...Brief Description of the Organization Bharat Petroleum Corporation Limited (BPCL) is an Indian state-controlled oil and gas company headquartered in Mumbai, Maharashtra. BPCL has been ranked at 225 in the Fortune Global 500 rankings of the world's biggest corporations for the year 2012. In 1928, Asiatic Petroleum Company (India) started cooperation with Burma oil company ( company incorporated in Scotland in 1886) and involved in refining crude oil produced from primitive hand dug wells in Upper Burma. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing Company of India Limited. Burmah Shell began its operations with import and marketing of Kerosene. On 24 January 1976, the Burmah Shell was taken over by the Government of India to form Bharat Refineries Limited. On 1 August 1977, it was renamed Bharat Petroleum Corporation Limited. It was also the first refinery to process newly found indigenous crude Bombay High. The core strength of Bharat Petroleum Corporation Limited has always been the ardent pursuit of qualitative excellence for maximization of customer satisfaction. Thus Bharat Petroleum, the erstwhile Burmah Shell, has today become one of the most formidable names in the petroleum industry. Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents to aircraft fuel and specialty lubricants and markets them through its wide network of Petrol Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides...
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...and the heart of the province of Negros Occidental. Where it is geographically situated but governed administratively independent from it. It is also known for being a relatively friendly city; it bears the nickname "City of Smiles". It has many convenience stores located around the city like 7 Eleven, Munsterific, and I Mart which blooms in different areas of Bacolod City. The researchers did this study in order to understand how people involved feeling about being a good leader or manager towards their employees. There’s a lot of convenience store that can provide convenient to everyday needs, wants and easy access for customer 24/7. The researchers want to know if the customers are satisfied with the products and services. The convenience store is not the mainstream of the retail industry in the world. It has the complementary role to the supermarket in Bacolod City. The store is accessible to passenger jeepneys, and private cares. The store also is a perfect place to spend time after night outs and bar hopping for some. The increasing population of the city also encouraged the proponent to establish the store with the area. The mission of convenient stores in Bacolod is to make daily life easier by providing modern convenience and exercising social responsibility to those whom they serve. Statement of the problem The study aims to determine when people involve in business are willing to do the job, have the ability to do the job, neither willing nor able to do the...
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...whether an M&S Simply Food convenience store would be profitable when located in Complex Desjardins, Montreal. In the U.K. Simply Food possess a strong brand image and wide-variety of products that emphasize quality. Although considered more expensive than competing stores To see if the chain will have the same level of success in Montreal, we first analyzed the fundamentals and competitive landscape of the industry. Once a gap in the market was identified, we used quantitative research practices to examine each of the marketing mix factors involved in establishing the store. Our findings will indicate whether the location and consumer pool under consideration will RESEARCH OBJECTIVES * Identify the M&S Simply Food products and services, and the factors that drive the chain’s success in the U.K. * Analyze the market fundamentals of the convenience store sector in Montreal, and identify whether a market gap for quality, high-end stores such as M&S Simply food exists * Assess whether M&S Simply Food will be profitable in Complex Desjardins based on the following factor: (i) Location (ii) Consumer Demographic (iii) Consumer Preferences (iv) Competition & Pricing * Propose key operating and marketing strategies to ensure the success of M&S Simply food in Complex Desjardins. METHODOLOGY Industry Knowledge Exploratory research was employed to gain understanding of the U.K. convenience market and lean how the M&S...
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...analysis of Taiwanese 7-ELEVEn strategy development in terms of chain convenience store industry. Based on the chain convenience store industry’s environment and market situation, I mainly describe 7-ELEVEn’s approach of new promotion strategy, international strategy and financial strategy. Relying on relevant references, I analyse each of them by my professional knowledge. Finally my opinions on their current situation and future development are given in conclusion. 1. Introduction 3 2. Background 4 3. Environment of convenience store in Taiwan 5 3.1 Macro-environment (PESTEL) 5 3.2 Chain convenience store Industry 5 Key competencies 5 Key resources 6 Five forces framework 7 3.3 Competitors 9 4. 7-ELEVEn’s new strategy – city café 9 4.1 Motivation 9 4.2 Action 9 4.3 Result 10 5. International Strategy 11 5.1 Market Selection 11 5.2 Competitive Advantage 11 5.3 Internationalization drivers 12 Government driver 12 Market driver 12 Competitive driver 12 5.4 Entry Mode 12 Timing 12 6. Financial Strategy 13 Stock market 13 Share price 13 7. SWOT Analysis 14 8. Strategic uses by the Art of War 15 8.1 Best plan - Uniting minor enemies to attack main enemies 15 8.2 Normal plan – Cooperating with local big companies 15 8.3 Bad plan – Establishing a new brand 16 9. Conclusion 16 Reference List 17 1. Introduction Convenience store is a small store that stocks a variety of daily items such as groceries, toiletries...
