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1. • Company’s Introduction
“The brand we have selected is outfitters.”
Outfitters is a popular clothing brand in Pakistan, offering a wide range of trendy and stylish
apparel for men, women and kids. The brand was launched in 2003 and has since expanded is
presence with over 80 outlets across Pakistan, as well as an online store.
Outfitter’s products are designed to cater to the needs of the modern Pakistani consumer, with a
focus on quality, affordability, and on-trends styles. The brand offers a wide range of clothing
items, including shirts, pants, jeans, dresses, tops, and accessories.
In addition to its own brand, outfitters also operate several sub-brands, including bang and ethnic,
which cater to specific niches, within the Pakistani market. The brand has won several awards for
its marketing and branding initiatives, and it is recognized as one of the leading fashion retail
brands in Pakistan.
• Vision and Mission Statement and Analysis
Mission
Our mission at Outfitters Clothing is to provide comfortable and fashionable clothing for outdoor
enthusiasts while also promoting sustainability and ethical practices in the fashion industry.
Vision:
Our vision is to be a leading sustainable fashion brand, recognized for our commitment to
environmentally friendly practices, ethical manufacturing, and innovative design.
Analysis:
In analyzing these statements, we can see that Outfitters Clothing prioritizes providing comfortable
and fashionable clothing for outdoor enthusiasts, while also promoting sustainability and ethical
practices. The mission statement highlights the company's commitment to promoting sustainable
practices in the fashion industry, which is an important component of their brand. The vision
statement clearly outlines the company's aspirations to become a leading sustainable fashion brand,
with a focus on environmentally friendly practices, ethical manufacturing, and innovative design.
• Revised Vision and Mission Statements
To improve these statements, the company could consider adding more specific details about their
sustainability and ethical practices, such as outlining their goals for reducing waste or increasing
the use of sustainable materials in their products. Additionally, they could clarify how they plan to
achieve their vision, perhaps by outlining specific initiatives or partnerships they plan to pursue.
Finally, they could consider adding statement about their commitment to social responsibility, such
as supporting local communities or charitable causes. By doing so, the statements can become
more actionable and demonstrate a stronger commitment to their values.
• Corporate Social Responsibility:
Corporate social responsibility is a practice that involves business and organizations taking into
account the social, environmental and economic impacts of their operations on society. Companies
that prioritize CSR may implement programs and initiatives that address various issues, such that
human rights, labor practices, environmental sustainability, and community development.

2. CSR’s surrounded in the business philosophy of Outfitters. At Outfitters, the business operations
and processes are planned in a way that they do not become an hurdle or a burden in the way of
people’s and the environment’s comfort. At the same time, these processes and plans increase
business growth. The methodical strategy of operations at Outfitters empowers the management to
ensure that the organization achieves sustainable business growth by reducing attached risk factors
as well as through community building goals and ambitions. Outfitters struggle to increase its
social impact and influence on the environment and in people’s lives.
ADVISE about CSR efforts:
Outfitters clothing brand does not currently have a CSR strategy, I would advise that they consider
implementing one. CSR can help companies to build trust and reputation with customers,
employees, and other stakeholders by demonstrating a commitment to social and environmental
responsibility. Here are some potential areas that Outfitters clothing brand could focus on in their
CSR efforts:
Environmental sustainability:
Outfitters clothing brand could focus on reducing its effect on the surrounding conditions or on the
health of the Earth by putting into us practices throughout its supply chain, reducing waste, and
using eco-friendly materials
Ethical labor practices:
Outfitters clothing brand could put in order of importance fair labor practices and working
conditions for its workers, and could also secure/make sure of that its suppliers and partners stick to
honest and right labor standards
Community engagement:
Outfitters clothing brand could invest in local communities through donations to charity, volunteer
work, and other community engagement attempts to begin something new
Diversity, equity and inclusion:
Outfitters clothing brand could put in order of importance (many different kinds of people or
things), equity, and including in something within its (all the workers in a company or country) and
could also support social justice attempts to begin something new through its business practices.
Transparency and accountability:
Outfitters clothing brand could put in order of importance clearness/open honesty in its business
practices and be responsible to (people who are interested in a project or business), including
customers, workers, people or businesses who give money to help start businesses and local
communities.
Overall, a well-implemented CSR strategy can bring a range of benefits for companies, including
improved reputation, customer loyalty, and employee engagement.
• Organizational Values
VALUES:
Outfitters is already a popular clothing brand, So he suggest some value to its customers. Some
potential values of Outfitters include:

