When you first walk through the doors of Shoprite, you notice the floral section. The selection of flowers, plants and bouquets is numerous and attractive to the eye. The departments of the store are thought out intensively. The produce section, the meat section, the juices and dairy products and the main course in the middle of the store, the grocery products such as junk foods and other packaged goods are put in the middle of the store. In “The Supermarket: Prime Real Estate” by Marion Nestle, the author describes grocery stores as: “You are supposed to feel daunted-bewildered by all the choices and forced to wander through the aisles in search of the items you came to buy” (pg 496).
Based on this intensive growth strategy, a strategic objective is to offer products at affordable prices. Home Depot’s cost leadership generic strategy supports this intensive growth strategy. To enhance its product selection, the company has developed strategic alliances and exclusive relationships with suppliers to market a variety of well-known brand names (Home Depot Product Authority, LLC, 2016). Lowe’s competitive business level strategy is a low-cost provider. Lowe’s is able to keep costs low through by purchasing in large quantities from suppliers, buying directly from manufacturers, using technology to control costs, and setting up distribution centers to service area stores.
Trader Joe's success can be attributed to its ability to effectively balance its commitment to quality and price with its emphasis on customer pleasure. According to the authors, the company's innovative approach to the grocery industry, which includes the use of private label branding and selective product sourcing, has enabled it to offer its customers high-quality products at an affordable price
There is a crucial choice in choosing the strategy position between cost leadership, differentiation and focus of an organisation and the dangers of being stuck between these positions (Johnson et al., 2013). The risk of being “stuck in the middle” allows sufficient disadvantage to the organisation in interpreting no price premium, customer loyalty and cost advantage to target consumers (Angwin et al., 2011, p. 142). Porter’s Generic Strategy Matrix shows this strategy positioning more clearly (See Figure 2.1). This practice of positioning a strategy comes apparent towards ‘British Home Stores’ (BHS) department store which specified in selling clothing and household products, and where I propose to implement a strategic position of using the strategic clock to build a Differentiated Business Strategy. Figure 2.2 Strategic Clock
Task 4: Strategic implementation 4.1: Roles and responsibilities of persons involved The successful implementation of the strategic plan is possible, if all the persons involved in implementation of strategic plan in the organization have a clear idea about their role and responsibility in implementing the strategic plan to achieve the goals and objectives to comply with the mission and vision. There are different roles and responsibilities of the top management, middle management and employees in implementing the strategic plan. For that purpose, it is important to know the organizational structure of ALDI, which is as follows: Organizational structure of ALDI
Trader Joe’s Case Analysis Introduction This case analysis studies the Trader Joe’s retail chain that operates in the U.S domestic market. It identifies the current competitive strategies being employed by the company, the key issues it faces and proposes a number of improvements that are considered useful for the growth of the company in the future. Trader Joe’s is a privately held company that was founded in 1967 by Joe’s Coulombe and it is presently owned by the Albrecht family trust. Since its establishment, the Company carries out its business using the concept of Fresh & Easy Stores and targets the overeducated and poorly paid customers, who were believed to be sophisticated and interested in finding good bargains (Ager & Roberto,
Another company is Sysco, a food-service distributor in the U.S. Porter demonstrates that “It led the move to introduce private-label distributor brands with specifications tailored to the food-service market, moderating supplier power. Sysco emphasized value-added services to buyers such as credit, menu planting, and inventory management to shift” (Porter, 2008, p. 90). Like Paccar, Sysco knows how to make them different from their competitors in the high competitive industry. In food industry, customers is very sensitive with price because they have many options for substitute, so companies must have a competitive prices. However, Sysco decides that they should add values to their products and improve connection with their suppliers.
Identify an effective manager An effective manager that we have identified is the founders of Aldi, Karl and Theo Albrecht. Karl Albrecht was the second-richest person in Germany and the 35th-wealthiest in the world, with an estimated fortune of £12.2bn. However, in 1960, the business and its 300 shops were split by the brothers after they fell out over whether to sell cigarettes. This led to Aldi being separated into Aldi North and Aldi South, which is based in the south and now operates Aldi's UK stores.
