...Table of contents: 1. Introduction………………………………………………………………………………………………………….3 2. Critical review a well managed organization with culture of learning and innovation in international markets…………………………………………………………………….3 2.1 Literature review of a well managed organization with culture of learning and innovation in international markets………………………………..……………………………3 2.2 Examining Wal-Mart’s characteristics to the extent of learning culture and innovation …………………………………………………………………………………………………….4 3. Critical review internationalization theories and the case of Wal-Mart from 1994 onwards……………………………………………………………………………………………………….7 3.1 Theories of internationalization…………………..……………………….……………………...7 3.2 Wal-Mart’s internationalization strategies from 1994 onwards……………..……9 4. Wal-Mart entry Brazilian and Japanese market……………………………………………….10 4.1 Considerable issues of the company………………………………………………………… 11 4.2 Opportunity in those markets……………………………………………………………………13 5. Wal-Mart’s entry modes in international markets - Examining with Brazilian and Japanese markets…………………………………….…………………………………………… ….13 5.1 Mode of entry to Brazil ………………….…..……………………………………………………..13 5.2 Mode of entry to Japan……………………………………………………………………………….14 6. Summary……………………………………………………………………………………………………………15 7. References………………………………………………………………………………………………………….15 8. Appendices…………………………………………………………………………………………………………16 ...
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...Shopping by Darrell Rigby Idea in Brief A decade after the dot-com implosion, traditional retailers are lagging in their embrace of digital technologies. To survive, they must pursue a strategy of omnichannel retailing—an integrated sales experience that melds the advantages of physical stores with the information-rich experience of online shopping. Retailers face challenges in reaching this goal. Many traditional retailers arenʼt technology-savvy. Few are adept at test-and-learn methodologies. They will need to recruit new kinds of talent. And theyʼll need to move away from analog metrics like same-store sales and focus on measures such as return on invested capital. Traditional retailers must also transform the one big feature internet retailers lack—stores—from a liability into an asset. They must turn shopping into an entertaining, exciting, and emotionally engaging experience. Companies like Disney, Apple, and Jordanʼs Furniture are leading the way. Artwork: Rachel Perry Welty, Lost in My Life (wrapped books), 2010, pigment print Photography: Rachel Perry Welty and Yancey Richardson Gallery, NY Itʼs a snowy Saturday in Chicago, but Amy, age 28, needs resort wear for a Caribbean vacation. Five years ago, in 2011, she would have headed straight for the mall. Today she starts shopping from her couch by launching a videoconference with her personal concierge at Danella, the retailer where she bought two outfits the previous month. The concierge recommends several items, superimposing...
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...compare it with different other stores that possibly has a cheaper price for the dress. Or even go to the real store and check the dress out for yourself, plus send a picture of you trying on the new dress and send it to your friends for feedback. The thing about the future shopping life is Internet inevitably connects all of us. Not only the consumers but also the retailers are adjusting in order to thrive in this new ever-changing future. It is written in the case that nowadays, consumers are getting harder to please, they would like to avoid the hassle to virtually visit the store in person because sometimes the stores are crowded with people tending to either appreciate the products or fighting for discount stuffs. On the other hand, they also fear for buying those products that look good on the Internet but not so much in real life. To meet the needs of the customers in an Internet thriving future, retailers are facing difficulties maintaining a balance between their virtual stores and on-line Internet channels. It is a challenge for traditional retailers to adjust their marketing strategies since their old strategies are mostly to focus on traditional ways in selling the products....
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...product, teamwork and collaboration also give many input to create a great poduct. This also minimize risk in develop new product. * Hard Work Kevin Plank as a founder of UA, has a good work to increase the UA performance since the beginning. This causes the hard work of the Kevin Plank to reach their goals to make UA become biggest company in the sportswear. This culture also transferred to the employees, each employees of UA must have a passion to work hard to reach the company goals. * Innovation Culture UA ralize that company will growth with an innovation to compete with another company such as adidas and nike. With an innovation as a core strategy throughout the company will creates a sense of urgency. With the sense of urgency, UA always keep make an innovation on their products and relationship among the customer. Under Armour create a Innovation for their employess to develop their idea an create a new different product. This Lab has 10,000 square feet. The UA innovation Lab consist of a workplace and R&D facility . * Under Armour...
