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The case of Raleigh is a story of both success and failure at some point. Just like any other type of business, what did Raleigh possess are remarkably the opportunities for potential to grow and even become a cut above the other due to a certain competitive advantage. …
The company evidently as its humble beginning started from nothing to something. However, Raleigh was able to survive tough times due to its implementation of competitive strategies. It was able to survive the Great Depression due to its introduction of value-for-money products. Not only that, even if in between 1950 and 1962, Raleigh was still able to consider a competitive strategy which involved focusing on bicycle sales. Focus is a generic strategy which was then applied to Raleigh. This strategy particularly includes concentrating on a certain segment of product line that at some point would benefit the entire organisation in reaching its competitive advantage in the international market (Porter, 1998). By then, Raleigh started to acquire other rival groups in order to dominate in the market and then it started to expand overseas where there were potential for its product offerings. Not only that, Raleigh was good at ensuring promotion of its product line by sponsoring road racing team in Europe.
Raleigh survived as it continuously obtained subsidiaries which in 2005 came to be around six in all, which include Derby Cycle Werke, Raleigh America, Raleigh Canada, Raleigh Taiwan, Raleigh UK Limited, and Raleigh International. This simply shows how marketing at Raleigh has become more complex as it continues to expand in the international market.
1.1.1 Marketing issue ...
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