Running Head: ORGANIZATIONAL STRATEGIC PLANNING 1 ORGANIZATIONAL STRATEGIC PLANNING 7 Organizational Strategic Planning Name Institution Date New York & Company Strategic Planning New York & Company (NY&C) is my favourite shop, and I am so much familiar with it. It deals with dresses, jackets, pants, jeans, skirts, tops, bags, shoes and jewellery. It was founded in 1918 in New York City. It was initially known as Lerner Shops. The name Lerner Shops was used since its founder was Samuel Lerner and Harold Lane. The name was later changed to Lerner New York in 1992, and then in 1995, it was named New York & Company. Its headquarter is in New York City, and it operates in more than 530 locations. In 2018, the company changed its name to RTW Retailwinds. The company assets are estimated at US$ 301.1 million, with more than 5, 880 employees (Carrillo-Hidalgo & Pulido-Fernández, 2019). The rapid growth of the company depends on the strategic plans that it undertakes. In that case, significant components of the strategic management process that create value to this company will be discussed. Besides, this paper will also focus on the mission, vision, motivation strategy, innovation and people strategy of this company. Finally, this paper will conclude by looking into the roles of ethics in corporate social responsibility in strategic planning. Significant components of the strategic management process Nearly all companies have unique ways of management regardless of the size. The business chance of success of a company depends on its approach to strategic management. Strategic management is the process of using large scale approach, which is objective oriented in identification, implementation and evaluation of strategic plans. Three main components of strategic management are environment scanning, formulation and implementation and assessment strategy (Arend, Zhao, Song & Im, 2017). Environmental scanning An excellent strategic management process begins with thorough environmental scanning as the initial step. At this stage, anything that can have impacts on the business and how it operates is quickly reviewed and processed. The companies are usually influenced by internal and external factors, and managers are always aware of what is going on inside their companies. Some of the internal factors that managers are familiar with is when the company is experiencing a high level of turnover rates, productivity rates, sales numbers and profit margin. The manager should, therefore, be in a position to address such issues. External factors that managers should also be in a position to scan are the overall economic data, the company’s competitors and the target market. These factors form part of through SWOT analysis. SWOT analysis is the strategic review of the company’s strengths, weaknesses, opportunities and threats. Another critical aspect of SWOT analysis is that it gives the company an overview of how the company fits into the econo.

1. Running Head: ORGANIZATIONAL STRATEGIC PLANNING
1
ORGANIZATIONAL STRATEGIC PLANNING 7
Organizational Strategic Planning
Name
Institution
Date
New York & Company Strategic Planning
New York & Company (NY&C) is my favourite shop, and I am
so much familiar with it. It deals with dresses, jackets, pants,
jeans, skirts, tops, bags, shoes and jewellery. It was founded in
1918 in New York City. It was initially known as Lerner Shops.
The name Lerner Shops was used since its founder was Samuel
Lerner and Harold Lane. The name was later changed to Lerner
New York in 1992, and then in 1995, it was named New York &
Company. Its headquarter is in New York City, and it operates
in more than 530 locations. In 2018, the company changed its
name to RTW Retailwinds. The company assets are estimated at

2. US$ 301.1 million, with more than 5, 880 employees (Carrillo-
Hidalgo & Pulido-Fernández, 2019). The rapid growth of the
company depends on the strategic plans that it undertakes. In
that case, significant components of the strategic management
process that create value to this company will be discussed.
Besides, this paper will also focus on the mission, vision,
motivation strategy, innovation and people strategy of this
company. Finally, this paper will conclude by looking into the
roles of ethics in corporate social responsibility in strategic
planning.
Significant components of the strategic management process
Nearly all companies have unique ways of management
regardless of the size. The business chance of success of a
company depends on its approach to strategic management.
Strategic management is the process of using large scale
approach, which is objective oriented in identification,
implementation and evaluation of strategic plans. Three main
components of strategic management are environment scanning,
formulation and implementation and assessment strategy
(Arend, Zhao, Song & Im, 2017).
Environmental scanning
An excellent strategic management process begins with
thorough environmental scanning as the initial step. At this
stage, anything that can have impacts on the business and how it
operates is quickly reviewed and processed. The companies are
usually influenced by internal and external factors, and
managers are always aware of what is going on inside their
companies. Some of the internal factors that managers are
familiar with is when the company is experiencing a high level
of turnover rates, productivity rates, sales numbers and profit
margin. The manager should, therefore, be in a position to
address such issues. External factors that managers should also
be in a position to scan are the overall economic data, the
company’s competitors and the target market. These factors
form part of through SWOT analysis. SWOT analysis is the
strategic review of the company’s strengths, weaknesses,