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...Bricks-and-Mortar IT Strategy Online retailers have been gleaning information about their customers’ merchandise browsing and buying habits Value Proposition Technology needed to improve brick and mortar retailers Personalized recommendations Targeted advertisements Improved cross-selling tactics Tracking customer count inside the store Physical Layout of Stores Personalized recommendations Personalized notifications can be sent to the customer's cellphone device Targeted ads Value Proposition i.e. coupons for shoes if customer has spent extended time in the shoe department Improved cross-selling tactics Up selling, different products that customers are unaware of, a item that compliments another item Tracking customer count inside the store Ensures adequate staffing levels Physical Layout of Stores Helps a retailer develop product placement strategies. Recognize returning shoppers Consumers on average are enrolled in 7.4 loyalty programs 53 percent of these members stop participating in at least one loyalty program a year Irrelevant reward offerings (68 percent) and slow reward accumulation (50 percent) as top barriers Value Proposition Effectively improve the customers in-store experience using technology to benefit and value the customer If customers think that they are benefiting then they will be more willing to provide information. Personalized (targeted) marketing has potential...
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...In which industry does P&G compete? Apply Porter’s Five Forces Model to the industry. Is this an attractive industry? P&G is one of the leading companies that are operating in the household consumer product industry. P&G’s threat of substitution is extremely high as there are many companies producing household consumer products, both national and international such as Clorox, Kimberly-Clark and Colgate-Palmolive CL. Also, P&G is also competing with retailers private label brands such as Walmart’s Great Value. Because the consumer’s switching costs between products are low, the quality, price, brand loyalty and differentiation of a product is very important in influencing consumer’s purchasing decision. The barrier to entry of an average incumbent firm for this industry is relatively low. This is because the capital investment that is needed to enter this industry is relatively low. However, because of the extremely high competition and also the existence of very established companies such as a P&G, it is very hard for a new entry to be as big as current products. This is because these companies have been able to capture a large market share over the years of their existence as well as able to create brand loyalty among their customers. Therefore, for a new firm to be successful, they would have to invest a lot in research and development to be able to produce a differentiated product. The threat of substitutes for this industry is low because most of the...
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...In the continuously changing environment, innovation is very important for the advancement of society and making the life better and simpler. New and innovative products increase the standard of living by providing the opportunities to improve the lives. With the advent of globalization and outsourcing, the need for innovation has increased. This is because of the increase in competition whereby all the small and big firms are operating at the same platform. According to Peter Ducker, if the company lost the ability of innovation then soon the company have to face the decline stage and the extinction in the business market (Goldhar and Berg, 2010) . In order to survive the organizations need to offer more than the good product in order to survive and this zeal to improve require the innovation in processes and management which helps in reducing the cost or improving the productivity. Innovation is the only tool with the help of which the organization can maintain its position in the competitive market and stay one step ahead of its competitors. It is the only way that creates the differentiation with the customers. Moreover, customers prefer the products which make their life simpler and this is possible with the continual improvement in product or processes. Being first in the market with the new product gives the significant advantage in building the customer base. The term Operational Strategy is defined as, “the total pattern of decisions which shape the long term capabilities...
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...2.0 Introduction With the rising number of retailers, it is becoming essential to have strategies that work not only in the retailer itself but also to help it survives from the competitors in the same market. The aim of this report is to find the best-suited strategies for Mulberry, which is struggling to stay and compete in the market. This report presents analyses used to evaluate the internal and external environment and positioning of the retailer in order to get the rationale behind the retailers’ selected strategies. Burberry Founded in 1856 by Thomas Burberry, Burberry is a British luxury fashion brand, which is known for its outerwear (“Company History”, n.d.). In 2014, it reached over £400 million revenue with 193 stores opened all over the world (Burberry Group Plc, 2014). Large leather goods are one of the products that boosting the business which represents more than 30% of total revenue followed by women and men trench coat and its latest product line which is Burberry Beauty with revenue reached £151 million as of march 2014 (see Appendix 1). The biggest contributor of sales revenue is Asia Pacific region with the least mainline stores compare to Americas and Europe, Middle East, India, and Africa (EMEIA) region (Euromonitor, 2014). Realised the need to go digital and capture the Millenials segments, Burberry go into seamless approach by launching Burberry Bespoke which allows customers to create their own design of clothing. Burberry Kisses the latest...
