Their recent technological innovations and resourceful relationships with suppliers and distributions has given Wawa a significant competitive advantage as well as increased profit margins. Throughout this essay, I will explain Wawa’s technology strategy and its effectiveness, what their strategy should be going forward, as well as what implications their strategy will have for the convenience store industry. A technology strategy is the overall plan which consists of objectives, ideologies, and tactics relating to the use of technologies within a particular organization. Wawa’s technology strategy involved many aspects. First and foremost, Wawa had put significant emphasis on its ability to continue to change with the times and identify emerging trends in their industry.
• To be an outstanding retailer in stores and online. • To be the creator of highly valued brands. • To maximise sales. • Outshine competitors and remain the market leader. Tesco’s stakeholders include customers, neighbours, trade unions, employees, shareholders and suppliers.
Logoplaste was also able to provide innovative, quality and flexible service. In each of its plants, decentralization was critical to Logoplaste, the company recruited local management team as well as technical team. Last but not least, the company developed a win-win business that provides services with transparent price, and shares risks with partners. 2) WHAT are the core competences owned by Logoplaste? HOW did they leverage these competences to excel in global competition?
Broad Differentiation Strategy Word of mouth played an important role for Shearwater Adventures in new sales. Besides advertising on local level, it also partnered with leading operators to boost its reputation and reach a wider audience. Roberts considered acquiring other companies and he continued to build a sold management team by attracting the right person to the right job. By offering far more adventures than its competitor, Shearwater Adventures had been differentiated from others which had only three options to offer at most. Therefore, Roberts’s selection to achieve competitive advantage via broad differentiation strategy is proven to be successful based on 2006 positive net profit.
In the view of the promising dimensions of the business, it enjoyed a constant growth over the past three years in revenue, profits and size under Bob’s welcomed leading and management. Moreover, Bob’s personality and management style were welcomed by his staff, which contributed to the continuous boom of the business. In addition to these, the increasing demand for the business’s products could be ensured by the future promising local economy (Bruner & Eades & Schill 2008). Particularly, its growth position can be seen from Exhibit 2: the gross margin increased from 48.9% to 52% in 2005, operating margin increased from 6.4% to 9.5% in 2005, and net profit margin increased from 4.1% to 5.8% in 2005. These could indicate that the business was profitable and was growing
Strategic Objectives from a Financial Perspective The key objectives that the organization is trying to achieve financially, is to ensure that the company increases the profitability of the organization and specifically of this division. The first way to ensure that we meet this objective is to increase our market share by leveraging the customer base within Towers Watson. We plan to increase our overall market share by 15% in the first year. From a revenue perspective, in the first year the plan is to increase revenues by 3%, the second year we plan to see an increase of 5%, followed by the third year at 7%. These are conservative figures but we aim not only to achieve these revenue targets but exceed these targets.
Answer 1: We do not agree with the predictions made by analysts about Krispy kremebeen able to perform highly effectively and continue to grow rapidly The company believed in entering new geographic markets quickly and lock up the best locations to build brand name and a customer base which led to high investments in plant , buildings , assets in year 2002 the company spent $37 million to construct and equip new company owned factory stores. To fund this, high debt was taken and this led to long term interest commitment for the company and would be difficult to generate sufficient cash flows. From Exhibit 2 , Account receivable have increased upto 62% from Jan 2000 to May 2002 , Long term liabilities have increased by 67 % from Jan 2000 to May 2002. This shows that future liabilities have increased enormously Cash Flow Analysis : From exhibit 2, Cash from operating activities has been varying from 8498 in Jan 2000, 36210 in 2001 and 8439 in 2002 . Cash from investing activities has declined by almost 315% from Jan 2000 to May 2002.
UNIVERSITY OF CYPRUS DEPARTMENT OF BUSINESS AND PUBLIC ADMINISTRATION Master of Business Administration MBA577.7: Sales Management Final Exam Dr. Marios Theodosiou Spectrum Brand’s, Inc.: The Salesforce Dilemma Prepared by: Natasa Apostolou Question 1st Over the past decade, companies including Raynovac Corporation had made numerous acquisitions and mergers aiming to diversify and expand their products and brand portfolio. Due to the fact that the consumer brand industry had become highly competitive on a global basis had led these companies to develop abundant product lines giving them a lucrative opportunity to compete in a variety of markets, product categories and most importantly, to strengthen their relationships with retailers. The development of large chain stores across North America through retail consolidation had forced the balance of power to shift away from manufacturers. Instead, building strong relationships and creating powerful bonds with retailers had become the essential element for companies in order to be able to compete fairly in the markets. As a result, minor firms could not handle the pressure and compete as effectively as larger companies and thus, gaining shelf space amongst the different stores had become a huge struggle for them.
strong barriers to foreign products immense distance for shipping a frozen product most affluent country in the world, demanding high quality products with great varieties of styles and flavors market seemed to welcome imported ice cream low consumption historically of dairy products, but this consumption was increasing European Market: fragmented markets in UK, France, and Benelux higher established consumption of dairy products entry through opportunistic ventures, supermarkets, joint ventures, etc... distinctive market in UK, but lagging in France with no coordination from the parent company. Implications: Japanese market is demanding for the product that Ben & Jerry's is providing A lot of competition in the superpremium products category in Japan - need strategic planning and partnerships in Japan in order to gain market share in this category Should Ben & Jerry commit to entering the Japanese market the following summer? Yes or no and why? Japan should be a very important market consideration for Ben & Jerry Increasing market share capabilities with more consumption of dairy products High demand for foreign imported products and brands Leverage on brand image to attract local consumers to try the ice-cream and start gaining market share If Ben & Jerry were to enter the Japanese market, which entry mode would you recommend and why? Partnership with 7-11 Japan stores for initial entry, they have no connections in the country and as such must rely on a strong distributor for their product.
To address these challenges P&G respond to competitive factors, including pricing, promotion and innovations. So far, the company managed to be number one in the industry and has all the potential to remain on top in the coming years. Summary of the 2010 results: * Net sales increased 3% to $78.9 billion: * Organic sales increased 3%; * Unite volume increased 4%. * Net earnings decreased 5% to $ 12.7 billion. * Diluted earnings per share declined 4% to 4.11.