3. opportunities and threats. Another critical aspect of SWOT
analysis is that it gives the company an overview of how the
company fits into the economy and industry under which it
operates through outlining the steps required to be undertaken
for continous growth.
Strategy formulation and implementation
The managers rely on the information obtained from the
environmental scanning process and use them to formulate a
strategy that they needs to be implemented. Strengths and
opportunities identified during scanning process are also
developed in this stage.If the company finds the strategies
worthwhile, strategic management is then called upon to
develop an actionable plan for execution of those strategies
(Steiss, 2019). Each program is then assigned to a specific
department or employee. These employees are responsible for
accomplishing particular tasks which are designed to meet the
company objectives.
Strategic evaluation
After formulation and implementation, companies should
periodically monitor the results of those actions. Assessment
and monitoring of the activities help the company to check if it
is on track to meet its intended goals. Both managers and team
leaders measure the progress of the company following the
implemented actions in this phase. The evaluation process is a
crucial stage because it shows the managers what is working
and what needs to be improved to reach the company set
objectives.
How strategic components work together to create value in
NY&C
In NY&C, all three elements of the strategic management
process are combined for high-quality products, customer
satisfaction, and higher returns. The company uses the scanning
process to review its activities and operations. For instance, in
NY&C, cases of turnover rates have declined since the company

4. began to adopt this approach. The company has managed to
address issues that affect their employees as well as those that
affect their customers by ensuring safety and hygiene through
the provision of clean and healthy working conditions. Another
area that the company have managed to improve on is the
productivity rates and sales number. Through the
implementation of the e-commerce system, the company has
succeeded in expanding its market area. Many people can now
access the company products online and even purchase them
online. When the NY&C realized that it is facing too much
competition from other firms, the company lowered its prices
and started to produce more diversified products. Production of
diversified products made the company attract many customers
with different interests. The company sales margin increased,
and its market also expanded. Product differentiation also made
the company compete effectively.
The company’s mission, vision, innovation strategy, motivation
strategy and people strategy
The company vision is to deliver world-class services through
the provision of high-quality products to all women across the
world. The mission of NY&C is to make women beautiful and
feel good by making them feel confident by putting together the
fashion. The company motivates its employees through a reward
system. The company rewards employees who perform
extraordinarily well. NY&C uses many forms of incentives to
drive its workers and increase its productivity. NY&C give
bonuses, travel parks, paid time off or vouchers as a form of
employee motivation. Rewarding employees usually give
employees something to strive for and at the same time, makes
them compete among themselves. NY&C uses online campaign
to sell its merchandise. The company has managed to convert all
its assets to an online mobile environment. The company
created a platform known as “Creator” which has consistently
helped it access online customers. The use of online technology
in selling and making advertisements is one of the innovation
strategies that the company have adopted. Besides, the

5. company usually administer equal opportunities during the
recruitment process. Through human resource, the company has
managed to source workers from both outside and inside.
Workers with different talents have also been motivated as well
as giving employees good salaries. Encouragement of skills and
adequate recruitment process are some of the people strategies
that the company uses.
Role of ethics and corporate social responsibility in strategic
planning
Ethics and corporate social responsibility play a fundamental
role in developing a strategic plan for an organization. The
strategic plan is a pan to achieve the long term objective of a
company. For any company to achieve its intended goals, it has
to incorporate business ethics in its plan (McLean, 2019). The
integration of business ethics in the development of a strategic
plan also contributes to the company’s long term success.
Business or firms should adopt strategic policies that
incorporate the organizational culture with ethics and social
responsibility. Another purpose of the corporate social
responsibility of a company is to exceed the boundaries of
societal benefits. In recognition of stakeholders needs, ethics
and social responsibility are vital in creating a strategic plan.
Ethics significantly take a decision which affects the company
operations. In that case, ethics and responsibilities help the
organization to implement the program with ethics, moral
values and principles of the society. Organizations should not
make unethical decisions that affect their reputation. Ethics and
social responsibilities enhance social benefits by informing
shareholders about changes and trend. The cost incurred in the
adoption of any strategic plan depends on the demands of
society.
The mission and vision of NY&C align with my values and
vision in several ways. Given that most of my desired wears are
fashion-oriented, I find it enjoyable shopping in this company.
The company deals with high-quality products that suit my
desires and choice for clothes. Besides, I desire to buy quality

6. products at an affordable cost; the company usually offer its
products at lower prices which any working-class woman can
easily afford. Availability of differentiated products has also
enabled me to have a variety of choices when I go shopping.
References
Arend, R. J., Zhao, Y. L., Song, M., & Im, S. (2017). Strategic
planning as a complex and enabling managerial tool. Strategic
Management Journal, 38(8), 1741-1752.
Carrillo-Hidalgo, I., & Pulido-Fernández, J. I. (2019).
Examining the Organizational-Financial Structure of Public-
Private Destination Management Organizations. In Smart
Tourism as a Driver for Culture and Sustainability (pp. 543-
562). Springer, Cham.
McLean, M. (2019). Understanding your economy: Using
analysis to guide local strategic planning. Routledge.
Steiss, A. W. (2019). Strategic management for public and
nonprofit organizations. Routledge.
Running head: STRATEGIC IMPLEMENTATION PLAN
1
STRATEGIC IMPLEMENTATION PLAN
7
Strategic Implementation Plan
Name
Institution

