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PANDORA

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by

Isabella Ana Rivadero Melchior

on 26 September 2014

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Transcript of PANDORA

Strategic Capabilities
Competitive Advantages
Support activities
Infrastructure
Changing CEO
Human Resource Management
"PANDORA believes that developing its people is the key factor in developing the company"
Technological Development
Monitor sales-out to end-customers on daily basis on SKU
Procurement
'Responsible Supplier Program'
Value chain
Primary activities
Vertical integrated business model
Value Chain
PANDORA
"Offer women across the world a universe of high quality, hand-finished, modern and genuine jewellery products at affordable prices”
Inbound Logistics
Warehouses at production facilities
Operations
Production in Thailand, product innovation

Outbound Logistics
Warehouse→distribution center→retailers
Marketing and sales
10.000 POS, 80 markets, E-store, Disney
Focus on branded sales channels
Different marketing channels
Service

Warranty
"PANDORA controls every step of the value chain of almost all our jewelry products from in-house design to production"
Tangible resources
Intangible resources
Tangible
Intangible
Well-located stores
Efficient distribution because of their international network
Well educated staff
Managing retail chains
Well-known brand and an understandable positioning
Brand Strategy
Offering of affordable genuine jewelry
Overall total control
CSR
Strong production
Competencies
Competencies
Capabilities
Capabilities
Value (V)
Rarity (R)
In-imitability (I)
Non-substitutability (N)
VRIN, Jay Barney
Value Chain
Strategic capabilities
VRIN
Do they succeed as a major player in the jewelry market?

Mission
Full transcript