Specifically, Ralph’s (similar stores are Vons and Albertson’s) and Whole Foods (similar stores are Gelson’s and Trader Joes) are two firms that utilize cost leadership and differentiation. On one hand, we have Ralph’s using cost differentiation by providing a broad range of merchandise at a decent price. On the other hand, we have Whole Foods that has implemented a differentiation strategy by marketing their merchandise as healthier (organic). The trade of for both companies is that they are attracting less consumers by just marketing to a specific crowed. For instance, if Whole Foods had lowered their price and still sold premium merchandise, soon Ralph’s would be in trouble.
After discussing Morrisons’ key strengths, strategic choices are analyzed with some recommendations for strategic direction. Strategic Developments Food retail industry is fast-changing area of business, if to consider developments occurring in strategy of Wm Morrisons
The company managers were not ready listen to the supplier’s problem. They want negotiation and dealing at their own cost. This power imbalance is creating a mess in the market because suppliers try to negotiate other retailers i.e. Aldi, IGA etc. This increasing duopoly of Coles and Woolworths will make market penetration very difficult for new entrants.
It provide the customer 700 popular items with private level brands. In comparison with COLES and WOOLWORTHS it was much more cheaper which makes ALDI first priority for the customers. ALDI has always been consumer focused and its aims to provide quality products to its customer at low price . Its objective was market oriented which satisfy customer needs and wants and motivate them to come back again by selling cheaper product and providing best customer service.
ALDI specializes on its own labeled products brand, creates high quality products with fair features, designs and packaging, ALDI also focuses on the variety of products that are mostly needed in each and every household, so ALDI does not only offer food but also offers electronic products, clothes, household goods, health and beauty products. By creating ALDI’s exclusive own brands, ALDI can minimize the costs on the products itself, therefore listing low prices for customers; Also ALDI is fortunate enough for its high purchasing power from suppliers, therefore ALDI can bargain the best prices so it can keep low costs and low prices; Another several ways ALDI is minimizing costs is for example: cart renting, as well as ALDI’s re-usable bags to reduce costs and insure low prices and saving for customers. ALDI took into consideration the importance of locating its stores in places convenient for people and also accessible, also taking into consideration public transportation links and parking spaces available, creating online channels for customers to locate their nearest ALDI store; Yet unlike other supermarket ALDI is not opened for 24H, ALDI’s opening hours are at the times where people are most likely to go shopping to minimize cost. As mentioned before prices aren’t something ALDI can compromise on and one of ALDI’s strategies is minimizing costs for competitive
A critical review of the retailer was carried out based on the external factor analysis using PESTLE (Political, Economic, Sociological, Technology, Legal and Environmental) and using Porter’s Five Forces Model of Competition to understand the correlation between suppliers, buyers, competitors within an industry, potential competitors, and alternative solutions to the problem being addressed. Background of the Company Giant was founded by the Teng family as a simple grocery store in one of the suburbs of Kuala Lumpur in 1944. Acquired by Diary Farm in 1999, Giant’s mission was to offer a wide variety of products at the lowest possible prices and closer to residential areas. Key to Giant’s growth is the ability to continuously offer value for money products and the core principles are retained even while pursuing the international brand status.
In this era of globalization, the supermarket industry is one of the common investment sectors. It is also forming retail common categories of food products such as fresh and meats, poultry and seafood, fresh fruits and vegetables, canned and frozen foods as well as various dairy products. Investment in this industry can be profitable if succeed but bear in mind that risk still exists if monitoring process is not carried out. Therefore, Professor Michael E. Porter from Harvard Business School has introduced a tool for purposes of analysis potential industry which is the most profitable and potential. Porter stated that five forces are deciding an industry either beneficial at future or it will become a case study and commerce practice (Porter, M.E., 2008).
