It is said 70% to 90% of all strategies fail simply because the organisation is not capable of maintaining sufficient impetus of many strands of strategies whilst dealing with the operational and human problems that inevitably occur. Acting as Marketing C

Table of contents

TOC \o "1-3 " \h \z \u HYPERLINK \l "_Toc7 " Introduction PAGEREF _Toc7 \h 1

HYPERLINK \l "_Toc8 " Strategic management PAGEREF _Toc8 \h 1

HYPERLINK \l "_Toc9 " The competitive advantage PAGEREF _Toc9 \h 3

HYPERLINK \l "_Toc0 " Organizational challenges PAGEREF _Toc0 \h 5

HYPERLINK \l "_Toc1 " Management information systems PAGEREF _Toc1 \h 7

HYPERLINK \l "_Toc2 " The marketing mix PAGEREF _Toc2 \h 9

HYPERLINK \l "_Toc3 " SWOT analysis PAGEREF _Toc3 \h 13

HYPERLINK \l "_Toc4 " Conclusion PAGEREF _Toc4 \h 17 Introduction

p The foundations of PUMA were built by two brothers Rudolph Dassler and Adolf Dassler in the laundry shop in which their mother used to work . At the time PUMA was called Dassler Brothers Show Factory and its first success came when the American athlete Jesse Owens wearing the Dassler shoes won four gold medals at Berlin Olympics in 1936 . Afterwards the brother split to form their own companies and the company that Rudolph Dassler formed in Herzogenaurach was renamed PUMA in 1948 . The company 's headquarters is still in Herzogenaurach . Currently the company operates in more than 130 countries and has diversified its product range into apparel and accessories (cited in Higgins , 1972 . Majority of its sales are still generated by footwear . However the company is changing its marketing mix in to focus more marketing resources on the other two product categories as well . Therefore product differentiation has been one of the key elements of strategic management at the company There is also horizontal integration in...