3. Brand recognition:
Outfitters have strong brand recognition and awareness among its target market, which is valuable
for maintaining customer loyalty and attracting new customers.
Quality and performance:
Outfitters have established a reputation for producing high-quality, functional clothing that
performs well in outdoor environments. This is a valuable feature for customers who prioritize
durability and functionality in their clothing.
Style and design:
Outfitters have a unique style and design aesthetic that appeals to its target market. This gave a
valuable feature for customers who are looking for clothing that reflects their outdoor interests and
lifestyle.
Customer service:
Outfitters have invested in customer service resources and support, such as sizing charts, care
instructions, and easy returns, which provide a value to customers and help, build customer loyalty.
Sustainability and ethics:
Outfitters also have prioritize sustainable and ethical practices in its production and supply chain,
which is valuable for customers who are concerned about the environmental and social impact of
their purchases.
Overall, the value of Outfitters depend on how well it continues to meet the needs and preferences
of its target market, and how effectively it differentiates itself from competitors in the outdoor
clothing industry.
• Internal Factor Evaluation (IFE):
To create an EFE matrix for (OUTFITTERS), the most important external factors that affect the
organization must first be identified. Changes in the economy, competition from other textile
manufacturers, shifts in consumer preferences, modifications to government policies, and other
factors are examples of these factors.
We would then give each of the important external factors a weight to show how important they are
to the organization. Typically, this weight is expressed as a percentage, with all factors having a
total weight of 1.0, or 100 percent. The organization's performance on each external factor would
then be evaluated on a scale of 1 to 4, where 1= response is poor, 2= response is average, 3=
response is above average and 4= response is superior. Finally, we would divide the rating by the
weight to get a weighted score for each external factor. An overall assessment of the organization's
capacity to respond to the opportunities and threat
EXTERNAL
FACTORS
Weight Rating Weight
Score
Opportunities 0.08 4 0.32
Growth in 0.05 3 0.15
Growing demand for
new products
0.07 4 0.49

4. World wise expansion 0.04 2 0.08
customization 0.06 2 0.12
New firms developing
2 miles away
0.07 3 0.21
Online store 0.08 3 0.24
THREATS
Increase taxes (current
tax rate of Pak is 25%)
0.18 1 0.18
Changes in govt
policies
0.08 1 0.08
Lack of raw material 0.06 1 0.06
Increases fare for rent 0.04 2 0.08
Increasing competition 0.14 4 0.56
Unavailability of labor 0.09 2 0.18
TOTAL 1 2.75
OUTFITTERS OVERALL WEIGHTED SCORE IN THIS case is 2.75 indicating that is above
average in terms of responding or dealing with opportunities and threats in external environment.
• PESTLE Analysis
Political Factors: High political stability delivers a stable and friendly business environment
with predictable market growth trends. However, when there is political confusion, it discourages
the investors and harms the stakeholders trust in economic and consequential organizational
performance. Frequent changes in government policies harm business performance by increasing
environmental uncertainty. It is important for Outfitters to study the current trends in the country's
political scenario as changes in government may change the government's priorities towards the
growth of different industries. Outfitters should carefully analyze the protests by pressure groups,
social or environment activists and worker unions as such protests play an important role in the
policy making process. Close collaboration with such groups may boost the Outfitters’ ability to
collaborate with community and achieve long-term corporate goals. Bureaucracy and corruption
negatively influence the business environment. Working in countries with high corruption level and
weak law enforcement makes the business environment increasingly unpredictable for Outfitters.
The organization may also study the industry specific taxation policies to understand the crowd
government's priorities and interest in developing industries. Similarly, high trade restrictions can
make the business environment more complex by affecting the exports and harming relationships
with foreign trade partners.
Economic Factors: It is important for Outfitters to understand economic factors such as foreign
exchange/interest rate, labor market conditions, inflation and saving rates etc. as they control the
overall economic environment of the country. The economic growth of a country directly impacts
organizational performance. Growing economies offer wide-ranging growth opportunities to the
Outfitters. Similarly, it is important to understand the industry lifecycle stage. The GDP growth
rate will determine the Outfitters ability to pursue its long-term growth strategies. High GDP also
signals the consumers’ ability to spend more on existing products. High unemployment signals the

