...http://www.scribd.com/doc/39376533/The-Performance-Appraisal-System-of-Rahimafrooz Letter of Transmittal Mrs. Kamrun Ahmed Course Coordinator Management Information System Department of Business Administration Southeast University. Subject: Submission of Transmittal Dear Mrs. Kamrun Ahmed With a great respect, we are informing you that we have prepared a project report on “The Information System use in a Superstore”. For the project completion, we have selected the superstore “Agora”.We feel great pleasure for submitting this report to you, which will definitely help us to complete the MBA. During the preparation of this report, we have experienced a lot that will greatly help us in our further studies and carrier life. It has enlightened our practical knowledge about the information system use in the practical world of business, the strategies they follow to maintain the problem in the superstore although the experience we got from here will help us to contribute these techniques in our practical life. We tried our level best to develop a good report. We would like to thank you for giving us such an opportunity to do this report on this topic. Thank you Sincerely yours Name Student ID. Md. Hafizullah 2011110004011 Sayeed 20111100040 Rukhsana Akter Rumi 2011110004015 Umma...
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...three office supply superstores, Consumers, Competitors like other Superstores (e.g. Walmart, etc.), Manufactures, Suppliers, Labor organizations. Institutions - Courts, FTC, DOJ, Congress. Information - Asymmetric (FTC has done a lot of research and know quiet a lot to support the antitrust case but Staples and Office depot will know more about the relevant product market, Pricing etc.), Incomplete (e.g. Whether it was possible to pass through the improvements in efficiencies to the consumers and if yes how much), Contested (Whether the definition of the relevant product market was right, etc.). Nonmarket issue lifecycle analysis - The issue was in the legislative stage. FTC had contested the merger of Staples and Office Depot on the basis of antitrust concerns and now the courts have issued a preliminary injunction. But instead of continuing with the trial the companies have decided to terminate the merger. Hence it can be said that issue is in the enforcement stage of the issue life cycle. Brief answers to the end of case questions - 1) What was the key finding by the court that effectively decided the case for a preliminary injunction? While making a decision the court required the FTC to show that its challenge was likely to succeed and in balancing the equities it was of greater harm to let the transaction proceed than to reverse it later. The key finding by the court was the definition of the relevant product market as “office supply superstores”. FTC supported its...
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...Business Strategy: BBBY’s continued success can be attributed through their value to customers, superstore format, superior customer service and everyday low prices. BBBY delivered value to the consumer by offering quality merchandise at or below department store sale prices. Superstore layout allowed BBBY to carry a wide range of merchandise in large quantities. BBBY provides exceptional customer service and their customers provided word-of-mouth publicity for the brand. Operating Strategy: BBBY focuses more on offering the better quality products at or below sale prices compared to department stores and this strategy helped customers not to wait for sale. BBBY sustains a strong position in the home furnishings industry, with Strouds, Lechters, JC Penney, and Linens n Things being the most prominent competitors. BBBY’s competitors are competing with its successful superstore format with reasonable success. The superstore format allowed BBBY to carry widespread inventory at stores, and removed their dependency on warehouses. BBBY avoided substantial costs on warehouses by building superstores and it allowed them decentralize their store network and operations management. Decentralized network helped BBBY to find stores anywhere without depending on close proximity distance to warehouses. BBBY opened new stores that were superstores and expanded current smaller stores to superstore sizes. BBBY did not own any of their stores real estate but instead leased space. This ensured...
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...Proposed Merger Between Staples and Office Depot Leads to Concerns of Higher Prices Michael Baye and Patrick Scholten prepared this case to serve as the basis for classroom discussion rather than to represent economic or legal fact. The case is a condensed and slightly modified version of the public copy of the FTC's motion for a temporary restraining order and preliminary injunction against the proposed merger between Staples and Office Depot dated April 10, 1997. No 1:97CV00701. OFFICE SUPPLY SUPERSTORE MARKET Staples and Office Depot pioneered the office superstore concept within months of each other in 1986. Over the next ten years, they and a number of other firms seized on the same strategy of providing a convenient, reliable and economical source of office supplies for small businesses and individuals with home offices. These firms competed aggressively, developing office superstores as a one-step destination, carrying a full line of consumable office supply items as well as assorted other products. Staples and Office Depot have been immensely successful: today, Staples has almost 500 stores and Office Depot has more than 500 stores nationwide; they compete head-to-head in 42 metropolitan areas across the country. On September 4, 1996, Staples and Office Depot entered into an agreement whereby Staples would acquire the stock and assets of Office Depot for $4 billion. The merged company would have combined annual sales that exceed $10 billion. Absent the merger, both...