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...(7/11 Japan) A convenience store chain attempts to be responsive and provide customers what they need, when they need it, where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? -A convenience store can be responsive in a few different ways in order to meet customer needs and wants. The store can conduct customer surveys in order to get a direct response on what the store is lacking or what customers prefer. They could do a store analysis also which would show them customer purchase patterns so they can pinpoint the hot items and when they should be in stock. In both cases the risk is that you could get the wrong information and stock your store wrong, or you could end up only tailoring to one customer’s needs, which might not be the same needs as the majority of your customers. Seven-Eleven’s supply chain strategy in Japan can be described as attempting to micro-match supply and demand using rapid replenishment. What are some risks associated with this choice? -Rapid replenishment as a strategy for supply and demand runs a few risk which are: customers will discontinue use of a product, the product will remain on the shelf until the shelf life is exceeded or you might not have what the customer needs/wants at the time of need because you are consistently replenishing other products from other customers. By the time the product that the customer wanted arrives in the store, that customer...
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...first store in Koto-ku, Tokyo, in May 1974. The company was first listed on the Tokyo Stock Exchange in October 1979. In 2004 it was owned by the Ito-Yokado group, which also managed a chain of supermarkets in Japan and owned a majority share in Southland, the company managing SevenEleven in the United States. Seven-Eleven Japan realized a phenomenal growth between the years of 1985 and 2003. During that period, the number of stores increased from 2,299 to 10,303; annual sales increased from 386 billion to 2,343 billion yen; and net income increased from 9 billion to 91.5 billion yen. Additionally, the company's return on equity (ROE) averaged around 14 percent between 2000 and 2004. In 2004, Seven-Eleven Japan represented Japan's largest retailer in terms of operating income and number of stores. Customer visits to Seven-Eleven outlets totaled 3.6 billion that year, averaging almost 30 visits to a SevenEleven annually for every person in Japan. COMPANY HISTORY AND PROFILE Both Ito-Yokado and Seven-Eleven Japan were founded by Masatoshi Ito. He started his retail empire after World . War II, when he joined his mother and elder brother and began to work in a small clothing store in Tokyo. By 1960 he was in sole control, and the single store had grown into a $3 million company. After a trip to the United States in 1961, Ito became convinced that superstores were the wave of the future. At that time, Japan was still dominated by Mom-and-Pop stores. Ito's...
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...Abhinay Madidi Patrick Guillaume Hannah Yue Table of Contents 1. Executive Summary ............................................................................................................................. 4 a) Introduction .............................................................................................................................. 4 b) Summary .................................................................................................................................. 5 2. Strategic Focus and Plan ...................................................................................................................... 5 a) Mission Statement .................................................................................................................... 5 b) Goals ….................................................................................................................................... 5 c) Core Competencies and Strategic Advantages ......................................................................... 6 3. Target Market …................................................................................................................................... 6 a) Who is our target market? ….................................................................................................... 6 b) Market Segments …....................................................................................................................
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...its transportation and receiving costs. For example, its area dominance strategy of opening at least 50-60 stores in an area helps with marketing but also lowers the cost of replenishment. All manufacturing facilities are centralized to get the maximum benefit of capacity aggregation and also lower the inbound transportation cost from the manufacturer to the distribution center (DC). 7-11 also requires all suppliers to deliver to the DC where products are sorted by temperature. This reduces the outbound transportation cost because of aggregation of deliveries across multiple suppliers. It also lowers the receiving cost. The information infrastructure is set up to allow store managers to place orders based on analysis of consumption data. The information infrastructure also facilitates the sorting of an order at the DC and receiving of the order at the store. The key point to emphasize here is that most decisions by 7-11 are structured to aggregate transportation and receiving to make both cheaper. Questions 2 A CONVENIENCE STORE CHAIN ATTEMPTS TO BE RESPONSIVE AND PROVIDE CUSTOMERS WHAT THEY NEED, WHEN THEY NEED IT, WHERE THEY NEED IT. WHAT ARE SOME DIFFERENT WAYS THAT A CONVENIENCE STORE SUPPLY CHAIN CAN BE RESPONSIVE? WHAT ARE SOME RISKS IN EACH CASE? As responsiveness increases, the convenience store chain is exposed to greater uncertainty. A convenience store chain can improve responsiveness to this uncertainty using one of the...