5. availability of surplus labor at relatively lower wages. Working in such a market can lower the
production cost of Outfitters. The organization should also carefully consider the interest rate and
its influence on borrowing ability and attitude towards investment. The high interest rate will
encourage the attitude towards investment and increase growth opportunities for Outfitters. Finally,
the exchange rate fluctuation can also influence the profitability and international trade. The high
fluctuation on local currency can be a cause of serious concern for Outfitters. Outfitters must study
and predict the labor market conditions to understand how it can attract talented workers and
leverage their skills to improve business performance. The business practices of the Urban
Outfitters are influenced by the usual economic structure. The economic and regulatory
environment in a monopolistic or oligopolistic structure will be different from the monopolistic
competition and perfect competition.
Social Factors: Demographic characteristics can help Outfitters in selecting the right market
segments with high growth potential. The business and marketing strategies are also influenced by
migration. It is important for Outfitters to understand the people’s general attitude towards
migration as it can influence firms’ ability. The power distance within any society shows the
acceptance of hierarchy and income inequality. Outfitters must regulate its business management
practices while entering in markets with high or low power distance. Outfitters need to study the
traditionally assigned gender roles to align its marketing and communication practices accordingly.
Marketing and human resource strategies in a traditional, masculine society with clearly
distinguished gender roles will be different from societies with low gender stereotypes. Each
society has distinctive norms and values that play an important role in shaping consumer behavior.
Outfitters should develop local teams and develop local partnerships for understanding the societal
attitudes and norms to tailor marketing strategies according to unique cultural context. The advent
of social media and e-commerce has encouraged online shopping behavior among customers.
Outfitters needs to understand the online shopping behavior by considering the generational
differences as younger consumers are more inclined to shop online than older customers. The
consumers’ spending patterns are influenced by their purchasing power of money. Studying and
forecasting the consumers’ purchasing power based on relevant economic indicators is important to
analyze the customers’ interests and spending patterns.
Technological Factors: A detailed analysis of the technological environment can help
Outfitters capture the technological trends to attain certain business advantages, such as increasing
profitability, boosting innovation process and increasing the operational efficiency. The
development of information and communication technologies has led towards the adoption of
innovative marketing techniques to increase collaboration with customers. Use of social media has
become common in a modern business environment. Outfitters can influence the opportunities
offered by social media marketing to improve business performance. Technological trends can be
used to start the creative social media campaigns for developing online brand communities.
Outfitters should carefully consider the on-going technological innovations to stay ahead of the
competition. A close eye should be kept on analyzing the 5G and determining its potential to
deliver positive business outcomes through enhanced user experience, increased speed and
expanded access. The adoption of new technologies has shortened the lifecycle of new product
development. Today, new products are developed quickly, and supply chain partners have also
gained more power. It pressurizes the Outfitters to develop new products quickly, increase product
range diversity, integrate flexibility into the value chain and develop healthy business relationships
with value chain partners.

