Greggs is a national business and is the largest bakery chain in the UK with 1,671 outlets. In 2009 they announced plans for another 600 outlets and has become a bigger fast food chain than McDonalds (within the UK). Greggs belongs to the private sector which means it is owned by individuals. They are in the private sector to make money, profit is the driving force. Greggs are in the Tertiary sector as they sell you a product they cook for you in store, some might say that they are also in the secondary sector as they make their pastries in store, but they don’t.
Also, Frito-Lays has eight of the top ten selling snack chips. However, the industry is extremely competitive with over 650 new snack chip products introduced each year. Less than one percent of new products generate more than $25 million in sales in the first year. 2. What specific challenges and risks does Frito-Lay face in marketing Sun Chips and what are their implications?
As a result, since founded, in ten years, Natureview Farm’s revenues had grown from less than $100,000 to $13million. By 2000, Naturalview Farm produced twelve refrigerated yogurt flavors in 8-oz. cups and four flavors in 32-oz. cups. Because of the product’s longer shelf life, Natureview Farm’s brand of the 32-oz.cups had achieved a 45% share of this size segment in the natural foods channel.
Shares of Mcdonald’s stock over the last two trading weeks (1/7-1/18) have dipped slightly, closing at just above $58 on 1/7/08, and $52.40 on 1/18/08 respectively. The company, as expected, has been trading on relatively high volume over the week and YTD. McDonald’s is a blue chip company, meaning it is a well-established company with constant earnings and not broad liabilities. McDonalds also pays a yearly cash dividend, which has increased attractively in the last five years ($.40 in 2003 compared to $1.50 in 2007). The tone of the trading of MCD has
On February 9, 2006, Tesco announced that it planned to move into the United States by opening a chain of small format grocery stores in the Western states (Arizona, California and Nevada) in 2007 named Fresh & Easy. The initial planned capital expenditure is up to ($436m USD) per year. After Tesco CEO Terry Leahy announced serious resources had been committed to developing a format that would be popular with American consumers, investors responded with some skepticism with a small drop in the company's share price. The markets were expected to be around 1,400 square meters (15,000 sq. ft.) good-sized supermarkets in many countries, but about one-third the size of an average supermarket within the US.
• Non-traditional retail stores increased their share of consumers food-at-home from 1 7.7% to 30.8 in 2003. • According to the USDA traditional retailers market share declined from 82.3% to 69.2%. • Wal-Mart was both a driver and a beneficiary of this change, as its share of U.S supermarket sales reached 15.2% by 2003. • In 2004, Wal-Mart opened its first California supercenter. • By 2007, the number of Wal-Mart supercenters nationwide were forecasted to reach 2000, translating to 35% share of food store industry.
The company’s success has enabled it to grow to a total of 276 stores in United States, Canada and Great Britain as of 2007 (Thompson, Strickland & Gamble, p. C-2). The growing trend of organic foods has continued to increase. Sales rose from $1.8 billion in 2000 to $6.5 billion in 2007 (Thompson, Strickland & Gamble, p. C-11). Trends that can negatively impact Whole Foods Market are “through a loss of sales, reduction in margin from competitive price changes, or greater operating costs such as marketing” (Annual Report, 2009). The major trend that affected Whole Foods Market was mainstream supermarkets, such as Safeway, Kroger and Publix, expanding its grocery selection to include organic products (Thompson, Strickland & Gamble, p. C-5).
From 2002 to 2006, Whole Foods’ management team decided to drive growth by opening 10 to 15 large stores in metropolitan areas each year. Their stores range from 40,000 square feet to 70,000 square feet which were on the same scale as larger supermarket chains. Due to the economic conditions that hit in 2008, the company had to scale back their new store openings. In order to keep opening new stores in profitable areas, management will have to research and target each new opening into areas where Whole Foods can offer their products to willing buyers. Keeping these stores located in larger metropolitan areas will reach more potential customers who are willing to pay the price for organic
Differentiating Between Market Structures Introduction Kudler Fine Foods is a gourmet grocery store that offers many fine foods and a wide variety of goods in the Southern part of California. Kudler Fine Foods has three locations in Southern California, the locations are in Del Mar, La Jolla, and Encinitas. Kudler Fine Foods offers a wide variety of fresh bakery products, produce, meats, dairy and cheeses, as well as domestic and imported wines. Kudler Fine Foods founder, Kathy Kudler, first opened one store in June of 1998 in La Jolla, California, and then opened the other two stores in 2000 and 2003. Her goal was to have stores that offer her customers a variety of different goods with prices that her customers could afford.
Colombo Soft-Serve Frozen Yogurt Case Solution General Mills acquired Colombo Frozen Yogurt to increase net sales with little additional marketing cost. Frozen yogurt is sold through independent shops and impulse locations. The GMI sales force focused on the impulse segments， and its price promotion lifted its sales volume. 1. Competitive environment for Colombo Independent shops: Colombo mainly distributed through independent shops in the early 1980’s.