Appendix C: Organizational Analysis Costco Wholesale Corporation Introduction… The purpose of this Organizational Analysis is to discuss Costco’s current mission and values, provide a snapshot of their existing overall business model and the environment they are working in, and then discuss the key success factors required to succeed in their industry. Beyond that will be an examination of what resources (tangible, intangible, and human) and capabilities (functional and value chain) are needed
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COSTCO NOTES COMPANY BACKGROUND - The idea was created of membership discount store by Sol Price in 1976 - JU Sinegal used to work there however started his own operation called Costco in 1983 o The same year walmart launched their warehouse membership called Sams Club - 1985- became a public company - Costco merged with Price Club in 1993 and reached 16 billion in annual sales - 1997 they changed the name to Costco COSTCO’S MISSION AND BUSINESS MODEL - “To continually provide our
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what they have, what they lack, what they can use more effectively, and areas that need an immediate attention. Costco’s strengths lies in its ability to remain focused on its strategy and mission. The company has identified that it strives to be a low cost provider for quality products, no frill but adequate service. Costco consciously caps their profit margin at 14 % compared to their competition which markup at 20 to 50%. They have also created a private-label brand that is 20% below comparable
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Canada, Argentina, Hong Kong, and Brazil. The company considered that with a prospective of market globalization, the brand, “Wal-Mart,” could be a competitive advantage in many countries where it would operate. The company also decided that the entry strategy in each country should be through a partnership with local companies. In Mexico the local partner was Cifra in 1991. In Canada wall mart acquired Woolco - instead of having a local partner. In Brazil a local retail chain provided its help to open
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Exemplary Leadership and POB Former long-time CEO Jim Sinegal's driving vision for Costco still dominates and it is all about conceiving that small company feeling and he did this by creating value from within. Of course for Sinegal, creating value from within meant taking good care of Costco's 160,000 employees, which is explicitly stated in the vision statement. One way Sinegal was able to do this was by fashioning a corporate culture that established a more proactive and effective management
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became Vice-President of Merchandising and Operations at FedMart. He also held several executive positions within other companies up until 1983. Having held several executive positions, what Jim Sinegal is most known for is that in 1983 he co-founded Costco and was the president and CEO until he retired in January 2012. As CEO, Jim Sinegal believed in taking care of his employees. He also believed in treating his customers just as good as he did his employees. It was said that he was far more
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BLOOMBERG BUSINESSWEEK CASE IN THE NEWS [LO 1-1, 1-2, 1-3, 1-6] Costco CEO Craig Jelinek Leads the Cheapest, Happiest Company in the World Joe Carcello has a great job. The 59-year-old has an annual salary of $52,700, gets five weeks of vacation a year, and is looking forward to retiring on the sizable nest egg in his 401(k), which his employer augments with matching funds. After 26 years at his company, he's not worried about layoffs. In 2009, as the recession deepened, his bosses handed out
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Costco Wholesale in 2012: Mission, Business Model, and Strategy Jim Sinegal, co-founder and long-time CEO of Costa Wholesale, was the driving force behind Costco’s 29-year march to become the third largest retailer in the United States, the seventh largest retailer in the world, and the clear leader of the discount warehouse and wholesale club segment of the North American retailing industry. Sinegal spent considerable time touring Costco stores, using the company plane
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MS 6401: Organization Management. Read the case below and answer the questions asked. Case 1: 7.5% Costco Wholesale Corporation 1. Which of the three management-skill categories do you think Costco CEO James Sinegal draws upon most during his year-round visits to local Costco warehouses? Explain. Team building; Managing warehouses like Costco require an organization that is flat, fast, and flexible. Sinegal focuses in on customer and employee needs and wants which gives an understanding
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Costco is one of the largest retailers in the world organized in membership warehouse club store. With the domestic market becoming matured and saturated, entering emerging market for company’s long term development might be a choice. Considering China is the fastest growing country with economic growth of 8% in the world, and during the "12th-five year plan" period, the scale of retail sales maintaining stable growth to an average annual growth rate of 15%, and China has surpassed the United States
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