6. Legal Factors: Outfitters must follow the employee or labor health and safety laws as some
countries have strict regulations to safeguard labor safety. Providing a secure work environment for
the workforce is the ethical and moral responsibility of Outfitters. The data protection has become
an important issue due to consumers’ privacy and security concerns. Outfitters need to study data
protection regulations to protect the customer data. Moreover, there are laws to set the maximum
price, ensure a certain quality standard and protect consumers from fraudulent marketing claims.
Outfitters must consider these factors to safeguard compliance with consumer protection laws.
Intellectual property regulations are designed to protect the companies' patents and valuable ideas.
Inability to protect intellectual property rights can result in losing competitive advantage, which
may weaken the positioning of Outfitters against other market players.
Environmental Factors: The growing environmental awareness and changing climatic
conditions have made ‘environmental analysis’ an important part of the PESTEL analysis. The
growing environmental pollution coupled with technological advancement has forced business
organizations to adopt innovative recycling and waste management practices. Some countries offer
subsidies for encouraging investment in renewable technologies. Outfitters can benefit from it and
invest in renewable technologies to ensure long-term sustainability. Changes in weather and
climatic conditions can influence business efficiency. For example, extreme weather conditions can
increase the cost of operations and compel the Outfitters to make the value chain more flexible.
Such changes can also influence the consumers' spending patterns, causing the organization to
revise its product and marketing strategies. There is a growing trend towards the use of green/eco-
friendly products. Outfitters can take it as an opportunity and adopt green business practices.
Regulatory groups’ emphasis on ensuring compliance with environmental norms is altering the
product innovation priorities. It requires Outfitters to prioritize and focus on marketing the eco-
friendly nature of their products over customary value propositions. Outfitters must study the
specific environmental regulations of the country under consideration to understand which
resources (like water, electricity etc.) are considered rare or which species are endangered whose
excessive consumption can cause trouble for the organization.
• External Factor Evaluation (EFE):
To create an EFE matrix for (OUTFITTERS), the most important external factors that affect the
organization must first be identified. Changes in the economy, competition from other textile
manufacturers, shifts in consumer preferences, modifications to government policies, and other
factors are examples of these factors. We would then give each of the important external factors a
weight to show how important they are to the organization. Typically, this weight is expressed as a
percentage, with all factors having a total weight of 1.0, or 100 percent. The organization's
performance on each external factor would then be evaluated on a scale of 1 to 4, where 1=
response is poor, 2= response is average, 3= response is above average and 4= response is superior.
Finally, we would divide the rating by the weight to get a weighted score for each external factor.
An overall assessment of the organization's capacity to respond to the opportunities and threat.
EXTERNAL
FACTORS
Weight Rating Weight
Score
Opportunities 0.08 4 0.32
Growth in 0.05 3 0.15
Growing demand for
new products
0.07 4 0.49

7. World wise expansion 0.04 2 0.08
customization 0.06 2 0.12
New firms developing
2 miles away
0.07 3 0.21
Online store 0.08 3 0.24
THREATS
Increase taxes (current
tax rate of Pak is 25%)
0.18 1 0.18
Changes in govt
policies
0.08 1 0.08
Lack of raw material 0.06 1 0.06
Increases fare for rent 0.04 2 0.08
Increasing competition 0.14 4 0.56
Unavailability of labor 0.09 2 0.18
TOTAL 1 2.75
OUTFITTERS OVERALL WEIGHTED SCORE IN THIS case is 2.75 indicating that is above
average in terms of responding or dealing with opportunities and threats in external environment.
• Competitive Profile Matrix (CPM)
In order to prepare a CPM, the competitors must first be identified. A maximum of 4
companies can be compared. Firstly, the key success factors must be identified. Those factors
are them assigned a weightage, with the sum of weightage equal to 1.00. After that, ratings are
assigned to the factors, ranging from 1-4, where 1 being the major weakness and 4 being the
major strength. No same rating can be given to multiple companies. Ultimately, the weightage
is multiplied by the ratings to derive a weighted score. The CPM of Out Fitters, which includes
Cloud and Boys Looks is given below
Out Fitters, Cloud, Boys Look
Out Fitters cloud Boys Look
Key success factors weight rating score rating score rating score
Advertisement 0.06 4 0.24 4 0.24 3 0.18
Pricing 0.10 4 0.4 2 0.2 2 0.2
Product quality 0.18 3 0.54 3 0.54 1 0.18
Customer loyalty 0.15 3 0.45 2 0.3 2 0.3
World wise
expansion
0.12 2 0.24 1 0.12 2 0.24
Brand perception 0.25 4 1 3 0.75 2 0.5
Financial position 0.14 3 0.42 2 0.28 1 0.14
TOTAL 1 3.29 2.43 1.74
The average weighted score of OutFitters is 3.29, while Cloud and Boys Look scores arte
less.so it’s shows that Out Fitters has a strong position in the market.