7. Strategic Implementation Plan
Strategy implementation is the process of ensuring that
strategic plans are executed. It involves putting into action what
the planners had said they would do. The strategic plan provides
organizations with the roadmap that they need to follow and a
set of goals that will enable them to deliver value to customers
and achieve success. However, this is just a plan. It doesn’t
guarantee that the company will achieve the desired objectives;
just the way a roadmap doesn’t guarantee that a traveler will
arrive at their desired destination. Critical actions have to be
taken to move a strategic plan from a document on the shelf to
actions that will help an organization achieve growth and
success.
By drawing a strategic implementation plan, NY&C will
have to outline the objectives of the plan. The strategic
objectives of the company should be quantifiable and clearly
defined. They serve as benchmarks that the firm will use to
evaluate its progress (Kartal, 2019). The implementation of
strategic objectives does not commence when the company
starts when towards achieving the objectives. Instead, it starts
the moment a company defines its goals and sets up a process of
gauging its success.
To implement strategic objectives, NY&C will have to
carry out its operations with a strong focus on benchmarks and
goals that have been set. Further, the company should be willing
to change its strategies and targets if situations change. Gauging
the accomplishment of goals should be done by evaluating
whether the organization has effectively implemented the steps
that had been outlined and the actions carried out produced the
desired results (Teixeira & Junior, 2019). In addition to this, the
objectives of NY&C’s strategic plan should be realistic and the
steps and actions outlined therein should be the best ways of
achieving organizational goals. The objectives of NY&C’s
strategic implementation plan will be; to increase global sales,
and improve product innovation and design.

8. Functional tactics are the main activities that the company
will have to execute in each department so that the products of
the organization can be produced and marketed (Kartal, 2019).
Functional tactics are vital for the implementation of main
strategies. Below are the functional tactics for NY&C:
Department
Increase Global Sales
Improve Product Innovation and Design
Marketing
· Increased ads by 3% every month
· Provide coupons for product purchases
· Identify new markets and design ads to target these markets
· Advertise new products
· Offer discounts and coupons
Finance
· Monitor budgets
· create sales forecast
· create written monthly reports to the management
· draft production budgets
· monitor spending
· avail funds for production and design
R&D
· Carry out monthly R&D to determine the needs of customers
· perform monthly research to identify customer demands
· Modify and design products within three months
Human Resources

9. · Perform quarterly evaluations of employees to ascertain ways
of improving their morale.
· Give bonuses to the best performing employees
· Award bonuses to workers to suggest new ways of product
innovation-
The above chart also summarizes the action plans of the
strategic implementation plan and the tasks that need to be
performed. Further, the chart shows which department will be
responsible for each specific task.
Organizational change is vital if NY&C is to remain
competitive. However, this change can be extremely disruptive
when it occurs without an appropriate strategy to guide it. The
most efficient change management strategies are those that
focus on changing human behavior (Steiss, 2019). This is
because employees are the most affected stakeholders in any
organizational change and their decision on whether to adopt or
reject change determines the success of the organization both in
the short-term and long-term.
One of the most appropriate change management strategies
is proposing incentives for employees who embrace the new
changes and are willing to move in the same direction with the
company. The second strategy that NY&C will apply is
redefining the cultural values of the company. This is because,
as social beings, human beings will always strive to fit in with
established cultural values and norms (Kartal, 2019). Finally,
the management will have to exercise authority to counter
opposition from employees. Exercising authority will also make
employees adhere to the new processes, standards, and cultural
values within the shortest time possible.
Some key success factors that will help NY&C to remain a
market leader in the apparel industry are; maintaining high
product quality, having competitive prices, research and
development advantages, and retaining a positive brand