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...summary 1 Main report : Detailed problem analysis 2 - 4 References / Bibliography 5 Executive summary Johnson Beverage, Inc (JBI) owned and presided by Jack Johnson is a beverages distributer that serviced last year about 20 customers among which are four main local retailers: Saver Superstore, Oscar’s OddLots, Midwellen Supermarket and Downtown Retail. The company had been in business for two decades and had grown steadily over the past 10 to 20 years to secure a large market share in the local area. JBI distributes principally bottled sports drinks provided by small specialty beverage companies. The company’s discounts policy depends on customers and is based on a number of commercial factors. One of JBI’s best and most loyal customers for years, Saver Superstore, had been approached by a competitor and may want to negotiate a lower price for its product purchases. During a meeting held to address the situation Johnson’s accountant Jim Thomas presented a compiled report on customers profitability and profit margin where customer service costs are allocated to customers as a percentage of revenue. This analysis brought Johnson to the conclusion that Saver Superstore is not a very profitable customer compared to other client retailers ,that it is one of their lowest-margin customers and he can’t consider lowering prices for them. The operation manager for JBI suggested considering that Saver Superstore is an easy to deal with partner unlike some other...
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...UVA-C-2292 Feb. 3, 2009 JOHNSON BEVERAGE, INC. As president and primary owner of Johnson Beverage, Inc. (JBI), Jack Johnson was beginning to realize that retaining long-term customers was becoming a challenge. During a delivery run yesterday, driver Joe Stevens had noticed a competitor’s sales manager talking with the general manager of Saver Superstore, one of JBI’s largest customers. Then, that morning, Johnson’s sales manager, Marsha Ketchum, had mentioned that, during her visit with the same general manager on Wednesday, he was starting to make some noises about wanting to negotiate a lower price. This could cause a dilemma because this customer had been one of the company’s largest and most loyal customers for years. Johnson leaned back in his chair. These things always seemed to come up on Friday— just in time to monopolize his thoughts over what otherwise would have been a restful weekend. Deciding to address the situation head-on, he scheduled a meeting with Stevens, Ketchum, and several others for later that afternoon. Company Background JBI distributed beverages to retail customers. The company had been in business for two decades and had become a preferred distributor among several retail outlets in the local area. JBI primarily distributed bottled sports drinks made by small specialty beverage companies, and its business had grown steadily with the popularity of sports drinks over the past 10 to 20 years. Last year, JBI’s revenues totaled $12 million. The...
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...Strategic & Financial Analysis Student’s name Student’s affiliation Woolworths Business Analysis Woolworths Limited operates as a retail superstore giant within and outside Australia. Its current growth plans enlist extension of leadership in food and liquor, shareholder’s wealth maximization through improved portfolio management, building new growth businesses and responding to change in new era of growth. It envisions a dynamic business, flexible enough to respond to ever changing customer needs, which can introduce innovations in products and is backed by complete customer satisfaction(Woolworths Limited, 2013). Being in the retail industry,which is one of the largest employers in Australia, employing over 1.5 million people and an overall worth of AUD 329 billion, there is plenty of opportunity for growth, and due to increasing population, the demand is not expected to fall for the products Woolworth has to offer (About.com, 2013), especially when its corporate strategy is need-specific and revolves around satisfaction of the customer. For the purpose of economy-wide and industry-wide factors which may influence future performance of Woolworths, Porter’s five forces model has been utilized. It has been concluded as an appropriate model which can adequately analyze a firm’s internal and external forces which affect its current and future strategies(CIMA, 2007). The five forces are bargaining power of customers, bargaining power of suppliers, threat of new entrants...