8. • SWOT Analysis & Matrix
S – STRENGTHS
1. Highly successful at Go
to Market strategies for its
products.
2. Superb Performance in
New Markets
3. Highly skilled workforce
through successful training
and learning programs.
 4. Successful track record of
developing new products –
product innovation.
5. Strong Brand Portfolio
W – WEAKNESS
1. Financial planning is not
done properly and
efficiently.
2. The marketing of the
products left a lot to be
desired.
3. Not very good at product
demand forecasting.
4. Not highly successful at
integrating firms with
different work culture.
5. Need more investment in
new technologies.
O – OPPORTUNITY
1. Decreasing cost of
transportation
2. Economic uptick and
increase in customer
spending
3. The new technology
provides an opportunity to
Outfitters to practices
differentiated pricing
strategy in the new market
4. Opening up of new
markets because of
government agreement
5. New trends in the
consumer behavior
SO – STRATEGIES
1. "Leveraging successful
Go To Market strategies to
capitalize on decreasing
transportation costs and one
or the other increase
profitability or gain market
share by offering cost
savings to customers."
2. "Utilizing superb
performance in new markets
to capitalize on the
economic enhancement,
attract new customers, and
increase market share for
Outfitters."
3. "Leveraging a highly
skilled labor force and new
technology to implement a
differentiated pricing
strategy in order to
WO – STRATEGIES
1. “Enhance financial
planning, leverage lower
shipping prices to reduce
costs, and enhance
profitability or gain market
share."
2. "Strengthen marketing
efforts, state clear
positioning and unique
selling proposition,
capitalize on economic
uptick to attract new
customers and expand
market share."
3. "Improve demand
forecasting capabilities,
reduce inventory levels,
leverage new technology for
differentiated pricing
strategy to enhance

9. maximize market potential
for Outfitters."
4. "Leveraging our
successful track record of
product innovation to seize
new market opportunities
facilitated by government
agreements."
5. "Leveraging our strong
brand portfolio to capitalize
on emerging consumer
behavior trends."
customer loyalty and attract
new customers with value-
oriented proposals."
4. "Building strong
partnerships and cultural
integration capabilities to
successfully enter new
markets facilitated by
government agreements."
5. "Strategically investing in
new technologies to align
with evolving consumer
behavior trends."
THREATS
1. The demand of the highly
profitable products is
seasonal in nature.
2. Intense competition.
3. Changing consumer
buying behavior from
online channel could be a
threat to the existing
physical infrastructure
driven supply chain model
4. No regular supply of
innovative products.
5. Growing strengths of
local distributors
ST – STRATEGIES
1. "Enhance Go To Market
strategies, mitigate the
impact of seasonal demand
fluctuations through
contingency planning, and
diversify product offerings
to ensure sustained
profitability."
2. "Capitalizing on superb
performance in new
markets, differentiate
through innovation, and
strategically best intense
competition to maintain
market leadership."
3. "Maximize the potential
of a highly skilled and
motivated labor force while
adapting to changing
consumer buying behavior
by integrating online
channels and transforming
WT – STRATEGIES
1. "Enhance financial
planning efficiency,
optimizes cash utilization,
and implements
contingency plans to
moderate the impact of
seasonal demand
fluctuations for sustained
profitability."
2. "Upgrading marketing
efforts, define clear
positioning and unique
selling proposition, and
strategically differentiate
from competitors to gain a
competitive edge in the
market."
3. "Enhance product
demand forecasting
capabilities, optimize
inventory management, and
adapt the supply chain

