RM WILLIAM Company

RM WILLIAM Company

RM Williams

The R.M.Williams Company was founded and established in 1932 by Australian legend, Reginald Murray ("RM") Williams AO, CMG. R.M.Williams was established upon the principles of quality, authenticity and durability, beliefs which still resonate in everything we do today. R.M.Williams remains at the forefront of Australian style and is world renowned for Australian handcrafted boots in addition to shoes, clothing and accessories. With seasonal ranges for men and women, R.M.Williams products also extend across the sub-brands of Colts & Fillies, Stockyard, Big Men and Longhorn. R.M.Williams is wholly Australian owned and worn by choice by global leaders, international movie stars, world sporting champions and media moguls(Williams 1998).

Organizational Strategy

Organisational strategy is concerned with the identifi cation of a ' vision ' for the organisation which is translated into a set of strategies giving direction to the organisation's activities (Ivancevich Olekalns Matteson 2008). A vision can be defi ned as the viewpoint of the organisation about its ultimate reason for its existence. In this sense, the vision for tourism and hospitality services relates to an orientation to ' value'. Perhaps, the value orientation is to provide the ' best dining experience using only the fi nest locally produced ingredients ' , or the ' best value package holidays in the marketplace ' . There is an intrinsic orientation to customer value in these statements. Therefore the vision provides the organisation with a direction which frames the activities of all departments and employees as these functions work towards delivery of the value.  It is important to remember that the marketing function is primarily constrained by the allocation of fi nancial resources to achieve organisational goals and objectives (Leonard Scholl Beauvais 1996). As such, any marketing activity in which an organisation can participate is constrained by the ability of the organisation to commit a budget to the activity. Thus, marketing begins at the strategic level with the marketing director or manager who is responsible for matching up the strategic ambitions of the organisation to the resources needed to achieve them. The value orientation of the organisation informs the ' vision ' and thus the choices for strategic direction. There are often diffi cult decisions to be resolved in terms of apportioning budget to different departments: production and operations; human resources and staffi ng; fi nance and research and product development; and marketing. Each needs to have the required resources which will enable it to contribute to the achievement of the organisational strategy. 

Organisational strategy and services marketing relationships

Core to strategy development in any organisational context are the framing questions(Hubbard Rice Beamish 2008):

Where are we now?

Where do we want to be?

How do we get there?

However, in many cases these questions might be reordered depending on the size of the organisation, the types of goals and direction to which it aspires and the stage in the organisation's life-cycle. In the case of an established organisation which has been slow to respond to gradual changes in the external environment which has left it out of step with current market developments, a reordering of these questions could include the following:

How did we get here?

Where do we want ...