10. reputation. A budget will help the company allocate resources
to support the implementation of the plan (Teixeira & Junior,
2019). The company plans to $10,461 on marketing, $1,980 on
research and development, $5,231 on the training of personnel
and giving them bonuses, and $523 on the purchase of supplies
(Steiss, 2019).
To break even, NY&C must first determine the average
selling price of each unit. NY&C will mark-up its products by
25% of the cost incurred in producing them. To calculate the
average selling price, the total cost of producing each unit,
which is $2.95 is multiplied by 125%. This gives the selling
price at $3.59. To find out the point of breaking even, the fixed
cost of the company will be divided by the figure arrived at
after subtracting variable cost from the selling price as shown in
the calculation below:
495/(3.69-2.95).
The point of breaking even will be 669 units. This means that
the company will have to sell 669 before they start earning
profits.
This is illustrated in the chart below;
Due to the company’s low-cost leadership, product
creations, and product improvements, NY&C is projecting a 6%
growth in sales revenues. In 2019, sales revenue amounted to
$893 million. To find out the estimated sales revenue for NY&C
in 2020, the partial Pro-forma formula is used. Under this
formula, the sales will be calculated as below:
$893,000,000(1+.06) = $946.58 million
Risk management involves the identification of risks,
quantifying the risks, risk control, and risk response. NY&C
will identify potential risks during product design, renovation,
and the risks incurred while trying to grow organically without
losing the privilege of being a market leader (Kartal, 2019).

11. Some potential risks that the company faces are changes in the
price of raw materials, changes in consumer demand, entry of
more powerful competitors, insufficient funds, and failure to
meet the milestones outlined in the action plan.
The R&D department of the company should stay focused
on monitoring consumer behavior to ensure that the company
keeps adjusting accordingly. To sustain its position of low-cost
leadership, NY&C will retain a short supply chain. This will
lead to a reduction of distribution costs. The company will also
invest in new technologies that will lower production costs and
increase the speed at which products get delivered to customers
(Steiss, 2019). NY&C will also benchmark itself against its
competitors to ensure that they remain competitive when it
comes to providing consumers with the best quality of apparel.
To manage the risk of failing to meet deadlines or milestones,
NY&C should be realistic when drafting their action plans.
They shouldn’t be overambitious.
References
Kartal, M. T. (2019). The Role and Importance of the Strategic
Plans as an Innovative Tool in Determining the Direction
of Companies from the Financial Success Perspectives. In
Handbook of Research on Managerial Thinking in Global
Business Economics (pp. 447- 461). IGI Global.
Steiss, A. W. (2019). Strategic management for public and
nonprofit organizations. Routledge.
Teixeira, G. F. G., & Junior, O. C. (2019). How to make
strategic planning for corporate sustainability? Journal of
Cleaner Production, 230, 1421-1431.

12. Running head: INTERNAL ENVIRONMENTAL
ANALYSIS 1
INTERNAL ENVIRONMENTAL ANALYSIS
5
Internal Environmental Analysis
Name
Institution
Internal Environmental Analysis
An internal analysis takes a keen look at the internal
environment of an organization to assess its competencies,
resources, and competitive advantages. The analysis allows one
to identify the key strengths and weaknesses of any given
organization. The knowledge gained from carrying out an
internal analysis helps in making strategic decisions by the
management. Such decisions may include the formulation and
implementation of strategies. Once the process of internal
analysis is complete, a company should have a clear picture of
where they are excelling and where their gaps and deficits lie.
The selected company for this internal environmental
analysis is New York and Company (NY&C). This is a leading
manufacturer of women fashion apparel and accessories. NY&C
sells its products through its network of retail stores located in
all parts of the nation and through its eCommerce site. The
headquarters of NY&C is in New York City. The company was

13. formed in 1918 and went public in 2004 (Lewis & Loker, 2019).
Some of the merchandise assortments provided by NY&C
include apparel, wear-to-work, accessories such as dresses,
jackets, knit tops, blouses, t-shirts, sweaters, handbags, and
jewelry.
The internal environment of New York and Company is
made up of factors that are within and under the control of the
organization. This is regardless of whether these factors are
tangible or intangible (Pártlová & Váchal, 2019). The internal
factors of NY&C can be grouped into either strengths or
weaknesses. Strengths are the elements that bring positive
impacts on the performance of the company. On the other hand,
weaknesses are the elements that negatively impact the
performance of the company.
As a market leader, New York and Company has several
strengths and weaknesses. Its strengths play an important role in
helping the company to thrive in the industry. The strengths not
only help NY&C to retain its market share, but also make it
easy for the company to enter new markets. One of the strengths
of NY&C is the automation of activities. This has led to the
consistency and high quality of the products of the company.
Further, automation has made it possible for the company to
scale either upwards or downwards with ease, depending on
market conditions. Secondly, the company has a successful
track record. Having been in operation for more than a century,
NY&C has built a strong reputation for itself as a company that
develops innovative products that meet customer demands
(Lewis & Loker, 2019). Thirdly, the company has a strong
distribution network. This ensures that the company’s products
reach the target market on time. The fourth strength of NY&C is
that it has reliable suppliers. These suppliers ensure that the
company has a constant supply of raw materials, enabling the
company to overcome any supply chain bottlenecks that would
otherwise arise (Copeland, 2019). Finally, the company has a
highly-skilled workforce. This has been achieved through
periodic learning and training programs provided by the

