Kudler Fine Foods Frequent Shopper Program Concerns Kudler Fine Foods wants to implement a frequent shopping program to monitor the shopping habits of its customers, and increase customer satisfaction with a projected revenue increase of 4.75% over the first year. As Kudler Fine Foods is a high end grocer, the goal of the frequent shopping program will not be centered around cost savings, but as a point system offering exclusive awards similar to credit card point systems. Kudler Fine Foods can increase customer satisfaction by tailoring their inventories around customer’s shopping habits, but some concerns need to be addressed concerning the tracking of individual customer purchases. The management needs to understand how the frequent shopper
The company is leaving no stone unturned to become cost resilient, and is focusing on closing underperforming stores and exiting its catalog business. In order to enhance customers’ shopping experience, J. C. Penney is focusing on remodeling and renovating stores as well as refreshing its website functionality, considering the steady increase to online shopping. The launch of fascinating new merchandise and the JCP rewards program should also perform well; likewise the in-store Sephora departments continue to draw younger and more affluent customers. The key success factors within J.C. Penney retail industry are economies of scale, lower input costs and the investment in their brand image, staying on top of these key success factors allows J.C. Penney to stay one step ahead of the competition and gives them a competitive advantage. In order to better analyze, the strengths and weaknesses of J.C. Penney against another competitor in Dillards, we will use financial ratios to look at how both companies operate and utilize their resources and capabilities.
Each team member will include one alternative and recommend a single strategy that Kudler Fine Foods may implement. The alternatives discussed will be (1) expansion by horizontal integration (2) expansion by adopting generic competitive strategies (3) expansion by product development (4) expansion by recruiting new management team, and (5) expansion by identifying a specific plan for new location. Expansion by Horizontal Integration To maintain and increase its competitive edge, an alternative strategy KFF will consider is to realize growth and increase productivity through horizontal integration. Horizontal integration will increase KFF’s economies of scale and scope, marketing power and reduce the cost of international trade when this opportunity arises (University of Phoenix, 2007). To increase its scale and scope, KFF will expand geographicaly first through acquiring similar stores so as to sell more of the same product.
In order for small businesses to really gain an edge they have to diversify their products and exploit local suppliers, cash in on the advantage of a better enhanced customer experience, and with interaction within the nearby communities. Works Cited 1.Flandez, Raymund. "What You Can Do to Fight Wal-Mart." The Wall Street Journal (2009): N. pag. Web.
Lowe's divisions are divided by geographic region. Stores vary in size based on location and profits. Profitable stores in populated geographic areas tend to be larger. Lowe's has created two new executive positions, with the goal of streamlining its operations to better serve its customers. The new positions are chief customer officer and chief operating officer.
Fishman introduced the What’s Important Now Strategy (“WIN Strategy”). It focuses on three main elements of the Company’s business: merchandising, real estate and cost structure. From a merchandising perspective, the goal of the Company is to continue to provide extreme value, improve quality, and expand the presence of recognizable brand-name merchandise in stores. From real estate perspective, the Company moderate store growth by opening new stores and closing other stores and also remodels existing stores. From cost structure perspective, the goal of the Company is to generate expense leverage (lower expenses as a present of net sales).
In period 0 - 2, marketing tactics were targeted to strengthen the market leader position of Allround as our core product; therefore, the marketing mix was used to grow the market share and brand awareness as our top priority. In period 3 and 4, marketing tactics were focused on promotion of the line extension Allround+ and increase the profitability of the core product Allround. In period 5, we launched the new product Allright by emphasizing benefits and product effectiveness among the competitors in the allergy market. Our full period report is included in the second section of this marketing report which reflects our tactical moves and reasoning, period results and our
Which of the four growth options should Waldorf pursue? Explain the positive and negative implications of your recommended strategy. Option #1 which calls for defending eHarmony’s position as the leading matchmaking company in the long-term relationship segment of the market – appears to be the optimal strategy. It is clear that beating back Match or Chemistry by rapidly increasing the number of paying members is the litmus test. eHarmony has the opportunity to use new technology to convert non-paying members, who have already created profiles in their member data base, to paying subscribers.
Loss of advertising revenue 4. Reducing brand awareness. | SWOT Analysis of “The Fashion Channel” Marketing Mix: 1. Product: Focus should be given on more entertaining and prime time programmes which will increase the revenue generation for the company. 2.
MBA 437: MARKETING CASE ANALYSIS Group 5: Case 5: Promotion Decisions MAKING LOYALTY PAY NAME STUDENT ID Nancy Kumari S11013306 Saher Buksh S01007626 Aditya Raniga S11052046 Table of Contents CASE BACKGROUND 2 NECTAR 2 Nectar Promotions: 3 SAINSBURY 4 Therefore the aim of this case analysis is to find out: 4 CUSTOMER REGISTRATION 5 TWO METHODS OF REDEEMING POINTS 5 COMPETITION IN THE UK GROCERY RETAIL INDUSTRY 6 COMPARISION WITH COMPETITORS 7 SITUATIONAL ANALYSIS 8 CONSUMER PERCEPTION OF NECTAR PROGRAM 8 SPONSOR PERCEPTION OF NECTAR PROGRAM 9 SHOULD SAINSBURY CONTINUE WITH NECTAR? 10 SHOULD SAINSBURY HAVE ITS OWN LOYALTY PROGRAM? 12 SHOULD SAINSBURY DISCONTINUE WITH THE CURRENT LOYALTY PROGRAM & DIVERT FUNDS TO NON-LOYALTY PROGRAMS 14 CUSTOMER LOYALTY PROGRAM IN FIJI 16 RECOMMENDATION 17 CONCLUSION 20 BIBLIOGRAPHY 21 CASE BACKGROUND NECTAR • The Nectar loyalty program is the largest loyalty program in Britain. • It was launched by Loyalty Management UK (LMUK and chaired by Air Miles co-founder Keith Mills). • Nectar opened for business in 2002.