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...famous brand and provide more than 40 thousands convenience stores for the customers in the worldwide and the most important factor is successful performance in Supply Chain Management (SCM). However, 7-Eleven still has been facing a lot of problems which should be sorting them out in order to get more business opportunities. This report focuses on the supply chain management of 7-Eleven and suggests the improvement for potential problem of its whole supply chain system. At first, will introduce the company’s background by collecting data about its current situation and identifies the issues which are supported by SWOT analysis. And through the GAP analyses of the business the key existent issues faced by 7-Eleven. According to those above, the report will finalize the recommendations and implementation methods in order to improve the business and set a benchmark for future development. In the end, although 7-Eleven’s trend is led more convenience stores to satisfy the need of customers, but it still needs to improve its supply chain and operation mode to Commercial global optimization to continue keeping its leading position in the retail market. 7-Eleven Background 7-Eleven is the largest convenience store chain in the world, which has approximately 47,500 stores in 16 countries. The first Australian store was opened in 1977 owned by the Withers/Barlow family which has the license to operate and franchise 7-Eleven stores in Australia from the U.S. 7-Eleven INC. After 1990...
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...1. A convenience store chain attempts to be responsive and provide customers what they need, when they need it, where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? Convenience store supply chains can be responsive by doing several things right. Strategic locations for stores, rapid replenishment, technology deployment, buying trend research, responsive suppliers, and vertical integration are some key areas convenience stores can focus on. In Seven-Eleven’s case, they are not trying to fill the entire map with stores. Rather, they seek out additional demand in proximity of where other stores already exist. By clustering their locations together, they can distribute products more efficiently, aiding in rapid replenishment. Having a better understanding of customers buying trends allows each store to stock the appropriate SKU’s. Keeping track of buying trends will allow Seven-Eleven to respond to changes in demand of certain products and be more responsive to the demand shifts as they occur. Vertical integration leads to a quick response by shortening the manufacturing cycle of the products they sell. It aids in rapid response by linking the retailing aspect and manufacturing operations as a way to quickly respond to changing demand. 2. Seven-Eleven’s supply chain strategy in Japan can be described as attempting to micro-match supply and demand using rapid replenishment. What are...
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...CHAPTER II Foreign Literature Year 2004 7-Eleven installed HP servers and networking switches in all Branches and Stores in US for implementation of SIS (Sales and Inventory System). This system collect data from pount of sales terminal in every store and transmit the same to central Inventory in database. They use Oracle Database and it was managed by EDS to store 6 Millions of US customers transaction every day across the country. Analysis of above database to help understanding of Customer demand, Pricing of each product, Interest in new product. Which items are selling in which store, Seasonal demand of item , which items are most profitable. Local Literature Convenience store chain attempts to be responsive and provide customers what they need, when they need it, where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? Ways of responsiveness of convenience store Risks supply chain Fast replenishment. Cost of Transports Limited lead time orders. On-site producing. Cost of numerous orders processing Delivering merchandise according to customers. Cost of obsolete inventory Order taking. Cost of inventory maintenance Sales of items stockpiled in local store. Rely on the stability of Transport Local inventory. Cost of transport 1-3 times daily store delivery. 7-Eleven's supply chain strategy in Philippines can be described as attempting to micro-match supply and demand using rapid replenishment...
