather jackets and cashmere sweaters to satisfy Europeans customers. On the other hand, Tommy also used celebrity advertising, with Sheryl Crow, Beyoncé, Jewel, and the husband-wife team of performer supermodel Iman and David Bowie.
Apart from that, film artists such as Renée Zellweger, France’s first lady Carla Bruni, and Claudia Gerini facilitated the business to trade a limited edition bag to support Breast Health International. In other sense, with the help of this promotional strategy, Hilfiger utilized the change management theory and able to draw the attention of many customers (Beamish, 2004). The external factors influenced marketing strategy of Tommy such as political, economic, social and technical factors which are explained below along with an internal analysis of Hilfiger. Moreover, by analyzing social factor of the external business environment, Tommy expanded his business across the world.
McKinsey 7S model
In order to lead a successful business, the internal analysis of different types of aspects have been connected in this study. In addition, McKinsey 7S model helps the management of Hilfiger to enhance their organizational performance. Other than that, with the assistance of this 7S model, the management able to implement a recommended strategy(Neely, 2002). Aside from that, this 7s includes two components, for example, soft and hard. Besides that, the soft component covers skills, shared value, and leadership style and employee engagement. On the other side, the hard component includes the management process, system, structure, and strategy of the organization. As per McKinsey, the hard components are concerned alongside the management system of the organization and the soft components are managing the behavior of the organization.
Hard component of 7S model
As per significant Strategy explanation, hard component plays an essential role which incorporated into three divisions, for example, management system, structure, and strategy.
Management system: this is one of basic division of the hard component of 7S model since this portion controls every internal operational action of the organization. On the other hand, the broad management system is measured by the leaders of the organization(Burns, 2008).
Organizational structure: this part of the hard component of this 7S model includes the significance which primarily provides an appropriate system to work. In different faculties, with the assistance of this effective structure, the management can utilize the employee performance to improve competitive advantage.
Management strategy: through this segment, an organization can enhance the working environment by executing various types of effective strategy. In addition, the performance of employees can likewise be measured through skilled management strategy(Barney and Hesterly, 2006). This is one of basic division of the hard component of 7S model since this portion controls every internal operational action of the organization. On the other hand, the broad management system is measured by the leaders of the organization(Bur