14. company. NY&C has been investing heavily in the training of
its employees. The result has been a workforce that is highly
trained and motivated to work.
On the other hand, NY&C has several weaknesses that it
needs to improve on. Strategic decision-making involves
making choices, and an internal analysis points out the areas of
weakness that a company should focus on to improve its
strategic positioning and competitive advantage. One of the
weaknesses of NY&C is low investment in research and
development. Compared with the growing key competitors in
the industry, NY&C’s investment in R&D appears to be below
par (Pártlová & Váchal, 2019). Though the company is currently
investing above the industry average in R&D, it has not been
able to favorably compete with leading industry players when it
comes to innovation. Secondly, the marketing of NY&C’s
products requires some improvement. Though the company has
been making impressive sales amounts, its positioning and
unique selling proposition are not clearly defined and this
leaves a vulnerability that can be exploited by competitors
(Copeland, 2019). Finally, the organizational structure of
NY&C is only compatible with its current business model. This
is disadvantageous for the firm since its limits its growth and
expansion into new market segments.
An internal environmental analysis of NY&C unearths
several factors that should be considered when carrying an
internal examination of an organization. A proper understanding
of internal environmental factors is vital since it impacts the
scale, success, and vision of the organization. Once the
management understands the positive and negative impacts of
various environmental factors, they can come up with suitable
strategies that can handle all future incidents that a company
faces (Lewis & Loker, 2019). Some of the important internal
environmental factors that were identified are; human resources,
policies and procedures, marketing and financial resources,
corporate image, physical assets, technological resources, and
organizational structure.

15. The biggest competitor of NY&C is Coldwater Creek. This
company was founded in 1984 and is headquartered in Fairbon,
Ohio. Coldwater Creek deals with the retail of apparel, just like
NY&C. Currently, Coldwater Creek generates approximately
94% of the revenues generated by NY&C. The second
competitor of NY&C is Citi Trends. The company started its
operations in 1946, with its headquarters in Savannah, Georgia.
Citi Trends has over 1000 more employees than NY&C. The
third rival of New York and Company is Stein Mart. This
company started its operations in Florida in 1902. Stein Mart
mainly focuses on the eCommerce industry and has over 8000
more employees than NY&C (Lewis & Loker, 2019). The other
competitors of NY&C are Target, J.C.Penney, Talbots, Kohl’s,
Ross Stores, and Dillards.
The structure of an organization can either promote or
inhibit its performance. This depends on how workflow and
supervisory relationships influence productivity. The
organizational performance of NY&C involves setting goals and
carrying out periodic reviews by managers. The company has
well-defined policies and procedures which are consistently
enforced throughout the organization. The organizational
structure of New York and Company is divisional. This implies
that the central headquarter supports several different
departments that make their autonomous decisions (Jin &
Cedrola, 2019). These divisions have their own standards,
procedures, and policies. This type of organizational structure is
suitable for NY&C’s performance since the company has
various products and its operations are widespread across many
locations. Further, the company serves many types of
customers. The flexibility provided by divisional organizational
structure improves management performance and makes
employees feel that they are being treated fairly.
To improve its competitive position, NY&C needs to come
up with innovative solutions to curb the challenges that are
being posed by new market entrants. For instance, the company
needs to build an internal feedback mechanism that originates

16. from the sales teams on the grassroots. This feedback would
enable the company to adjust suitably to counter the actions of
rivals (Pártlová & Váchal, 2019). In addition to this, NY&C
needs to increase the range of products that it sells. Lack of a
wide product variety gives new competitors a foothold in the
market.
References
Copeland, L. (2019). Media strategies impacting millennials’
sustainable apparel purchase intention. The Journal of
Sustainability Education.
Jin, B., & Cedrola, E. (Eds.). (2019). Process Innovation in the
Global Fashion Industry. Palgrave Macmillan US.
Lewis, T. L., & Loker, S. (2019). INDUSTRY LEADERSHIP
TOWARD SUSTAINABLE FASHION THROUGH USER
CONSUMER ENGAGEMENT. Global Perspectives on
Sustainable Fashion, 45.
Pártlová, P., & Váchal, J. (2019, May). Internal Company
Resources and Glocalization. In Economics, Management
and Technology in Enterprises 2019 (EMT 2019). Atlantis
Press.
Running Head: STRATEGIC PLAN, PART ONE:
ENVIRONMENTAL SCAN 1
STRATEGIC PLAN, PART ONE: ENVIRONMENTAL SCAN 7
Strategic Plan, Part One: Environmental Scan

