...| Recreational Equipment Inc. Customer Experience is the Brand… | Prepared by: Zia Uddin Fakhrur Rahman Shatil Mahmood Mahazabin Faria KhanCourse: Management of Organization & Systems [MGT 701] Couse Instructor: Prof. Md. Mahbubul Alam Date: 1st December 2014 | Table of Contents Executive Summary Introduction to REI Porter Analysis REI’s current Strategies ------------------------------------------------- Executive Summary REI leads outdoor sports stores in the US by offering apparel, gear, and services to the physically active crowd. REI is the largest consumer cooperative in the country, with more than 2.8 million members. With 94 stores in 26 states, REI garners unmatched customer loyalty as an outdoor sports authority. REI’s unique, innovative positioning strategy allowed its continued growth over the years. However, many retail stores are adopting REI’s strategies, threatening to carry away REI’s market share. REI should modify its strategies to maintain its position in the sporting goods industry. In this report, we analyze REI’s strategy using Porter’s Five Forces analysis. We analyze threats and show how REI differentiates itself from its rivals to builds its brand. Finally, we suggest strategies to stay ahead of competitors and to improve profits. ------------------------------------------------- Introduction History and Background From the 1970s to the 1990s...
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...Mountain Equipment Co-op. This report is consistent with our signed Academic Integrity Form on file with the instructor. Team Six March 4, 2015 Critical Issues In order for MEC to continue growing sales at a rate of 3.62%1 per year and maintain earnings before patronage return at 5.22% per year for the next 3 years, they must address the following: 1. How to change the negative perception of MEC house-branded products so that the percentage of MEC house-branded products sold increases to 50% of cost of goods sold in the next 3 years. 2. How to communicate MEC’s philosophy and initiatives towards the environment so that the number of members increase by 10%2 in the next 3 years. 3. How to address negative feedback from the web so that the concerns of the customers are addressed and the damage caused by negative comments is minimized. Situation Analysis MEC operates in a highly competitive industry with a large number of competitors ranging from chainstore retailers, such as Forzani and Walmart, to independent regional competitors3.They held 1.2% of the market in 20084 and an average of 1.1%5 over the last four years. To remain competitive, MEC implemented a private-label strategy. This strategy serves as a competitive advantage for MEC as they are able to offer high value for their products. They outsource the production of the MEC house-brand to foreign manufacturers which enable them to sell their products at a lower price domestically6. However, this...
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...Summary II. EXECUTIVE SUMMARY: 4 III. COMPANY BACKGROUND: 5 IV. SITUATION ANALYSIS 5 A. External Audit 5 1. Industry Overview and Analysis 5 2. PESTLE 6 3. 5 Forces of Porter: 7 B. Internal Audit: 8 1. Marketing Systems 8 2. Marketing Activities 11 C. Portfolio Analysis: 13 1. Ansoff Matrix 14 2. BCG Matrix 15 3. McKinsey: 16 D. Competitive Advantage: 17 E. Analysis Conclusion: 17 V. MARKETING STRATEGY: 18 A. Where do we want to be? 18 B. Segmentation, Targeting and Positioning: 18 1. Segmentation: 18 2. Targeting: 19 3. Positioning: 19 C. Competitive Strategy 20 D. Marketing Mix: 21 1. Product 22 2. Price 22 3. Place: 23 4. Promotion 23 5. People 24 6. Physical Evidence 24 7. Process 25 VI. IMPLEMENTATION: 26 A. Product development and diversification 26 B. Price 27 C. Internationalization and distribution networks: 28 D. Promotion: 28 E. People: 28 F. Budget: 29 VII. CONTROL AND MONITORING: 30 VIII. APPENDIXES 31 EXECUTIVE SUMMARY: Starbucks Corporation, currently the global leader in the coffee business, started off as a coffee bean roaster and retailer in 1971 in Seattle. Since then the firm has established 20,891 stores across 64 countries under the leadership of Howard Schultz. In the last decade, Starbucks has resorted to aggressive expansion making it the leader on the coffee shop market. However, increased domestic competition, recession and rise...
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...opportunity to subordinates to exercise their own judgment. They develop managerial skills which will be useful to the organisation in the longer run. * Decentralisation requires wider span of control and fewer levels of organisation. It speeds up communication. * Decentralisation increases the administrative expenses and each division or department has to be sufficient in terms of physical facilities and trained personnel. * As each department or division enjoys substantial autonomy it might lead to co-ordination problems. * There might be lack of uniformity and inconsistent procedures as each department might have the authority to formulate its own policies and procedures. Disadvantages of Decentralisation * Decentralisation increases the administrative expenses and each division or department has to be sufficient in terms of physical facilities and trained personnel. * As each department or division enjoys substantial autonomy it might lead to co-ordination problems....
