SWOT Analysis: Malden Mills Company

Question one

Malden Mills is a textile industry located in Lawrence, Massachusetts that had to be rebuilt after the company premises erupted into flames in December 11, 1995. Aaron Feuerstein the CEO and owner of the company responded fast and successfully resolved the crisis through sacrificing the company finances. This was achieved through transparent communication with employees where the latter were paid their dues for subsequent months despite the crisis. The dedication of Malden Mills to its employees, industry and the community during reconstruction was a remarkable occurrence in business management.

The transparent communication was the most desirable and fruitful undertaking that the company undertook during the crisis era. They were able to identify their stakeholders and with the organization and link them to organizational policies. In addition, Aaron desirable leadership qualities proved essential for the recovery of the company (Weiss, 2006).

The company won president Clinton Award in 1996, workforce magazine optimise award for managing change in 1997 and innovation award in 2014. The company innovations include the quality upholstery fabric that is domestically produced, the synthetic fleece fabric which forms the lining of most winter gloves, coats or hats. The company is popular for producing Polartec and Polarfeece and is the largest employer in Massachusetts.

The biggest strength of Malden Mills Company is the possession of strong brand identity that attracts consumers. These consumers wear their produce not only as a means of expression but also for functional reasons. Malden Mills Company enjoys the loyalty of its consumers both locally and internationally. This is because, their products gives a unique s...

... middle of paper ...

...re the organization is honest with the occurrences that lead to the crisis incident, external and internal audiences will listen and respond promptly by providing a plausible justification response for the crisis.

References

Bryson, J. M. (2011). Strategic Planning for Public and Nonprofit Organizations. San Francisco: Wiley.

Dickel, C. (2010). Reflection: A Taxonomy and Synthesis of Descriptions of Reflective Practice/Reflective Inquiry. Omaha, Nebraska: Creighton University.

Thompson, A., Peteraf, M. A., & Gamble, J. E. (2010). Crafting and Executing Strategy:Concepts and Readings . New York: McGraw-Hill/Irwin.

Weiss, J. (2006). Business Ethics: A Stakeholder & Issues Management Approach. Mason, Ohio: Cengage Learning, South-Western.

Wells, S. (2000). Choosing the Future:The Power of Strategic Thinking. Boston : Butterworth-Heinemann/Elsevier.