The report also offers the company’s mission statements and corporate objectives touching on certain aspects that challenge the company’s strategic plan. The report further presents the analysis of the company using various approaches as they appeal to the author. Finally, the report concludes by giving a summery of the pertinent issues that emerged through out the study.
Research has shown that successful businesses always know when and how to adapt and change in order for them to remain viable and competitive. This adaptation involves growing some areas of activity and cutting back on less profitable areas through the utilisation of good strategies. Strategy has been defined as a long-term business plan that a company develops and implements (Bradford et.al, 2000). In this way, companies can often benefit from acquiring businesses operating in overseas markets for various reasons (De Wit and Meyer, 2004). In view of this, the top management team at Davis Service Group needs to come up with a water tight strategic plan proposing ways of how the company can enter and expand in Australia. This is in spite of the fact that the company has recorded some success in its expansion programme as shown by Haines (2006). Available studies show that Davis Service Group decided to expand its textile sector by growing organically in line with its strategic plan, which is proposed to be implemented within a five-year period (Haines, 2006).
The London-based Davis Service Group dates back to the early 1900s operating in three primary areas namely Textile Maintenance, Tool Hire, and Building Systems as cited by Moore (1995). Although the Davis Service Group provides overall direction, each of the three sections operates more or less as an autonomous business, each with its own board of directors and management (Foley, 2001). Among the three, Textile Maintenance is the company’s largest division in terms of revenue. The division is primarily