This essay will discuss the problems Thornton’s has experienced over the last few years and what challenges they face in current period between 1997-2002, examining the competitive environment and internal analysis as well as external environment (Political, Economical, Sociological, and Technological - PEST). It will also identify and evaluate Thornton’s strategic development from set up to the present time using the relevant framework and strategic tools. The essay will conclude by identifying possible strategies that Thornton might pursue in the future with ambiguous reasons supporting these recommendations.
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The essay now will continue to identify and evaluate Thornton’s Strategic developments from set up to present day. There three separate modes of strategy simulation applied in the formulation of a business strategy today. Thornton’s is a business that Jennings (2000) identifies as a business who has its powers centralised to the Chief Executive who shoulders the success or downfall of the business. They also have been making dramatic leaps forward to uncertainty as illustrated above their strengths such as seasonal demand, their successful markets such as UK and French markets have had a economical decline, therefore the strengths have become threats and hence creating an uncertain future, for which has influenced to actively search other prospectors to help them regain the strong monopoly they have carried. This mode of formulation or symptoms are those of a Entrepreneurial mode.
Figure 4: Industry Life Cycle Figure 4, is Industry life cycle; shows there are four phases of growth for an industry. It is used to examine the firm’s location within the