Throughout the company's short history, bigger has proven to be better. In the mid-1980s, Bed Bath & Beyond was a pioneer in the concept of superstores: large, well-stocked specialty shops with prices allegedly comparable to, or lower than, department store sale prices. Some Bed Bath & Beyond stores have over 80,000 square feet of selling floor and offer more than 300,000 different items, stacked literally from floor to ceiling. The company expanded rapidly in the early 1990s on the strength of the superstore concept. It doubled the number of stores under the Bed Bath & Beyond banner and tripled annual sales to $306 million by 1993.
With this infusion of capital, our company grew to 276 stores in 11 states by the end of the decade. The 1980s – Walmart comes of age In 1983, the first Sam’s Club members-warehouse store opened. The first Supercenter opened in 1988, featuring a complete grocery, and 36 departments of general merchandise. By 1989, there were 1,402 Walmart stores and 123 Sam’s Club locations. Employment had increased tenfold.
In contrast, the export market was growing at a tremendous rate, exporting to most of the European countries, at the rate of 20-25% per year. By 1990, Barilla owned and operated an extensive number of production plants, located throughout Italy, including large flour mills, pasta plants and fresh bread plants, as well as plants producing specialty products such as panettone (Christmas cake) and croissants. Barilla was then organized into seven divisions: three pasta divisions (Barilla, Voiello, and Braibanti), the Bakery Products Division (manufacturing medium to long shelf-life bakery products), the Fresh Bread Division (manufacturing very short shelf-life bakery products), the Catering Division (distributing cakes and frozen croissants). Barilla also divided its entire product line into two categories: Fresh products and Dry products. ISSUES As seen in the case, Barilla was always open and ready to try out new products and strategies.
WM Morrison Supermarkets PLC, Case Date: 1996, Chapter 13 Company Background. The company started as a wholesale entity and entered the retail world; this was in the period of early 1900s. The major impetus to the growth came between 1980 to 1990. The company’s website states that they now run 455 outlets and are the fourth largest food retail store in UK. They have a weekly footfall of nine million customers.
Running head: Dollar General 1 Dollar General Columbia College RUNNING HEAD: Dollar General 2 Dollar General Dollar General is the leader when it comes to discount dollar stores with an annual profit of more than $12.73 billion a year. The major competition in the dollar discount stores for Dollar General in order are Family Dollar and the Dollar Tree. Another key player in discount stores is Walmart, although not a dollar discount store Walmart dominates all markets with $419.24 billion in revenue. 2011 brought on a year of expansion for Dollar General with plans to open up 650 new stores and remodel another 550 creating 6.000 new jobs in additional employees. Dollar General in owned by Koldberg Kravis Roberts & Co. L.P (KKR) who own more than 79% of all shares in Dollar General.
Financial structure and management fit with its overall financial strategy Walmart’s operations comprised of three segments: Walmart U.S. which includes all the company’s mass merchant concept in the U.S., International segment which consists of retail operations in 14 countries and Puerto Rico, while Sam’s Club segment includes the warehouse membership clubs in the U.S. The total sales of the company increasing yearly from year 2006 to 2010, due to their global store expansion programs, comparable store sales increases and acquisitions. Besides that, Walmart always double the amount they were spending on television advertising during the holiday season. The company has worked more than a year on improving inventory levels by hiring two firms – Acosta Inc. in the U.S. and Retail Insight in the U.K., to walk the aisles and monitor stocking levels. They believe in making better on product availability and inventory, the real risk that the customers take their basket elsewhere when there are items out of stock will be reduced.
By1992, its sales were reported to have more than tripled, to nearly $100 million, making Haagen–Dazs the market leader of premium ice-cream in Europe. In the UK, the original launch country, Haagen-Dazs had taken a 19.5% value share of the premium sector (or 28% according to Haagen-Dazs), which represented one-eighth of the total ice-cream market in just two years, according to Warburg Industries. Haagen-Dazs had increased its share of this total market from 0.5% in 1990 to 4.9% in 1991 (Nielsen Frozen Food Service). During the same period, the UK ice-cream market took d dip from ￡763.9 million to ￡762.8 million. The introduction of Haagen-Dazs in the UK-helped by world-beating Mars count line extensions (Mars, Bounty, Galaxy, Milky, Milky Way and Snickers) into the ice-cream market in 1988 – had increased the profile of luxury ice-cream in the UK and Europe, making it the fastest-growing sector of the ice-cream market .
Stickley Furniture BUS 644 Michael Burton May 14, 2012 Introduction Stickley Furniture is a company that manufactures furniture since the 1900's and in the 1970's the company was having some financial issues and in 1974 the present owner bought the firm and they have been doing well ever since. The company went from having 200 employees to 20 full time employees and currently they now have 1,350 employees. The furniture company has five retail stores in New York, Connecticut, North Carolina and about 120 dealers nationally. The facility is a large rectangle building with a 30 foot ceiling, the size helps to compensate for all the different areas and sections where the work is held, produced, and stored. Basic Process Types To determine which production process type will best fit the Stickley Furniture company primary mode of operation will discuss the following: job shop, batch, repetitive, and continuous.
Cottle-Taylor: Expanding the Oral Care Group in India: Case Study Cottle-Taylor Harvard Case Study Background Cotte Taylor was founded as a start hyup company in 1815. By 2009 they boast a product selection of over 200 oral care, personal, care, and home care products. In 2009 roughly 50% of the company revenue ($5.7 Billion) came from emerging markets. In 2009 Sales have grown 80% annually, net income 12% and earnings per share 14%. India Operations Cotte Taylor conducts its India operations through a subsidiary of the company called Cotte India.
Over the next three years, Zappos doubled their annual revenues, hitting $840 million in gross sales by 2007. In 2008, Zappos hit $1 billion in annual sales, two years earlier than expected (one year later, they fulfilled their other long-term goal, debuting at #23 on Fortune’s Top 100 Companies to Work For). Zappos’ primary selling base is shoes, which accounts for about 80% of its business. About 50,000 varieties of shoes are sold in the Zappos store, from brands like Nike, Ugg boots, and Steve Madden heels. They also serve the niche shoe markets, including narrow and wide widths, hard-to-find sizes, American-made shoes, and vegan shoes.