The reason of my suggestion for a bigger international chain is a well developed competitive strategy and the lack of cheesecake products in the rest of the world, in general. * Perception One weaknesses of The Cheesecake Factory is that they are not the number one choice for some customers, particularly families. People think of a fancy restaurant that is mostly about cheesecakes. They do not appeal to the customers looking for a family setting. This is also due to the higher prices at The Cheesecake Factory, large families may not be able to afford these prices.
The fact that Wal-Mart is a company not even a country; and is China’s eighth largest trading partner; just makes us realize how much economic growth depends on businesses to produce more goods and services faster and more efficiently. According to many economists, continuous economic growth leads to greater prosperity for everyone, but because so many countries are trying to achieve the same exact thing, competition is harsh. These are some positive and negative perspectives that are caused by international trade. As you can see, the relationship between the three sources is that they are all based on trade. All around the world, different countries import and export goods to each other so they can benefit themselves with economic growth.
Although Starbucks does face much competition, one of their biggest threats seems to be themselves. They have grown quickly which means they had to spend numerous amounts of money to open new stores and expand their products. “The company had its success through baby boomers in the 90’s, but now the Generation X is not liking the environment of the shop and the young generation feel out of place in the coffee shop, above all the price of coffee seems to be little expensive to them ("Case: Starbucks- Going Global Fast", 2012)”. With Starbucks wants to grow r rapidly and business oriented, it could be possible that they forget how to give customers that one on one customer service. Starbucks was a coffee shop that allowed friends to come together over a cup of coffee and now it has expanded with Wi-Fi in stores, and online stores.
Threats encumber an organization from realizing its objectives. The main risk facing Bolthouse Farm is the fierce competition from other local juice stores. With the increasing advent of bars, people prefer these smoothies, which are customized according to their preference. The impact poses a significant threat to Bolthouse farms since their smoothies are standardized. In 2011, bars/cafes grew by 4% in terms of current value to reach sales of 4.7 billion dollars of which 15% is revenue from smoothies sold in Canada bars.
Additionally, Starbucks has distribution agreements with office coffee supplier, hotels, and airlines. Using a variety of distribution channels allows the company to reach a wider market, however the company needs to be careful with this approach due to the potential channel of conflict. Implementation of Pricing Strategy Starbucks is the leader of the coffee market. As an individual company, it controls several times more market than any of its competitors. More than just a high priced coffee shop, Starbucks offers a combination of quality, authority, and relative value.
4. The case of Starbucks: ethics and marketing Starbucks changed its main supplier in terms of coffee, and now its major coffee producer is the global organization Fairtrade (“commerce equitable”.) Starbucks has always presented itself as a fair-trade company: it presents itself as an ethical corporation, claiming that it pays higher than market price for its coffee, thus distancing itself from other coffee houses. By doing so, by adhering to fair-trade movement, Starbucks partakes in the helping of 100,000 coffee farmers and communities. Not only is this changing its economic strategy, as coffee gets more expensive to buy for the company, but it more importantly improves the image of the brand on the social stage.
The decrease in revenues was due to more specialized competition from retail competitors to Wal-Mart. Kmart, and Target – among others – were building a stronger culture, improving employee benefits, and strengthening loyalty as a result among their customers and employees. These strategic changes began to give them a competitive advantage over Wal-Mart. Wal-Mart, on the other hand, began losing their workforce in part because of their low wages policy created to keep prices down which in turn created malcontent among employees—publicity around which started shifting consumer behaviour as well—and away from Wal-Mart. Additionally, as internet shopping started to take a larger piece of the consumer ‘pie,’ Wal-Mart could not keep the pace of its direct opponents.
In today’s world an internet-based company appeals as the best way to start a business because of the fast-paced business environments and driven people in the business world. The number of registered users for the website has increased between 2000 and 2005. However at a little less than 12,000 users the user growth has stagnated. This is because the company has limited its operations to certain Asian cities (Ex 2 – Weaknesses). Also the amount of new restaurants being recruited by the company has started to level off as well.
I have leaned that if your population is to high your people will feel crowded and there will be a food shortage but more people equals more taxes. So I had to figure out a way to balance the rising population but also Battle over population. The answer was (this is the shocker…) industrialization of farmlands. ( Again does this sound familiar?). Its no surprise that China is one of the most Industrialistic country with over 1, 330, 044, 544 people ( as of July 2008 Source: www.google.com ) which in my scientific analysis says nearly 700, 000, 000 are in the work force and within nearly 100, 000, 000 or less (much, much less) are in agriculture or livestock.
Do these moves benefit the United States? In acquiring globalisation in Latin America, the unpredictability of the economy worsened during the collapse of Mexican Peso. This made GE gain increased advantage to buy even more companies. In 1997 and 1998, Asia went in to an economic crisis with the currency going into turmoil. This made it easy for GE to acquire opportunities in Japan and other Asian countries.