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...business also exposes new players to global and well– structured competitors such as Giant, Carrefour and Tesco, to name a few. The current paper explores and describes the experiences of one Malaysian player, the Mydin Hypermarket in its quest to champion the local consumer market. A 2003 publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the business strategy and future direction of the Mydin business in this country. Originally built in the 1990s to emulate the then highly successful K-Mart Superstore in the United States, the Mydin Business had to immediately change its business strategic direction. Premised on interviews, site visits, observation and document analysis, this article provides a qualitative narration and a discussion on the various counter strategies undertaken by the management of Mydin Hypermarket in order to avoid having to face the same fate as KMart Superstore. Today, the Mydin Hypermarket understands its niche. To remain relevant in this highly competitive business, Mydin Hypermarket needs to understand its customers, reckons the capability of its competitors and be at ease with technology as a strategic tool. The question now, has Mydin found its forte?. The paper further explores. Keywords —...
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...invest in, the business also exposes new players to global and well– structured competitors such as Giant, Carrefour and Tesco, to name a few. The current paper explores and describes the experiences of one Malaysian player, the Mydin Hypermarket in its quest to champion the local consumer market. A 2003 publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the business strategy and future direction of the Mydin business in this country. Originally built in the 1990s to emulate the then highly successful K-Mart Superstore in the United States, the Mydin Business had to immediately change its business strategic direction. Premised on interviews, site visits, observation and document analysis, this article provides a qualitative narration and a discussion on the various counter strategies undertaken by the management of Mydin Hypermarket in order to avoid having to face the same fate as KMart Superstore. Today, the Mydin Hypermarket understands its niche. To remain relevant in this highly competitive business, Mydin Hypermarket needs to understand its customers, reckons the capability of its competitors and be at ease with technology as a strategic tool. The question now, has Mydin found its forte?. The paper further explores. Keywords — Consumer-driven strategy; hypermarket...
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...Best Buy Case Analysis In 1966 Best Buy began as a single location car and home stereo store founded by Richard Shulze in Minnesota. Now the company is an electronic superstore that has thousands of stores throughout the U.S., Canada, the U.K., and Asia. Best Buy has set themselves apart from its competitors, and have been successful for decades. The electronic superstore sells consumer electronics, home office equipment, appliances, and electronic services. Best Buy showed that they were the electronic store giant when their competitors, Circuit City and CompUSA were shut down due to the recession. Unlike these companies, the recession did not slow Best Buy’s revenue until 2011 when they had a sluggish 1.16 revenue growth for the 2011 fiscal year. Although two of their major competitors shut down due to the recession, several more emerged and proved to be threats to the electronic superstore giant. Wal-Mart, Amazon, Costco, and Radio Shack all have proven to be threats to Best Buy for numerous reasons. Each of these competitors distinguish themselves enough from Best Buy to be able to compete with each other. From Costco’s wholesale, Amazon being able to get past the state tax, and Wal-Mart’s logistics they have proven to be able to compete against Best Buy. As of recently Best Buy has seen a decrease in average growth. In the last five years it’s growth was at 10.26 percent, but in the last three years it has dropped to 7.9 percent. What makes Best Buy different from...
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...CASE • VERSION 2.0.0 Case Bookbinders Book Club By Gary L. Lilien & Arvind Rangaswamy Introduction About 50,000 new titles, including new editions, are published in the United States each year, giving rise to a $20+ billion book publishing industry. About 10 percent of the books are sold through mail order. Book retailing in the 1970s was characterized by the growth of chain bookstore operations in concert with the development of shopping malls. Traffic in bookstores in the 1980s was enhanced by the spread of discounting. In the 1990s, the superstore concept of book retailing was responsible for the double-digit growth of the book industry. Generally situated near large shopping centers, superstores maintain large inventories of anywhere from 30,000 to 80,000 titles. Superstores are putting intense competitive pressure on book clubs, mail-order firms and retail outlets. Recently, online superstores, such as www.amazon.com, have emerged, carrying 1–2.5 million titles and further intensifying the pressure on book clubs and mail-order firms. In response to these pressures, book clubs are starting to look at alternative business models that will make them more responsive to their customers’ preferences. Historically, book clubs offered their readers continuity and negative option programs that were based on an extended contractual relationship between the club and its subscribers. In a continuity program, popular in such genres as children’s books,...