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...Callaway Golf Company — 2009 Case Analysis Peter Peter MGMT 637 Strategy Management Professor. Garcia, Edmundo, M.I.B.A Mitjans 1 From its initial existence R&D and innovative products had been the lifeline of CGC. When Callaway bought into the company his first initiative was to develop original products. Innovation and superior performing products are important in golf because equipment is thought to have a significant impact on player performance. Moreover, innovation was important because CGC had to be the technological leader to sell its products at premium price and continue to exceed customer expectations. The industry was also characterized as being driven by new product development because manufacturers were trying to bet each other to the next "best club" so CGC had to manufacture products that were differentiated from its own existing products as well as those of its competitors. The S2H2- introduced in 1988. This club redistributed weight to the striking area of the club head. The Big Bertha metal woods introduced in 1991. The innovative feature of Big Bertha was that it provided a larger "sweet spot". The oversized head made it easier to make contact with the ball so in turn made drivers more widely used by average golfers and revolutionized the way clubs were manufactured. The Great Big Bertha Titanium- launched in 1995. Titanium clubs increased the moment of inertia by moving material away from the club...
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...Functions of retailing From the customer point of view, the retailer serves him by providing the goods that he needs in the required assortment, at the required place and time. 1. Arranging Assortment:manufacturers usually make one or a variety of products and would like to sell their entire inventory to few buyers to reduce costs. Final consumers, in contrast prefer a large variety of goods and services to choose from and usually buy them in small units. 2. Breaking Bulk: to reduce transportation costs, manufacturer and wholesalers typically ship large cartons of the products, which are then tailored by the retailers into smaller quantities to meet individual consumption needs 3. Holding stock: Retailers maintain an inventory that allows for instant availability of the product to the consumers. It helps to keep prices stable and enables the manufacture to regulate production. 4. Promotional support: small manufacturers can use retailers to provide assistance with transport, storage, advertising, and pre- payment of merchandise. The Retailer also serves the manufacturers by 1. Accomplishing the function of distributing the goods to the end users 2. Creating and Managing a channel of information from manufacturer to the consumer 3. Act as a final link in the distribution chain 4. Recommending products where brand loyalty is not strong or for unbranded products. The Role of the Retailer by Pride Scott Wright while the companies profiled in...
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...Woolies Strategies Woolworths is a supermarket with 84% of group sales being in food and liquor. This outline focuses on the supermarket and food retailing operations of this company. Woolworths quickly established itself as one of the major players in the supermarket industry and has been rated as Australia’s premier retailer . Woolworths has annual sales of almost $45 billion and continues to expand and lift profitability despite significant competition and daily challenges. Woolworths’ core business focus is on customers, and seek to re-invigorate their products through investment in price, range, merchandise and quality. more on what woollies thinks its like blurb stuff Hollander’s thesis argues that over time retailers move from being low- price, low- status operators to high-cost, high-price merchants who are then vulnerable to new competition. In 1987, Woolworths avoided falling victim to this market force by reinventing itself as both a low-cost and high-service operator, most visibly by emphasising its position as the most credible fresh-food retailer in the marketplace. Woolworths “fresh food” innovation has been considered an example of marketing driving by being proactive in relation to consumer needs. This innovation became important due to the emerging concern for a healthy global environment, extending right through to consumers expectations regarding food standards. Woolworths re-invented store-design by utilising larger stores which incorporated the “store-within-a-store”...
