Mattel Inc Case Study

In 2015, it was the world’s second largest toy and gaming manufacture (Robson & Beninger 1). It has managed to maintain its reputation through its strong business strategies. Its corporate mission which it has managed to meet over the years is to create the future play. It has done this through constant innovation, it latest one being the Barbie Fashionistas line that has 23 new dolls with creative new features (Robson & Beninger 6). Its corporate strategies range from investing overseas to outsourcing and forming strategic alliances with major corporations like Walt Disney, Wal Mart and Toy R’Us. Apart from the competitive advantages, Mattel has managed to say at the top through effective corporate, business and marketing strategies that are dynamic and change with the changing trends of the industry.

The company ability to meet both consumer and retail needs is another reason hidden its continued success. Problem Statement and Critical Success Factors In the recent decade Barbie, Mattel strongest product, has faced significant decrease in sales both in North America and globally. It recorded its lowest sale of $1. 0 billion in 2014 which was a drop from $1. Most of the controversies that have threated Mattel’s reputation revolve around Barbie, her body, intelligence and some privacy concerns. Some other issues include infraction of labor rights and safety standards (Hai-Binh 10). Mattel has worked on the issues of controversies and improved them to meet consumer needs. The new fashonistas line is meant to revolve the controversy on Barbie’s body. The company can ensure it succeeds in the future by enhancing and building on its strengths, resolving and reducing its weaknesses, exploiting and expanding its opportunities and avoid and thwarting its threats like it has continually done (Joan 12).

Alternative A calls for an aggressive marketing and redesign to meet changing trends. The marketing team here is required to conduct aggressive marketing to revamp the image of Barbie. The approach also requires redesign of the product to meet the consumer needs and the social trends. The approach has been implemented in 2015 and the promotional campaign has been largely successful in rebuilding the brand’s image. The redesign Barbie fashionista line also was well received (Robson & Beninger 6). All the three alternative will be profitable since all suggest ways of increasing sales and revenue. Alternative A offers Mattel many avenues of future growth since it calls for redesign of products to meet changing consumer markets. Alternative B also offers new directions for the company to grow in.

Alternative C however does not provide an alternative for growth. When it comes to improving corporate image, all the three alternative do this perfectly. The approach also addresses the three intermediate issues of declining sales, controversy and rising competition. The company can start implementing the alternative by redesigning Barbie to meet the current social trends that are inclined towards empowering and inclusive toys; toys that do not target only on gender; toys that encourage diversity (Wendy 161). When considering riskiness, the alternative is the least risky of the three. Based on those parameter it is safe to say that aggressive marketing and redesign to meet changing trends is the best alternative. Work citied Hai-Binh LE. Laura Stampler, “The New Barbie: Meet the Doll with an Average Woman’s Proportions.