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... Staples invented the office supply superstore—and it was an entrepreneur who came up with the concept. In 1985, Tom Stemberg, a supermarket chain executive turned entrepreneur, struck upon the idea when his typewriter ribbon broke as he was preparing a business plan and he was unable to find a store that stocked the ribbon. That was when he realized that the business plan he should be pitching was for a supermarket for office supplies. This was in the early days of the personal computer revolution, and ten years before the dot-com boom, but Stemberg correctly foresaw the growth potential for a superstore that catered as much to the demands of a homebased business as Fortune®500 corporations. Two decades later, Staples is the world's largest office products company and number-one in sales and profits in the United States. Staples serves customers and businesses ranging from homebased businesses to Fortune®500 companies in 27 countries throughout North and South America, Europe, Asia and Australia. The company operates more than 2,000 office superstores and also serves its customers through mail order catalog, e-commerce, and contract businesses. Its strategy of making it easy for customers to buy the products they need has fueled Staples’ highly successful expansion around the globe. But for this high-performance business, leading the market wasn't good enough. Business Challenge Throughout the 1980s and 1990s, the office superstore market exploded, with growth in the...
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...I. Title of the Case: WEGMANS FOOD MARKETS II. Point of View: Head of Operations III. Time Context: Present IV. Statement of the Problem: How can Wegmans Food Markets further improve its results of operations? V. Objectives: 1. To increase working capital by at least 10% every year 2. To reduce workforce by at least 1% every year 3. To increase customer satisfaction made through surveys by at least 10% a year VI. Areas of consideration: Strengths 1. It is one of the premier grocery chains in the United States, operates with 70 stores and employs 37,000 people 2. Leading since 1979, Wegmans dominates the US grocery market offering basic commodities and food products at a very low price. 3. Has been ranked as the best grocery store and is among the 100 best companies to work for, creating huge brand value. 4. Wegmans Food Market is located in many states which are situated in highly urbanized and economically stable places. 5. Strong reputation of high product quality and excellent service 6. Quality and customer satisfaction are utmost in the minds of Wegmans management and employees. 7. Recognizes value of employees and motivates employees through compensation, profit-sharing and benefits which results to a low turnover rate, which is about 6% compared to the industry rate of 20% 8. Employees are extremely knowledgeable about store operations and are always there for customer assistance...
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...through other marketing and promotional services, such as online advertising, and co-branded credit card agreements. The company operates in North America and some international companies. The company serves consumers through its retail websites, and focus on selection, price, and convenience (Amazon, 2011). Amazon (2011) websites enable products to be sold by it and by third parties across several categories. The company offer membership and also provides easy to use functionality, fulfillment, and customer service (Amazon, 2011). Borders Group, Inc. is an operator of book, music and movie superstores and mall-based bookstores (Borders, 2011). Borders (2011) operate 508 stores within the United States and three within Puerto Rico. Borders (2011) also operate 175 mall-based and other small format as well as 29 Borders-branded airports stores. Borders (2011) have three segments: Borders Superstores, Waldenbooks Specialty Retail stores and...
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... MAN 240 October 23, 2014 Dr. Richard Maybury Case Study: CarMax The Used Car Superstore: Smooth Ride or a Rocky Road? Case Study CarMax CarMax is one of the largest used car dealers in the United States of America formed by Circuit City during the 1990’s. Its intended goal was to create growth of the organization in a different market. The company survived the day in 2002 when t gained its independence but as for Circuit City they reached economic failure and discharged all assets in 2008. CarMax offered a new experience for its car buying customer’s it consisted of four key supports for customers. “CarMax has carved out a solid niche with its used-car superstores that feature no-haggle pricing and financing, a five-day money-back guarantee, and a national database of cars that can be delivered anywhere” (McCuddy, Morgal, & Morgal,[8]). They also brought use cars from people that didn’t purchase from them. Money manager Doug Schaller stated that he believes that there was a rock-solid business model, and few competitors would challenge CarMax on a national scale because of its business model and sales-data trends(sold 345,465 used vehicles), that create entry barriers. Operations were challenging during the first seven years and caused financial loss. They overpowered their impediments and their future seems to look promising. CarMax strategic goal was to expand its superstores at a rate of 15-20% each year; this growth rate proved to be great for the fiscal year...
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