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...This case study analysis serves the purpose to evaluate Amazon’s unique approach to service marketing which creates satisfied and loyal customer base and to estimate its international expansion. Amazon is one of the most customer oriented companies in the world, which is essential for e-tailor business as the competitor is only one click away. With its main focus on customer experience, it offers wide variety of merchandise, lowest price and convenience. This three ‘customer experience pillars’ supported by a foundation of innovation build the center of Amazon main strategy (Figure 1). Innovation Figure1: Amazon’s Customer Experience Pillars [5] Let’s have a closer look at each item: 1) The variety and availability of items on site is one of the biggest advantages of e-bookstore in over a regular one. Since there is no limit for shelf space it can offer not only top-sellers but also very unique slow-moving items. shipment within 24 hours. 2) The fairness and competitiveness of overall price is achieved by offering the lowest prices for the most popular products, with less popular products commanding higher prices and a Most of the company products are available for Convenience Selection Price greater margin for Amazon. Free shipping is offered for all orders over a certain amount of money and is used to encourage increase in basket size. 3) Customer convenience could be subdivided into: a) web site functionality or the ease of use of the site itself, which was...
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...approach to the public as a retailer that offers “design and innovation” and “value as more for less”. Since more consumers are stretching their dollar by purchasing store brands these days, Target has use an excellent marketing strategy by being one of the pioneer in its field developing, launching and integrating more than a dozen store brands. One of its most well-known store brand is “Up & Up” which replaced the general “Target” brand couple of years back. The company’s massive success in recent years has been attributed to their diverse store brands, expanding from three different food brands which include “Archer Farms” promising a line with healthier products to “Simply Balanced” an organic line promoting no GMOs in their products. Consequently, this benefits Target tremendously since it has positioned itself as the only store in the market that could offer an array of store brands at a reasonable price and delivers its costumers expectations and needs; thus attracting more loyal consumers to its store and continuing to grow in popularity, size and revenue. 2. Is Target’s store brand strategy working? Explain. • I believe given the mogul’s annual revenue and nationwide popularity, one could conclude that Target’s store brand strategy seems to be paying off extremely well. Target’s exclusive innovations have placed the company in terms of popularity and loyal followers in the frontline, as well as distinguished itself from any other retailer in its league including Wal-Mart...
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... There was no concept of online shopping in Pakistan before the inception of Daraz. Online shopping in Pakistan was all about buying clothes and accessories from various retailers’ pages on Facebook, most of them owned by individuals with unique ideas and designs. Corruption, misleading information and the worst after sales service were common attributes of ecommerce in our country. Daraz was the first full thought out online store in Pakistan which took these issues into consideration and tried to rectify them. Daraz.pk: The first Ecommerce in Pakistan Daraz.pk is part of the Asia Pacific Internet Group (APACIG), a joint venture of Rocket Internet and Ooredoo, leading internet platform in Asia, supporting some of the top internet companies in the region. Since the overall shift in the global market about changing trends towards internet retailing (see Exhibit 1 ) and ecommerce playing main role in fashion industry (see Exhibit 2 ), Rocket Internet took advantage of this new need and established different online ventures in different counties of Asia among which one of them is Daraz. The reason to launch Daraz in Pakistan was based on many facts. Firstly, Pakistan being one of the most populated country in the world holds great attraction for retailers. Also 70% of its population is under 30 years of age (youth majority) which makes it quite lucrative for an online venture as their target market comprises mostly of youth who are tech savvy and willing to try ...
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...Customers Competition Plan of Action Drypers Corporation Active Elements of Drypers Corporation Drypers Corporation is a producer and marketer of high quality, valued-price, one-use baby diapers and training pants. Baby diapers are sold under Drypers brand name in the United States and under other brand names internationally. The corporation also manufactures and retails lower-priced disposable diapers under other brand name such as Comfees in the U.S and internationally as well. World’s sixth largest producer of disposable baby diapers is Drypers Corporation and moreover, the third largest marketer of brand name disposable diapers in US. Drypers brand achieved the fourth largest selling diaper brand in US in 1997, and the second largest selling training pants in grocery stores. Competitors Producers of disposable diapers and training pants are generally separated into three groups: 1) premium-priced branded manufacturers, 2) value-priced branded manufacturers, and 3) private label-manufacturers. Kimberly Clark and Procter & Gamble are the two leading premium-priced branded manufacturers with their well-known Huggies and Pampers premium brand respectively. Product quality, product features and benefits, and price are main elements of competition on the basis of which competitors lead their competition in the market. In 1997, branded products represent 88.9% of company net sales in the U.S, sales of private label and other products account for remaining...
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