This business exchange was much more convenient and much less embarrassing for the male population. In 1978, Raymond expanded his business and published the first Victoria’s Secret mail order catalog. The response to the catalog was immediate and business grew expeditiously. With the onset of this newfound popularity, Raymond found himself unable to keep up with the growing demand for his products (Answers). In 1982, 5 years after the opening of the first store, Raymond sold Victoria’s Secret for 4 million dollars to The Limited.
The influence of the campaign sparked controversy over outlandish End- zone celebrations, creating major buzz around the Sharpie brand. The overwhelming exposure allowed for subsequent advertising and innovative creative promotions to help drive product sales and expansion of the brand. By 2002, 200 million Sharpies had been sold worldwide and Sharpie became the leading permanent marker and highlighter brand in the United States. Although Sharpie had become the #1 permanent marker worldwide, they had become relatively flat in category sales for the past several years. In efforts to compete with its competitors, Sharpie sought out to expand its brand with new products.
Circuit City-case study part 1 Name: NING YE Introduction Circuit City Stores, which was an American multinational consumer electronics corporation, selling consumer electronics, home office products, entertainment software, appliances, and related services. From 1980s to 1990s,Circuit City had incredibly success in the area, however, with Home Depot and Best Buy developed quickly and boomed, Circuit City busted from 2000. The reason for it could be caused by bad economy, the reduction of sales and earnings and also the old-traditional business strategy operating management. Problems According to the case, the main strategy of the company development was expansion all the way from 1960 to 2000. The managers want to expand the national market shares through this way to increase profits.
This issue was of major concern for Bill Nichol (CEO of KDH) as they had a large amount of capital invested in LOP brand to satisfy Walmart’s high volume and quality. More than a quarter of their machinery was devoted to LOP branded line that was secured by long-term loans from JP Morgan. They even had a five year minimum sales volume contract with LOP. In order to avoid the catastrophic consequences Nichol set up a three way meeting among KDH, LOP and Walmart’s buyer and argued that LOP was a good product for the end user and should remain in the store, the same was supported with strong financial and market data. But Walmart’s response clearly showed that they no longer needed interested in the brand.
It doubled the number of stores under the Bed Bath & Beyond banner and tripled annual sales to $306 million by 1993. More than 60 Bed Bath & Beyond stores were located in 16 states entering the mid-1990s; most of these were located in large metropolitan regions. The company has announced plans to open 40 more stores by 1998. The driving force behind Bed Bath & Beyond is the partnership between founders Leonard Feinstein and Warren Eisenberg. Both men possessed over a decade of retail experience in 1971 when they formed Bed 'n Bath, a small chain of specialty linen and bath shops in
Over the years though, Blockbuster has lost it strangle hold over the competition and filed for Chapter 11 bankruptcy protection in September 2010. Blockbuster competition won because they evolved to meet the demands of the current customer. The biggest rival that Blockbuster competed with was Netflix, which was started in 1997 and established its subscription service in 1999. The competitive forces in the movie rental marketplace expanded in the early 90’s with the creation of the DVD movies. Like pervious attempts to move away from VHS tapes, DVDs players were very costly at first.
Opportunities are still available for Blockbuster to reevaluate and implements new strategies. The suggested strategic options include: focusing closely on competitors while making it a goal to always stay ahead innovatively; adding more quality to the customers experience whether it be in store, online, or kiosk; finding efficient ways to drive prices even lower to attract quantity in rentals while focusing on cost leadership. Analysis and Evaluation The Media entertainment industry has changed drastically since Blockbuster was established in 1985. Blockbuster has come a long way with revenues of more than 5 billion in 2008 considering the vast changes in technology over the years. While keeping in consideration all of the threats that the Internet imposes, Blockbuster must continue to evolve with technology and if possible be a step ahead of their competitors.
9-505-031 REV: DECEMBER 5, 2005 JOHN DEIGHTON Nectar: Making Loyalty Pay Persuading British households to do anything was not easy, yet, in the 18 months leading up to March 2004, Loyalty Management UK (LMUK) had induced over 54% of them to try collecting Nectar points and 40% to persist, making Nectar Britain’s largest rewards program. Each week it added 50,000 new members (whom Nectar called collectors). Rob Gierkink, CEO of LMUK, was pleased with his team’s accomplishment. In March 2004 Justin King had just taken over as group chief executive at Sainsbury’s, the supermarket chain that was Nectar’s largest issuer of points. He saw that more than half of Sainsbury’s 240 million pound (₤) annual marketing budget went to Nectar and said: “Nectar represents a significant investment for Sainsbury’s, and I can’t help but feel that if we put the investment into more staff in our stores we’d see a better return.
This direct exporting involved contacting potential customers overseas directly and selling to them. This option provided Louis Vuitton with the greatest control however it was the most costly exportation method. A few years later, in 1981, Louis Vuitton opened its first retail store in Tokyo during the economic boom. This timing was in favour of Louis Vuitton as consumers had more disposable income which was evident as 20 million Japanese women out of a population of 127 million people owned a bag of the brand. The company followed its expansion strategy and, by 2007, controlled 54 stores through a directly owned shop network in Japan.
Fortuitously, Adelphia was founded in 1952 when John Rigas purchased his first television cable company in Coudersport, PA for $300. Through the help of his brother Gus and later his two sons, John Rigas slowly but steadily expanded cable television into other communities throughout 32 states and Puerto Rico thus taking the company public in 1986, to become Adelphia Communications Corporation (ADELQ). John Rigas was known as an aggressive businessman, not afraid to take huge risks if the expected pay off was high enough; thus operating in this capital-intensive business which seemed to demand constant growth and innovation as conditions of survival, ADELQ became the sixth largest cable operator with approximately 5.3 million subscribers. In his efforts for the continued growth of his company, there may have been a drastic change in both his moral and ethical values, when deciding to manipulate ADELQ's financial reports, better known as