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Pestel Bunnpris

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(stryk det som ikke passer) ved Handelshøyskolen BI

- Tittel på oppgaven -

Eksamenskode og navn:
Eks. ORG 12341 – Organisasjon og Ledelse

Utleveringsdato:
DD.MM.ÅÅÅÅ

Innleveringsdato:
DD.MM.ÅÅÅÅ

Studiested:
BI XXX (eks. Stavanger/ Bergen)

Innholdsfortegnelse

Sammendrag

Bakgrunn
Iver Knudsen Lykke etablerte i 1830 I.K Lykke AS og er en av Trondheims eldste handelsbedrifter. Han starter sin bedrift med å selge kvernstein og møllestein. Betalingen på den tiden ble utført i form av landbruksprodukter, i 1840 årene etablerte han ny bedrift med fokus på salg av smør. Da Iver døde i 1865 tok hans sønn Peder over bedriften. Peder sluttet med å selge kvern og møllestein og fokuserte på salg av smør, kaffe, sukker og ost. Først i 1981 ble den første Bunnpris butikken åpnet på Øya i Trondheim av Trond Lykke. I dag er det sjette generasjon kjøpmann Christian Lykke som er adm. Direktør.
Bunnpris har i dag over 210 butikker fordelt over hele Norge.

Forretningside:
Bunnpris sin forretningside er: Vi skal gi folk flere valg til lavere priser og gi dem valgmuligheter som er enklere og mer spennende.
Verdier og mål:
LANGSIKTIG
Bunnpris er en tradisjonsrik dagligvarekjede med lang historie og solid erfaring i å drive butikk. Vår kunnskap, kompetanse og sterke kjøpmannsidentitet utgjør fundamentet i Bunnpris og er kompasset vi navigerer etter, nå og i framtiden.
For våre kunder:
For Bunnpris er det et mål å begeistre, inspirere og skape positive opplevelser som i gjenskaper lojale kunder. Hyggelig og personlig service, flott varepresentasjon og god tilgjengelighet er derfor en selvfølge hos Bunnpris. Kunder som har besøkt oss èn gang, skal få lyst til å komme tilbake.
For våre medarbeidere:
Hos Bunnpris vet vi at dyktige, lojale og engasjerte medarbeidere gir veldrevne butikker og fornøyde kunder. Derfor verdsetter vi og tar godt vare på våre ansatte. Som kunde vil du alltid møte kjente ansikt som utfører jobben i butikken med stolthet og naturlig entusiasme.
For våre eiere:
Lansiktige eiere skaper trygge arbeidsplasser, gode konsept og stabil økonomi.
På en strategisk måte:
Samtidig som driften av Bunnpris er forankret i en langsiktig og helhetlig strategi, løfter vi alltid blikket mot fremtiden for å forsikre oss om at vi gjør de riktige valgene. Slik bygger vi en butikkjede som drives godt i dag, godt i morgen og godt i fremtiden.
Kundeløfter:
Bunnpris sine verdier: Vi skal alltid ha lave priser, vi skal alltid ha mange tilbud på varer som betyr noe på budsjettet til folk flest og all mat vi selger skal alltid være trygg.

(www.bunnpris.no)

2. Nåsituasjon
Bunnpris Ryen ligger i et næringsområdet som har vært under utvikling de siste 5-3 årene. Nye kontorbygg, treningssentre, sportsbutikker har blitt etablert. Det samme har direkte konkurrenter som Rema 1000 og Kiwi. Det har truet Bunnpris Ryen sin posisjon til å være det foretrukne valget blant forbrukerne i nærområdet. Bunnpris sin omsetning har derfor redusert og markedsandeler tapt til Rema 1000 og Kiwi. Dette gjelder også Bunnpris generelt. Driftsresultatet til I.K. Lykke AS som drifter Bunnpris butikkene var et underskudd på 52 millioner kr i fjor (2013)
(http://www.dn.no/nyheter/naringsliv/2014/06/19/Handel/gir-opp--drive-butikker-selv)

3. Problemstilling
I takt med den økende utvikling i Ryen næringspark, så er problemstillingen som følger:
Hvordan kan Bunnpris Ryen styrke sin posisjon, og markedsandeler mot den økende konkurransen i lokalmarkedet?

4. Ekstern analyse
En ekstern analyse er å analysere hvilke muligheter og trusler som påvirker en bedrifts omgivelser.

PESTEL ANALYSEN:
PESTEL er et rammeverk over de makroøkonomiske forhold som kan påvirke en bedrifts verdiskapning. Trusler og muligheter fra SWOT analysen

Politisk: Politiske faktorer kan være momsreduksjon eller økning på matvarer. Det kan påvirke handlekraften til oss nordmenn. Dette vil da være likt for alle dagligvarekjedene.
Annen faktor kan være søndagsåpne butikker blir lov, ”Brustad bua” blir borte. Bunnpris har i dag flere søndagsåpne butikker, de har allerede arbeidskraften tilgjengelig og trenger ikke å bruke masse ekstra ressurser på å hente inn arbeidskraft.

Økonomisk: Rentenivå i Norge kan øke. Mange husholdninger i lander sitter med boliglån. Hvis lånerenten øker vil husholdningene få mindre kjøpekraft, det vil gå ut over dagligvarekjedene. Samtidig så er kjøpekraften til nordmenn på nåværende tidspunkt meget høy.

Sosiale:

Teknologiske: Flere bedrifter spesialiserer seg nå på hjemkjøring av matvarer med tilhørende oppskrifter laget av profesjonelle kokker. Viktig at Bunnpris kan tilpasse seg denne trenden.

Miljømessige:

Juridiske:

Iver Knudsen Lykke etablerte i 1830 I.K Lykke AS og er en av Trondheims eldste handelsbedrifter. Han starter sin bedrift med å selge kvernstein og møllestein. Betalingen på den tiden ble utført i form av landbruksprodukter, i 1840 årene etablerte han ny bedrift med fokus på salg av smør. Da Iver døde i 1865 tok hans sønn Peder over bedriften. Peder sluttet med å selge kvern og møllestein og fokuserte på salg av smør, kaffe, sukker og ost. Peder døde i 1923, han hadde tre sønner som overtok bedriften. Peders eldste sønn Ivar Lykke overtok som administrerende direktør i selskapet. Han var en dyktig forretningsmann og svært aktiv i politikk. Fra 1926 til 1928 var han statsminister i Norge. Ivar Lykke døde i 1949 og hans sønn Iver Lykke Jr. overtok

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