17. Name
Institution
Date
Strategic Plan, Part One: Environmental Scan
The target firm selected for this study is New York and
Company. New York & Company is my favorite company,
which I am familiar with for a long time. It is located in New
York City. The company is American wear-to-work retail shop
for ladies. The company apparel and accessories include pants,
jewelry, tops, jackets, shoes, dress, bags, jeans, and skirts.
Samuel Lerner and Harold Lane own the company. Samuel, who
is the chairperson of the Board of Directors and also the Thief
Executive Officer of NY&C, explains how they usually create
value and sustain competitive advantage using the
environmental scanning strategy. During the interview, he was
also asked how the company evaluates its external environment
as well as the general environment. Another area of interest that
he was asked during the interview was how the company
evaluates its operating environment. He gave the following
responses;
Environmental Scanning Strategy: Creating Value and
Sustaining Competitive Advantage
New York & Company's top competitors include Ludwig Beck,
Xcel Brands, and Boohoo. For effective competition, NY&C
must add value to its products through undergoing severe
environmental scanning. Proper evaluation of the company
environment helps the company managers to understand the
company's general situation critically and even predict their
implications (Abu Amuna, Al Shobaki, & Abu-Naser, 2017).
The company consistently gather demographic information of
its customers as a means to identify its customer needs and
interests. The company collects the demographic data of its
customer through undertaking lead user research. Lead user
research is the research on innovation and development of

18. products based on the information available concerning the
customers. The data is collected from customers and product
users that are used during product innovation and growth. The
products are then developed based on the need of the users.
Obtaining ideas from the product users helps the organizations
to identify customer's needs quickly. The views are then used in
the creation of innovative products.
Another method that the company uses to ensure sustained
competitive advantage is the use of the internet. The company
uses an e-commerce platform to monitors and promote its
interaction with its customers. Through the use of e-commerce,
the company can know the number of customers who visit its
websites to order products, customers who benefit from low
discounts, and also those customers who give feedback over
their past shopping experiences (Du Toit, 2016). Similarly, the
company can sneak into the website of its competitor and still
ideas about the customer comments and even new products
which are trending in the market and copy. The company also
learns how its largest competitors attract customers through the
use of the internet. NY&C uses unique software as a social
outlet for broadcasting purposes as well as the study of current
measures in its environment.
The company typically uses the following steps to accomplish
the process of creating value for sustained competitive
advantage through environmental scanning. The first step is to
identify scientific, monetary, nominal, radical development,
proceedings, and community, which is significant to the
company. The second step is the spotting of the potential
threats, medication, or prospects because it is implicit of events
and actions (Gupta, & Tyagi, 2018). Thirdly, the company
organizes its workforce, and finally, the company informs its
workforce about the fast-moving developments, uniting,
deviating, accelerated, or decelerating.
External analysis of NY&C
The study of the company's external environment focuses on
technological factors, economic factors, social factors, political

19. factors, and legal factors (Gupta, & Tyagi, 2018). New York
and Company use the latest technology in designing and
modeling of its products. It also abides by the rule of law of all
countries where it operates. The company also supports the
community by giving offerings that are used for developing
community projects. The company usually sells its products at
affordable prices. This makes it less affected by economic
swings. The company typically considers political trends, which
is significant for its sustainable growth.
General environmental analysis of the NY&C
The following factors are critical when scanning the NY&C
general environment: the overall economic data, the company's
competitors, and the target market. These factors form part of
SWOT analysis. SWOT analysis is the strategic review of the
company's strengths, weaknesses, opportunities, and threats.
SWOT analysis gives an overview of how the company fits into
the economy and industry under which it operates by outlining
the steps required to be undertaken for sustained economic
advantage (Hussain, 2017).
Strengths of NY&C are innovative technology, product
diversity, strong brand recognition, and eco-friendly products.
With innovation, the company has shown that they are
exceptional in this field. NY&C has continued to strive to meet
the changing needs of the current market. The company
diversifies its products by offering a broad range of products
which satisfies the need of its customers. The company also has
an advanced market network. To continue existing and become
more powerful, the company must continue embracing research
and development. The brand name is currently famous in New
York City. However, the company has continued to expand on
other markets to enable it to grow its global footprint. New
York & Company is leading in selling high-quality eco-friendly
products because it puts more emphasis on its customer needs.
The weaknesses of NY&C include limited technology, stiff
competition, and limited top sellers. NY&C must continue to

