4 Susan Grant is in something of a dilemma. She has been invited to join the board of the troubled Marlow Fashion Group as a non-executive director, but is uncertain as to the level and nature of her contribution to the strategic thinking of the Group. The Marlow Fashion Group had been set up by a husband and wife team in the 1970s in an economically depressed part of the UK. They produced a comprehensive range of women’s clothing built round the theme of traditional English style. and elegance. The Group had the necessary skills to design, manufacture and retail its product range. The Marlow brand was quickly established and the company built up a loyal network of suppliers, workers in the company factory and franchised retailers spread around the world. Marlow Fashion Group’s products were able to command premium prices in the world of fashion. Rodney and Betty Marlow ensured that their commitment to traditional values created a strong family atmosphere in its network of partners and were reluctant to change this. Unfortunately, changes in the market for women’s wear presented a major threat to Marlow Fashion. Firstly, women had become a much more active part of the workforce and demanded smarter, more functional outfits to wear at work. Marlow Fashion’s emphasis on soft, feminine styles became increasingly dated. Secondly, the tight control exercised by Betty and Rodney Marlow and their commitment to control of design, manufacturing and retailing left them vulnerable to competitors who focused on just one of these core activities. Thirdly, there was a reluctance by the Marlows and their management team to acknowledge that a significant fall in sales and profits were as a result of a fundamental shift in demand for women’s clothing. Finally, the share price of the company fell dramatically. Betty and Rodney Marlow retained a significant minority ownership stake, but the company had had a new Chief Executive Officer every year since 2000. Required: (a) Write a short report to Susan Grant identifying and explaining the strategic strengths and weaknesses in the Marlow Fashion Group. (12 marks)