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...INTRODUCTIONLeading Convenience Store in Japan.No of Stores - 12000Annual Profit - $30 BillionChairman & CEO - Toshifumi SuzukiPositioning : “That Responds to Change” 3. US & Japanese Convenience StoresCultural ViewsJapan Stores – KonbiniIntegral part of their daily lifeUS – Simple Mini MartsLate Night Visits & Saves time while filling gas. 4. SEJ Success Mantra• Integration among Partners• Share Information through highly evolved Data richSCMImportant Aspect of Japanese Business Model is ability to gatherdata about their Consumers & transform it into Information. 5. Data Rich SCMSolid Information System (Trends in Market Demands)Helps in Product Replenishment & CreationPioneered a highly Efficient Logistics systemsReplenished Products to the very small shelfspace (Japan) 6. Major Innovator in convenience store Operations.Implemented TQM – (Kaizen-Japan)Achieved Success in Suffering Economy( Due to Consumer focused orientation based upon Analysis ofInformation Technology)In 1991 SEJ Invested $200 Million 4th Gen ITSystem. 7. ISDN Links their Retail Store with their Headquarters.Data is gathered during every single transaction.Store Manager & HQ Manager Analyze the Data.HQ Manager Aggregates the Data & send it to the Store Manager &Suppliers.Store managers Review Information Hourly.Weekly Cycle Information GatheringQuality control data is analyzed by computerized decision support(“whatif” & “goal seeking”)Started using ISDN (Integrated Service Digital Network) 8. Daily...
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...| | | | Applied Research Project | Introduction In this contemporary life, people cannot survive without supermarket which is interrelated to the whole thing of people’s lives, such as food and clothing line. A supermarket is a outward appearance of grocery store, a self-service store offering a wide variety of food and household merchandise and organized into departments. The supermarket characteristically comprises meat, fresh produce dairy, baked goods departments, along with shelf space reserved for canned and packaged goods as well as for various non-food items such as household cleaners, pharmacy products and pet supplies. Most supermarkets also sell a variety of other household products that are consumed regularly, like alcohol, medicine, clothes and some stores sell a much wider range of non-food products. A supermarket is larger in size and has a wider selection than a traditional grocery store also selling items typically found in a convenience store but is smaller and more limited in range of merchandise than a hypermarket or big-box store. In this paper we divided supermarkets of the worlds into three categories: * Convenience stores also called corner store, a small store that stocks a range of everyday items such as groceries, toiletries, alcoholic soft drinks and tobacco products. * Regional supermarket, a superstore which is bigger than 3000 square meters, contain routine weekly needs for most people can be satisfied in the case that adequate...
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...7-S – with acquisition info Issue | Cause of Issue | Suggested Resolution | StrategyMisalignment and different relative importance of key stakeholder goals and expectationsNo commonly understood strategy for the Hydrate business post acquisition | ABL is a listed company focus is on creating shareholder value and it intends to extend products in the food industry. However hydrate is likely to maintain its strong private background and focus on domestic non-alcoholic market, maintained by private ownership.ABLs key requirement was improved financial performance and use of Hydrate as a basis for expansion into the bottled water industry. | It should have been communicated to all levels of business through cascading communication. This would have ensured all ABL employee understood the future direction of the business and the changes that would be needed.An explanation to existing company employees is required to make sure they fully understand the strategy changes. | StructureDecentralized organization structure in ABL Vs relatively centralized structure in HydrateSystemStrict financial processes are seen by the existing Hydrate mgmt. as cumbersome and inflexibleMgmt and staff are not happy with the new performance management and reward policies that have been implemented and there is a real problem with motivation towards the achievement of goalsDifferent functional system would be applied.StyleStaff | ABL is the second largest company in non-alcoholic beverage industry...
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...Rural Community Presentation Assessment of a community is essential for planning, implementation, and evaluation of programs to improve the health of a population. Our windshield survey provided an informal means of evaluating the community of Grambling, Louisiana. By understanding the essential functions of the community one is allowed to better identify potential needs. My perception of the goals was to “Improve health-related quality of life and well-being for all individuals.” (HealthyPeople.gov). It is noted that people are living longer and promoting well-being emphasizes a person’s physical, mental, and social resources and enhances protective factors and conditions that foster health. One of the objectives that are associated with this goal according to Healthy People 2020 is: “Increase the proportion of adults who self-report good or better physical health.” (HealthyPeople.gov). The second goal to consider is,”Improve access to comprehensive, quality health care services.” (HealthyPeople.gov). An objective for this goal is, “(Developmental) Increase the proportion of persons who receive appropriate evidence-based clinical preventive services.” (HealthyPeople.gov). Both of these goals and objectives are important as the family nurse practitioner is in an excellent position to be an educator of issues relative to the patient’s health. In addition the nurse practitioner is in the position to promote screening and preventative services. The nurse practitioner also must...
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