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...Sudan and South Sudan’s Merging Conflicts Africa Report N°223 | 29 January 2015 International Crisis Group Headquarters Avenue Louise 149 1050 Brussels, Belgium Tel: +32 2 502 90 38 Fax: +32 2 502 50 38 brussels@crisisgroup.org Table of Contents Executive Summary................................................................................................................... i Recommendations..................................................................................................................... iii I. II. Introduction ..................................................................................................................... South Kordofan – the Epicentre of Sudan’s Conflicts ..................................................... A. The Government’s “Hot Dry Season” Campaign ....................................................... B. The Sudan Revolutionary Front ................................................................................ III. Internal Nuer Conflict in Unity State ............................................................................... A. Historic Disunity ........................................................................................................ B. Bul Nuer Rising .......................................................................................................... 1 2 2 4 7 7 8 IV. Merging Conflicts in Sudan and South Sudan ......................................................
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...The Midwest Energy Research Center FINAL REPORT BUSINESS PLAN FOR SOAR ENERGY COOPERATIVE Prepared by Management Consulting Services, Inc. Washington, DC On behalf of The Midwest Energy Research Center Findlay, OH December 2001 Management Consulting Services, Inc. Washington, DC T ABLE OF CONTENTS Abstract ....................................................................................................................................... vi Study Objectives ...................................................................................................................... vii 1. 1.1 1.2 1.3 1.4 2. 2.1 2.2 2.3 2.4 2.5 2.6 3. 3.1 3.4 3.2 3.3 4. 4.1 4.2 4.3 4.4 4.5 5. Introduction...........................................................................................................................1 Restructuring Legislation ....................................................................................................... 1 Renewable Generation in Ohio............................................................................................... 2 SOAR Energy Concept......................................................................................................... 3 Feasibility of SOAR Energy................................................................................................... 5 Market Assessment and Marketing Strategy....................................................................6 Market Size ..............................
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...PThe Midwest Energy Research Center FINAL REPORT BUSINESS PLAN FOR SOAR ENERGY COOPERATIVE Prepared by Management Consulting Services, Inc. Washington, DC On behalf of The Midwest Energy Research Center Findlay, OH December 2001 Management Consulting Services, Inc. Washington, DC T ABLE OF CONTENTS Abstract ....................................................................................................................................... vi Study Objectives ...................................................................................................................... vii 1. 1.1 1.2 1.3 1.4 2. 2.1 2.2 2.3 2.4 2.5 2.6 3. 3.1 3.4 3.2 3.3 4. 4.1 4.2 4.3 4.4 4.5 5. Introduction...........................................................................................................................1 Restructuring Legislation ....................................................................................................... 1 Renewable Generation in Ohio............................................................................................... 2 SOAR Energy Concept......................................................................................................... 3 Feasibility of SOAR Energy................................................................................................... 5 Market Assessment and Marketing Strategy....................................................................6 Market Size .............................
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...KEURIG Green Mountain Coffee Roaster Company Content KEURIG Green Mountain Coffee Roaster Company 1 KEURIG Green Mountain Coffee Roaster Company 3 1. Introduction 3 1.1 Product and operation 3 1.2 Stock price 4 1.3 Financial data 4 The revenue from 2009 to 2013 7 Net sale and operating income for each area segments 8 Net sale and operating income for each product catalogs 9 The cost from 2009 to 2013 10 SG&A trend 10 Components of SG&A 11 Comparison: Enterprise R&D Spend 11 Comparison: Enterprise Advertising Spend 12 1.4 Competition 13 1.5 Target market 14 2. The KEURIG Green Mountain Coffee Roaster Company’s Story 14 3. The problems 16 3.1 Problem in the supply 16 3.2 Competition from the distributions 16 3.3 Problem in innovation and successful development 16 3.4 Single experience 17 3.5 Narrow direction for sale 17 3.6 Quality of unlicensed 17 3.7 Narrow market for sale 17 4. Change of Strategy 18 4.1 Increasing the supply chains 18 4.2 Varying the distributions 19 4.3 Improving the business model 19 4.4 Building the relationships 20 4.5 Strength the experience 20 4.6 Expending away from home business 21 4.7 Converting unlicensed 22 4.8 Sharpening marketing message 22 4.9 International expansion 23 Appendix: Extracts from KEURIG Green Mountain coffee Company 10-K report. 24 1. Operating Free Cash Flow 24 2. Long Term Debt-to-Equity Ratio 24 KEURIG Green Mountain Coffee Roaster...
