Analyse puma

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  • Publié le : 21 décembre 2010
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Diagnostic global de management de Puma


PARTIE I : global environement 4
I. Social environment 5
II. Economic Environment 5
III. Demographical Environment 5
IV. Legislation 5
V. The crisis affecting the sector 5
VI. Political organization and pressure group 6
VII. Puma’s environment 6
Système d’information marketing, diagnostic interne et externe de Puma 7I. Analyse de l’offre 8
II. Analyse de la demande 13
c. Le comportement du consommateur 15
III. Analyse de l’environnement 17
PARTIE 3 : Approche fonctionnelle 23
I. L’organisation de Puma 24
II. Gestion des ressources humaines 24
III. Fonction recherche et développement 24
IV. Approvisionnement 24
V. Production 24
VI. Fonction distribution 24
VII. Fonction sociale 25
1. Répartition dela masse salariale de Puma 25
2. Organigramme de Puma AG 26
3. Structure 26
4. Actionnariat de Puma AG 27
5. Parcours des membres du directoire 27
6. La vision de Puma / Les valeurs 30
PARTIE IV: Stratégie 32
I. Stratégie de Puma 33
1. Expansion des catégories de produits 34
2. Expansion régionale 34
3. Expansion des autres marques du groupe Puma 35
II. Stratégie de marque 35
1. LeCapital marque: 35
2. La valeur marketing : 35
3. Stratégie de marque 37
4. Audit marque : 37
1. Gestion de l’assortiment : 37
2. Gestion de gamme : 37
a. Cuir 37
b. Segment textile : 38
4. Matrice McKinsey 39
a. Cuir : 39
b. Textile 40
5. Analyse liée des matrices 40
IV. LA marque 40
1. Stratégie de marque 40
2. Audit marque : 41
V. Stratégie concurrentielle longterme 41
1. Rapport de force entre clients et fournisseurs ? 41
2. Est-ce que la qualité est un rapport de force ? 41
3. Menace d’entrée des concurrents : 41
4. Menace de substitution :
Conclusion 46
Bibiliographie 47

Partie I : global environment

The global environnement has 6 dimensions. We have to identify significant trends to adjust the company's strategy.

I. Socialenvironment

- Evolution of morals: dress is no longer just a physiological need (need to dress), but has become a true means of differentiation and lets you mark your membership in a group.
- Identification of young people with high-profile personalities (Serena Williams, Nicolas Anelka, Pelé…).
- Sport has become a phenomenon thanks to the media coverage of many sporting events(especially football), which are idolize.
- Transition to 35 hours, the time allocated to leisure has been growing steadily, what has changed habits in terms of consumption.

II. Economic Environment

- The introduction of the euro.
- The market for sporting goods is rising steadily; particularly through the shoe market is a dynamic sector but gradually begins to slow.
- Therequirements in terms of sports now exceed the framework of the sport with the phenomenon "sport lifestyle." As a result, these brands are moving closer to signs of ready-to-wear.
- The companies, including producing clothes, enjoy cheap labor in Asia or South America.

III. Demographical Environment

- The high population in Asia is a very interesting market to conquer for acompany, because the trend is the same as in Europe.

IV. Legislation

- Will governments, in the European Union, to open their borders to all other member countries.
- Globally, the free movement is made more difficult (costs of customs,…).
- Industries of Sport in 2000, brings together companies whose brands trends are routinely forged.

V. The crisis affecting the sector1. Child labor

- The sector is affected by the scandal of child labor in Third World countries (Asia…).
- Many organizations are mobilizing to openly denounce this phenomenon (UNESCO, UNICEF, International Labor Organization…), which tarnished the image of these large companies.

2. Off shoring

- The sector is affected by the phenomenon of...