20. expand its market area to maintain its plight against Ludwig
Beck, Xcel Brands, and Boohoo. The company must also
prepare to address challenges that they are likely to experience
in an attempt to expand its market, which includes limited
production facilities, and resources
New York and Company have the following opportunities for
future expansion. Such opportunities include international
expansion, expansion of apparel and accessories, development
of the market to incorporate women campaigns and e-commerce.
For the company to continue gaining the trust of potential
customers in its quest for international expansion, it must
introduce some new and catchy ideas into the business.
Regardless of how the company competitors are established, it
must continue to shine and make itself a presence in the market.
The company must also consider technological growth in its
production for effective competition. New York and Company
improve on its online shopping platform to capture the ever-
growing population of ladies.
The threats of NY&C include high competition and product
replacement. The company's top competitors are Ludwig Beck,
Xcel Brands, and Boohoo companies. There is a consistent
increase in the cost of inputs that are needed to produce goods
that meet the demand, and therefore for NY&C to remain
competitive, it must identify strategic means to offset this
increase. There is also a significant risk of substitute products.
The use of technology has facilitated the duplication of products
that affects NY&C. The company product line is innovative.
However, without patents, it can lead to replication.
The Evaluation of industry operating environment of NY&C
The trends in the working environment of NY&C focuses on the
interaction of the following factors; the bargaining power of
suppliers: threats for entry into the business, bargaining power
of buyers, and the risk of substitute products. Other factors to
be considered are trade unions, consumer watchdogs, and
municipal and advocacy groups. The apparel and accessories
company requires comparatively less capital to start. The

21. business also is subjected to low risks as the products are not
perishable. There are few obligations to undertake for one to
start such activity because it does not directly affect the health
of individuals like other firms that deal with foodstuffs.
Because of these advantages, there are high risks of a similar
business emerging in the market. The bargaining power of the
supplier also varies with the forces of demand and supply (Joshi
& Mittal, 2018). When demand is high, many suppliers demand
higher prices. The business is seasonal and also depends on the
economic standard of the people that surround the industry.
Customers can control the costs, especially when the prices go
very high. Many other companies sell substitute products, which
can profoundly affect the sustainable growth of NY&C.
Conclusion
Several companies use environmental scanning strategy to
create value and achieve sustainable competitive advantage. An
ecological scanning strategy outlines specific areas that
organizations should improve on and adjust so that they can
enjoy sustained growth. The analysis of environmental analysis
gives an outline of how organizations can manage external
factors. The environmental study also guides the company to
understand the threats, weaknesses, opportunities, and strengths
of the organization and address them appropriately.
.
References
Abu Amuna, Y. M., Al Shobaki, M. J., & Abu-Naser, S. S.
(2017). Strategic Environmental Scanning: an Approach for
Crises Management.
Du Toit, A. S. (2016). Using environmental scanning to collect
strategic information: A South African survey. International
Journal of Information Management, 36(1), 16-24.
Gupta, S., & Tyagi, R. (2018). Strategic Workforce
Development. Asian Journal of Management, 9(1), 239-245.
Hussain, S. (2017). Strategic Management: A Tool for

22. Competitive Advantage in Higher Education. In Paper in
proceedings of 1st National Research Conference on
Management, Leadership and Entrepreneurship-NRCMLE (pp.
175-187).
Joshi, A., & Mittal, A. (2018). Strategic Management-The
Strategies that Leads Sustainable Competitive Advantage. Asian
Journal of Research in Business Economics and Management,
8(9), 1-7.
Running head: NEW YORK AND COMPANY
STRATEGIES 1
NEW YORK AND COMPANY STRATEGIES
5
New York and Company Strategies
Name
Institution
New York and Company Strategies
Implementation of strategies is a process through which an
organization puts strategies and plans into actions that will help
achieve desired goals. A strategic plan is a written document
that outlines the processes and steps that the company needs to
take to attain planned goals. It includes customer feedback and
progress reports that show whether the plan is being
implemented as planned. Organizational strategies can be
classified into business-level strategies, corporate-level
strategies, and global strategies.

23. The core competencies of every business should be focused
on satisfying the needs of customers to achieve above-average
returns. This is achieved by applying business-level strategies.
These are strategies that an organization should take to ensure
that they give value to customers through exploiting their core
competencies in specific products, services, or market segments
(Anwar, Shah & Hasnu, 2016). Business level strategies are
concerned with the position of the company in the industry
compared to that of competitors. This level of strategy also
addresses the five forces of competition. The essence of
business-level strategies is customers. These strategies address
questions such as who the business intends to serve, the needs
of the customers, and how to meet the needs.
There are two business-level strategies New York and
Company can use to help gain a competitive edge over rivals.
The first strategy is cost leadership. In the apparel industry,
organizations compete for wider customer bases using price.
New York and Company should capitalize on its internal
efficiency to ensure that they have a margin that sustains above-
average returns and offers affordable prices to customers. This
will ensure that customers keep buying their products (Anwar,
Shah & Hasnu, 2016). This strategy will work well for the
company since most of the products are standardized and are
acceptable to many customers at affordable prices.
The second business-level strategy is differentiation. The
company offers products that have unique characteristics and
features (Hacklin, Björkdahl & Wallin, 2018). The apparel
offered by the company is of high quality, and the company's
customer service is impressive. Further, the company has an
excellent team charged with the responsibility of brand image
management. Implementing a differentiation strategy has
several risks. These risks are; uniqueness, imitation, and loss of
value.
Corporate-level strategies are found at the top of the
planning pyramid. They are concerned with the main purpose of
the company. They state the direction towards which a company