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...Table of Contents: Item Topic ….. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page Geography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Educational System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Famous Historical Germans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Landshut . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...INSTITUTE OF LANGUAGES NAME: HUSSAIN NIZZAMI SESSION: 2012-2013 SUBMITTED TO: MAM MARIA MALDONADO TOPIC: GERMANY HISTORY & CULTURE UNIVERSITY OF THE PUNJAB Table of Contents: Item Topic Page Geography 3 History 5 Government 10 Economy 12 Industry 15 Educational System 20 Famous Historical Germans 23 Culture ...
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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...
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...Lincoln High School IB History Internal Assessment Student Handbook Table of Contents What is the History IA? Planning Your Historical Investigation Examples of Types of Investigations Examples of Research Questions Choice of Topic 20th Century History of the Americas Alternative The Written Account & Assessment Criteria A. Plan of the Investigation B. Summary of Evidence C. Evaluation of Sources D. Analysis E. Conclusion F. Sources and Word Limit Sample History IAs 1Trotsky and the Russian Civil War 2US in Chile 3Women in the French Revolution 4PreWWI Alliances 4 7 9 10 11 12 13 14 14 1 2 2 3 4 10 16 Information in this guide is gathered from a variety of sources, including, but not limited to: The IB History Course Guide, Oxford’s IB Skills and Practice, IBOCC, and anecdotal experience. What is the History IA? The History IA is your chance to explore a period, theme, or event in history that you are interested in. For full IB Candidates, it also serves as 20% of your final History Grade. The final paper will be assessed by your teacher, with a sampling sent off to IB for score moderation. The History IA asks you to use the full range of skills you have been taught in class. In particular: ● knowledge and understanding ● application and interpretation ● synthesis and evaluation...
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...Chapter 1 Case Study: Harmonix Embrace Your Inner Rock Star Little more than three years ago, you had probably never heard of Harmonix. In 2005, the video game design studio released Guitar Hero, which subsequently became the fastest video game in history to top $1 billion in North American sales. The game concept focuses around a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump...
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...Google, which had signed a fiveyear deal to continue providing web search results and search-based advertising to AOL, as it had done since 2002. Google was expected to earn about $600 million in gross advertising revenue from AOL searches in 2005.2 The share of ad revenue that Google would pay to AOL was not disclosed, but seemed likely to exceed the 85-90% estimated for the prior deal.3 No tC op In addition to its $1 billion equity investment, Google would provide a $300 million credit for ads on Google promoting Time Warner products and would showcase Time Warner content in a special box on some Google search results pages. Critics complained about reports that Google would provide Time Warner with information about its search algorithms in order to help its partner’s pages secure higher positions in search results. Commenting on Google’s accommodations to AOL, author John Battelle said: “Each of them represents a step closer to a slippery slope. What they are giving away is the perception in the market place that Google isn’t for sale.”4 Google, based in Mountain View, California, had gross revenues of $6.1 billion in 2005 and an operating income of $2.0 billion. As of year-end 2005, the company had 5,680 employees and cash and equivalents of $8.0 billion. (See Exhibit 1 for Google financials 1999-2005.) Founded in 1999, the company...
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...JOHN T. GO URV ILLE JERRY N. C ONOV ER GolfLogix: Measuring the Game of Golf It was a sunny May afternoon in 2002 as the employees of GolfLogix—all six of them—assembled around the company’s conference table in Scottsdale, Arizona. It was 106!F outside, but it was comfortable inside—partly due to the air conditioning, and partly due to the company’s finally gaining traction in the market. After three years and nearly $2 million in investments, things were looking up. GolfLogix was founded in May 1999 on a simple concept—using the satellite-based global positioning system (GPS) to aid golfers in playing the sport they loved. In its simplest form, the GolfLogix product consisted of a customized, handheld GPS receiver, called an “xCaddie,” that indicated the distance to the green to which a golfer was hitting (see Exhibit 1). Rather than having to “guesstimate” how far he was, the golfer could simply look at his xCaddie, see that he was, say, 157 yards from the green, and pick the club appropriate for that distance. GolfLogix was offering 60 of these “Distance Only” units to golf courses for approximately $1,500 per month on a three-year lease. In turn, courses could provide the units to golfers free of charge, rent them for a nominal fee (say $1 per round), or bundle their cost with the greens fee. Do No But GolfLogix’s system could do much more. Rather than simply indicate distance, the system also could be used to record a golfer’s progress around the course. Using...
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