10. the supply chain model for
sustained success."
4. "Leveraging our product
innovation expertise to
ensure a consistent supply
of innovative products,
mitigating the threat of
irregular availability."
5. "Leveraging our strong
brand portfolio to establish
strategic partnerships and
maintain competitive
advantage against local
distributors."
model to meet fluctuating
consumer buying behavior
for sustained
competitiveness in the
online channel."
4. "Improving cultural
integration capabilities and
fostering innovation
partnerships to ensure a
consistent supply of
innovative products."
5. "Strategically investing in
new technologies to
compete effectively against
the growing strength of
local distributors."
• BCG Matrix:
STARS
 Financial services
 Men’s wear, shoes, trousers, jeans,
shirts, tops.
 Ethnic by outfitters
QUESTION MARKS
 Leather jackets,
 women sweaters
CASH COWS
 Knit wear bags
 Supplier management service
DOGS
 No Dogs Product.
• SPACE Matrix:
Present the Strategic Position and Action Evaluation (SPACE) Matrix, considering the
company's financial position, competitive advantage, stability, and industry attractiveness.
INTERNAL STRATEGIC
POSITION
EXTERNAL STRATEGIC
POSITION
FINANCIAL STRENGTH (FS)
ENVIRONMENTAL
STABILITY (ES)
Return on equity -2 Technological change -2
Liquidity -2 Demand Variability -3
Inventory Turnover -2 Competitive Pressure -4

11. Brand Image -1 Ease of exit from marker -5
Price Earnings Ratio -4 Risk involved in business -2
Barriers to enter new market -4
2.2
3.33
COMPETITIVE ADVANTAGE
(CA) INDUSTRY STRENGTH (IS)
Market Share -2 Growth Potential -5
Product Quality -2 Profit Potential -4
Customer loyalty -2 Technological know how -5
Control over suppliers and
distributors -3 Productivity capacity utilization -2
Financial stability -3
Ease to enter new market -3
-
2.25 3.67
Financial Strength: 2.2
Environmental Stability: -3.33
Competitive Pressure: -2.25
Industry Strength: 3.67
Y-axis: 2.2-3.33 = -1.13
X-axis: 3.67-2.25 = 1.42
Numerical values that are assigned ranges from +1 (worst) to +6 (Best) to each of the
variables that make FS and IS and -1 ( Best) to -6 (Worst) for each of the variables making
ES and CA.
FS and ES make up the X-axis whereas CA and IS makes up the Y-axis.

12. The analysis shows that Outfitters Pakistan falls within the Strong quadrant of the IE
matrix. This means that the company has a strong industry position and moderate financial
strength, despite a challenging and unstable external environment. The company has the
potential to leverage its industry strength to overcome the competitive disadvantages and
improve its financial position.
Based on this analysis, Outfitters Pakistan should focus on capitalizing on its industry
strengths, such as growth potential and technological know-how, to enhance its competitive
advantage. Efforts should also be made to improve financial performance and address the
challenges posed by the external environment, including technological change and
competitive pressure.
• IE Matrix:
The Total Weighted Average Score
Strong Average Weak
(3.0 – 4.0) ( 2.0 – 2.99) (1.0 – 1.99)
Growth & Build
Division Revenue %
Revenue
Profit % Profit EFE
Scores
IFE Scores
1 7,868,000 71.5% 3,000,000 59% 4 3
2 1,241,000 11.3% 1,000,000 19% 2.5 3
3 1,578,000 14.3% 800,000 16% 2 3.5
4 90,000 0.8% 100,000 2% 2.5 2.5
5 223,000 2.1% 200,000 4% 3 2.5
Total 11,000,000 100% 5,100,000 100% - -
Now, let's calculate the Total Weighted Average Score:
Total Revenue Weighted Score = (Revenue of Division i / Total Revenue) * EFE Score
Total Profit Weighted Score = (Profit of Division i / Total Profit) * IFE Score
Total Revenue Weighted Score = [(7,868,000/11,000,000) * 4] + [(1,241,000/11,000,000) *
2.5] + [(1,578,000/11,000,000) * 2] + [(90,000/11,000,000) * 2.5] + [(223,000/11,000,000)
* 3]
= 0.716 + 0.028 + 0.029 + 0.002 + 0.006

