Management and Strategic Management: Kathmandu.co.nz

This presentation discusses the mission, vision, and objectives of Kathmandu.co.nz, a transnational chain of retail stores that sells travel and adventure outdoor apparel and equipment. It explores how the company plans to improve customer engagement through sustainable brand and products, and discusses concepts of market segmentation, product positioning, and possible human resource problems. The presentation also touches on organizational structure and finance and accounting concepts.

Management and
Strategic
Management:
Kathmandu.co.nz
Name
Institution

Introduction
• Kathmandu is an inspirational iconic brand synonymous
with adventure, innovation, and passion.
• It is a transnational chain of retail stores that sells travel
and adventure outdoor apparel and equipment.
• It is a top-notch retailer of clothing and equipment for
travel and adventure in New Zealand.

Section 1:
Part A: Mission, Vision, and Objective
• Mission: To inspire adventure in everyone
• Vision: To produce a brand and products that encourage
everyone and anyone to get out there and get going.

Section 1:
Part B: Improved Vision and Mission
• Objective: To create a sustainable brand and products
that improve the customer engagement with 20% in the
next three months through the creation of distinct and
customer-tailored brand and products.

Why Mission, Vision support improved Objective
• Mission: The mission is now tailored towards the
identification of what customer wants and developing
customized products and delivering brand and products-
based experiences thus improving adventure.

Section 2: Organizational Structure
•

Section 3: Finance and Accounting Concepts
• The central accounting concept to meet the new
objective/strategy is the “going concern.”
• For the business to achieve this improved objective, it
must have continuity assumption and remains operational
indefinitely or at a minimum, another 12 months.

Section 4: Concepts of Market Segmentation and
Product Positioning
• The segmentation concept central here is the variables
which will include:
• Geography, demographic, psychographic, general lifestyle
• Whereas the positioning concept applicable will to tailor a
product for a specific segment or target place.

Section 5: Possible Human Resource Problem
• The problem might be needed for improved pay and
retraining, and hence the company will face the increased
cost of production.
• There could be possible resistance to change as old
managers fear innovation or remain rigid in their
practices (O'Neill, Beauvais & Scholl, 2016).

Conclusion:
• The company must implement its revised objective;
missions and visions to remain sustainable.
• The company uses an organizational structure that
descends from seniority, and it is good since it gives a
glance view of management though it is silent on junior
employees.

References
• Boeva, V., Lundberg, L., Kota, S. M. H., & Sköld, L. (2017, November). Analysis of
Organizational Structure Through Cluster Validation Techniques: Evaluation of
Email Communications at an Organizational Level. In Data Mining Workshops
(ICDMW), 2017 IEEE International Conference on(pp. 170-176). IEEE.
• Edmonds, T. P., Edmonds, C. D., Tsay, B. Y., & Olds, P. R. (2016). Fundamental
managerial accounting concepts. McGraw-Hill Education.
• Lei, N., & Moon, S. K. (2015). A Decision Support System for market-driven
product positioning and design. Decision Support Systems, 69, 82-91.
• O'Neill, J. W., Beauvais, L. L., & Scholl, R. W. (2016). The use of organizational
culture and structure to guide strategic behavior: An information processing
perspective. Journal of Behavioral and Applied Management, 2(2).