Operational Analysis of Morrison Supermarket

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Date: June 10, 2011 Subject: Strategic Operations Management The supermarket retailing industry has turned extremely competitive in the United Kingdom. In contract to other developed regions, this market still shows latent growth chances. However it is also necessary to announce that opportunities are available for region retailers who are pleasure to product good value for consumers at competitive prices. From being a region retailer, Morrions has become one of the fourth largest chain of supermarkets in the UK, it just stand behind the big four supermarkets (Tesco, Asda and Sainsbury’s). In 2004, by acquiring Safeway supermarkets, Morrisons is a UK company engaged in the business of food and grocery retailing with 425 superstores across the UK, an additional ₤400M of annual turnover (2009). The case study introduces about Morrisons managing operation style. The significances of operation’s performance are quality, speed, dependability, flexibility and cost. They are in reality a whole bundle of separate things and allow operations managers to understand the requirements of the market. The first performance objective of Morrisons is quality. In general, a supermarket has good quality that the store is clean and tidy. Most of customers were interested in shopping originally at Morrisons. The store is a modern, light and attractive built building. The inside is arranged tidy with separate shops buyers can easily to find what they want to buy. The arrangement of food aisles is reasonable logical. With a large section, the fruit and vegetables are quite varied so that every consumer could take choice. However, some customers complain about unpleasant “fishy” smell near the entrance. Like other supermarkets, Morrisons have small chilled counter and freezers that appearance high quality fresh seafood. Buyers can lock their trolley in a safe place

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