Arcor was always investing in new equipment and technology. These efficiencies gave Arcor an edge to react quickly to an increase in demand. Arcor established exclusive third party distributors, such as wholesalers and supermarkets. Arcor viewed distributors as salespeople, promoters and deliverers. Arcor believed the distributors were an integral part of the business and built strong relationships with them.
The company is also very successful in performance and market campaign. Under Armour company has also product performance, brand image, in-house Marketing and brand promotion. The SWOT analysis of the company: Strength: - Their fabrics are designs and styles to fit all the climates -Innovation and technology, which is the primary key of the company success and expansion - Products performance, brand image Core competence in research development Weakness * The product line is designed for mostly males customers so its very limited * Product line expansion Opportunities * By expanding their product line they can increase sales and product portfolio * Expand Globally Threats * Very intense competition with Nike, Adidas and many others *
There are some key success factors for IKEA to apply the global strategy successfully. As most of the products from IKEA are standardized, they will produce in huge quantities and they can gain economies of scale from there (Frynas, Mellahi, 2011). Moreover, IKEA worked closely with its suppliers through those collaborative long-term partnerships (World Resource Instituted, 1998). Besides that, IKEA has a very strong brand positioning among the customers that they are offering quality
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.
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.
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.
Analysis of the Problem 1. Aggressive Growth: Once Krispy Kreme went public, there was enormous pressure for public companies to grow and sustain growth quarter after quarter. KKD was growing 20% year and went from 144 stores to 427 stores in 45 states and four foreign countries, from 2000-2004. Krispy Kreme focused on growing revenues and profits at the parent level, while it outlets struggled. This was evident in their business model/ revenue breakdown.
The strategy of the company is largely driven by the needs of mass retailers. With the advent of large scale mass retailers like Wal-Mart and K-Mart, the bargaining power of retailers over their suppliers increased. Their demands of timely delivery of high quality merchandise at a low price had to be met if the suppliers wanted to survive in the market. Since the relations of mass retailers were very long term and marked with high volume merchandise sale, loss of a single client could translate into huge losses. The very survival of the company became questionable if it does adjust to the ever changing needs of the retail markets.
In January eBay reported a fourth-quarter net profit of US$25.9 million and expected revenue for the first half of 2002 to be between US$490 and US$510 million. Advantages to ebay-EachNet • The deal with EachNet was an important step forward in eBay's strategy to build a truly global marketplace. • International expansion would be an important driver of ebay’s growth. • 250 million strong emerging middle class would offer great potential. • E-commerce revenue in China was expected to grow nearly 12 fold to more than US$16 billion over the next three to four years.
What are the risks here? How do you think Tesco will do? ANSWER 4 : Tesco observed how it competed with Wal-Mart in the United Kingdom and made an analysis that it would do just as well in the United States. The breakeven analysis would be achieved by the second year and the market in the United States has not seen a model like Tesco’s format. The United States is a different market because it is a developed country and has many competitors in all of its markets.