ORDERING CASE STUDY **** IS DAVID JONES ON THE THRESHOLD OF SUCCESS? David Jones (DJs) is a leading speciality retailer in competition in Australia with Myers. Both are well established in major cities and both have good stables of branded clothing to sell to a wide range of clients. With rising incomes, the demographics are looking good for boch companies, so long as they can capture customers. Djs was taken over in late 2014 by South Africa's Woolworths (a different firm to the Australian company with the same name). The price was $21 billion, and the South Africans also obtained the clothing brand Country Road at about the same time, The differentiation strategy that Djs has always Followed has since been fine-tuned. The mari et for such speciality department stores is growing at 7 per sent per year compared with 2 per cent per year for andard department stores The CEO at the time of the cover, Lain Nairn, claimed change was necessary to Iake advantage of this huge potential market because els had lost its way. The firm is now focusing more on in customers, putting greater emphasis on its credit lids and using them to gather more data), providing derent incentive systems to staff and becoming far pole sales oriented generally As well, its stores are being reded, with up to A$100 million being devoted to Country Road, meanwhile, will be rolled out to is stores and have far more prominence in these as will Witchery and Mimca Country Road will more of its own stors, with eight more planned italy, more private brands are being sold the profit ratint for them are better than those DJs core market of luxury shoppers will be well served by these initiatives. Berter service and more attractive shops will be sure to appeal. At the same time, Myers is trying to revive les stores with better layouts and staff-the race is on More change came to Djs in late 2015 dan Naira was --replaced as CEO by John Dixon, a veteran of British retailer Matks & Spencer DJs suggested that Naims more was for personal reasons but rumours spread that it was because of tensions with lan Moir, the head of Woolworths. The issue was said to be the pact of change specifically getting more private labels in the score, such as Studio W. JT One, RE and Distraction. Moir wanted quicker implementation of this strategy and Nairn wanted a slower transition Nairn also favoured the more traditional premium-brand strategy Os his appointment, Dixon said that the DJs food business was a little tired', and since his main job at Macles & Spencer concerned food he knew how to revive Mr Moir also has strong views on this. He wants a more exciting sound for the food halls in order to make them a favourite destination for shappers, and more excitement in the food reas with varied scents and bustling people. Dixon also said that DJs 'ticks all the boxes' and lives at the heart of Australian society. It remains to be seen if he can lead ns to greater success in this competitive segment in department stores. The market is espanding Can Datale advantage of it Source vs. 2015 Can Dithe new label The 14 Drobil boss bar 7 My WYL 620for%20H16006 FH A Read aloud y Draw y Highlight Page 2 of 4 Assignment 2 Specifications Purpose: This assignment aims at ensuring that students have familiarised themselves with at least one significant case study (from any of those in the lectures or tutorials or our recommended textbook) and are able to apply the relevant foundational strategy development models that are applicable to the case. . Details Select any case study and choose from the following aspects of competitive strategy to apply the theories of strategy development and implementation as relevant to the case study you choose Business Strategy Competitive Dynamics Corporate Strategy Acquisitions and Structure International Strategy . . In this report, the use of sub-headings is essential Be sure to use paragraphing. Be sure to reference your sources in text and provide a list of references at the end, all in Harvard style, Your final submission is due Friday of week 10 at midnight. Late submissions attract penalties at the rate of -10% per day. each