24. desires to move in. The destination selected at the corporate
strategy level impacts all the decisions and strategies
implemented in all other parts of the business (Adler, 2018).
One of the potential corporate-level strategies for NY&C is
growth and diversification. The organization appears to have
reached market saturation, and they need to grow for them to
survive. Their leading corporate-level strategy should be
spreading into new markets. This should become the guiding
force for every activity that the company engages in.
The other strategy that New York and Company should
consider implementing is a merger strategy. The company
should scout for opportunities for either merging with another
firm or acquiring a competing firm. Mergers can either be
vertical, horizontal, or conglomerate. For vertical merging, the
organization should scout for firms that deal with products that
are complementary to their apparel business. If the business
decides to adopt a horizontal merging strategy, they should look
for firms that are involved in the same business, merge, and
form a new company (Hacklin, Björkdahl & Wallin, 2018). For
conglomerate merging, the organization should explore
opportunities for merging with unrelated firms whose core
business is different from theirs. This would enable the
company to explore new industries.
Global strategies are those that an organization adopts
when it desires to expand to global markets. They are the type
of strategies implemented when an organization wants to have
global operations (Yousaf & Majid, 2018). Global strategies are
formulated to grow beyond one's borders. They are focused on
increasing the sales of a product or service abroad. Global
strategies encompass international, multinational, and global
strategies. If NY&C wished to expand internationally, they
should pursue strategies in these areas.
One global level strategy for NY&C is a multi-domestic
strategy. This strategy enables companies to tailor their
products according to the specific consumer needs of each
country. By so doing, the company will meet the desires of local

25. customers, as opposed to what currently happens with the
standardization strategy that the company currently uses (Adler,
2018). Through a multi-domestic strategy, NY&C will tailor the
product selection, methods of payments, and marketing
strategies to meet the demands and regulations of each country
where the company operates. To successfully implement this
strategy, the overall management of New York and Company
will be located in the home country, though country managers
will be given the freedom to make adaptations (Anwar, Shah &
Hasnu, 2016). A multi-domestic approach is beneficial to a
company since country managers have a full understanding of
the local culture, customs, laws, and consumer tastes. Thus,
they will understand how to best meet them.
Another potential strategy that NY&C can use is a
transnational strategy. This strategy combines both multi-
domestic and standardization. A transnational strategy is best
applicable when the company faces immense pressure from
international competitors, just like New York and Company is
currently facing (Yousaf & Majid, 2018). However, the
company should realize that this strategy is hard to implement
and maintain because of the need to achieve economies of scale
through standardization and respond to local conditions
simultaneously.
Globalization continues to affect business operations as
enhanced communication, reduced tariffs, and increased
mobility of capital has made it possible for companies to
penetrate international markets (Adler, 2018). However, the
successful entry into foreign markets requires companies to
adopt international strategies that are most compatible with
their capabilities and needs. In global business, companies deal
with foreign employees, stakeholders, governments, and
consumers. Thus, managers should consider several factors
when conducting business globally. These factors include
pricing strategies and supply chain management.
The best strategy that New York and Company should
adopt is an international strategy. This strategy would allow the

26. company to focus on exporting its products to foreign markets
and import raw materials from other countries for domestic use.
To apply this strategy successfully, New York and Company do
not need to shift its headquarters. The headquarters should
remain in their country of origin. This would allow the company
to circumvent the need to invest in facilities and staff in foreign
countries (Hacklin, Björkdahl & Wallin, 2018). However, the
company should realize that implementing this strategy comes
with its challenges, such as the legal establishment of local
administrative and sales offices in international cities,
managing global logistics, and complying with foreign trade and
manufacturing regulations (Anwar, Shah & Hasnu, 2016).
Despite these challenges, an international strategy is the most
suitable for the company since it requires the least amount of
overhead.
References
Adler, R. W. (2018). Strategic performance management:
Accounting for organizational control. Routledge.
Anwar, J., Shah, S., & Hasnu, S. (2016). BUSINESS
STRATEGY AND ORGANIZATIONAL PERFORMANCE.
Pakistan Economic and Social Review, 54(1), 97-122.
Hacklin, F., Björkdahl, J., & Wallin, M. W. (2018). Strategies
for business model innovation: How firms reel in migrating
value. Long range planning, 51(1), 82-110.
Yousaf, Z., & Majid, A. (2018). Organizational network and
strategic business performance. Journal of Organizational
Change Management.