13. = 0.781
Total Profit Weighted Score = [(3,000,000/5,100,000) * 3] + [(1,000,000/5,100,000) * 3] +
[(800,000/5,100,000) * 3.5] + [(100,000/5,100,000) * 2.5] + [(200,000/5,100,000) * 2.5]
= 1.765 + 0.588 + 0.549 + 0.049 + 0.098
= 3.049
The Total Weighted Average Score is calculated as the average of the Total Revenue
Weighted Score and the Total Profit Weighted Score:
Total Weighted Average Score = (Total Revenue Weighted Score + Total Profit Weighted
Score) / 2
= (0.781 + 3.049) / 2
= 1.915
Based on the analysis, the Total Weighted Average Score for Outfitters Pakistan's Growth
& Build Division is 1.915. This score falls within the "Average" range (2.0 - 2.99) on the
matrix.
• QSPM (Quantitative Strategic Planning Matrix):
Strategic Alternatives
Key factors 1. Buy new land and build new
larger store.
2. Fully renovate
existing store
Opportuities Weight AS TAS AS TAS
1. Decreasing cost of
transportation
0.10 4 0.40 2 0.20
2. Economic uptick and
increase in customer spending
0.10 2 0.20 4 0.40
3. The new technology provides
an opportunity to Outfitters to
practices differentiated pricing
strategy
0.08 1 0.08 4 0.32
4. Opening up of new markets
because of government
agreement
0.05 -
5. New trends in the consumer
behavior
0.05 -
6. New environmental policies 0.04 -
7. Stable free cash flow 0.03 -
Threats
1. The demand of the highly
profitable products is seasonal
in nature.
0.15 4 0.60 3 0.45
2. Intense competition. 0.08 - -
3. Changing consumer buying
behavior from online channel
could be a threat to the existing
physical infrastructure driven
supply chain model
0.12 4 0.48 1 0.12
4. No regular supply of
innovative products.
0.08 2 0.16 4 0.32
5. Growing strengths of local
distributors
0.04 -
6. Limitation of the counterfeit 0.03 -

14. and low quality product
Total 1.00
strengths
1. Highly successful at Go to
Market strategies for its
products.
0.05 -
2. Superb Performance in New
Markets
0.01 2 0.14 4 0.28
3. Highly skilled workforce
through successful training and
learning programs
0.08 -
 4. Successful track record of
developing new products –
product innovation.
0.3 -
5. Strong Brand Portfolio 0.07 -
6. Good Returns on Capital
Expenditure
0.06 4 0.60 3 0.45
7. Automation of activities 0..3 4 0.12 2 0.06
Weakness
1. Financial planning is not
done properly and efficiently.
0.10 -
2. The marketing of the
products left a lot to be desired.
0.15 4 0.60 1 0.15
3. Not very good at product
demand forecasting.
0.02 1 0.02 4 0.08
4. Not highly successful at
integrating firms with different
work culture.
0.04 1 0.02 4 0.08
5. Need more investment in
new technologies.
0.05 3 0.12 4 0.16
6. High attrition rate in work
force.
0.02 -
7. Gaps in the product range
sold by the company.
0.02 2 0.10 4 0.20
Total 1.00 3.64 3.21
Constructed on the analysis of the QSPM matrix, the Total Attractiveness Score (TAS) is
calculated for each strategic alternative by multiplying the weight of the
opportunity/threat/strength/weakness by the corresponding AS. The strategic alternative with the
highest TAS indicates the most favorable option.
In this case, when calculating the TAS, Alternative 1 has a higher TAS of 3.64 compared to
Alternative 2's TAS of 3.21. Therefore, based on the QSPM analysis, it is recommended to
prioritize Alternative 1: "Buy new land and build a new larger store" as the strategic choice for the
Outfitters.

15. • Balanced Scorecard:
Outline the Balanced Scorecard framework to measure the company's performance across
financial, customer, internal processes, and learning and growth perspectives.
• Interview Protocol:
Provide the interview questions used in Assignment 4 to gather insights from the strategic
Manager.
• Answers Transcribed from Interviews:
Include the transcriptions of the interviews conducted in Assignment 4, highlighting key
insights and opinions shared by stakeholders.
• Future Strategy:
Based on the analysis conducted and insights gained, propose one future strategy that
aligns with the company's vision, mission, and competitive position.
Note: Please ensure that the report's formatting adheres to the specified guidelines of
using bold headings and font size 12 throughout.