...National Bookstore’s mission is to provide the largest selection of products and services for them to attain their goal that is to enrich the minds and improvethe skills of their customers. This is made possible through the well diversifiedbranches of the company. 3. Market National Bookstore envisions itself to build a thousands of strongknowledge centers not only in the country but throughout the Asia – PacificRegion. 4. Technology To attain its goal, National Bookstore continues to grow. It is stated in theMV statement that the company will be able to reach their customers through itsgrowing branch network. 5. Survival, Growth and Profitability National Bookstore is company who envisions itself to be the leadingbookstore not only in the country but to the entire Asia-Pacific region by the year 2025. 6. Philosophy The values embraced by the company, its owners and employees iscontained in the acronym MINDSET that is to have Malasakit (to be concernedto or with), to be INnovative in their products and services, to have a strongsense of Dignity in everything they do, to be Service-oriented, strive for Excellence and to work as a Team. The company believes that having thismindset is their key to success.These values guide each employee and the whole company itself in theway how the business is being conducted. The company is concerned with theproducts and service they offer that is why they want to be innovative in the bestway they can to provide a higher sense of satisfaction...
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...Promotions New reusable shopping bag in NBS National Book Store is saving the earth one shopping bag at a time with its new reusable shopping bag. The RED bag (stands for Reduce Earth’s Destruction bag) is NBS’ response to the ever-pressing challenge of reducing solid waste by limiting the use of plastic bags in retail stores. As the largest bookstore chain in the country, it recognizes its role in the proliferation of non-biodegradable refuse and its greater influence in reversing this harmful practice. This red mesh tote is sturdy and can handle moderate to heavy purchases. It is ideal for office and school supplies shopping. It is roomy, durable, and most importantly, “earth-friendly.” With the launch of this “ecobag,” NBS hopes to help change the Filipinos’ consumption practices and do its part in caring for the environment. Avail of the RED bag for a minimum purchase of P1,000 or buy it for P65 only. Get P0.50 off your purchase every time you shop with the RED bag. Limited stocks only. Our vision is to build a thousand knowledge centers in the Asia-Pacific region by 2025. Our core values are: having Malasakit, being Innovative, having Dignity in what we do, being Service-Oriented and striving for Excellence and working as Team. Having this MINDSET is key to our success. Mission: Our purpose is to serve our customers with tools that enrich their minds and improve skills to ensure their success. All our efforts are concentrated...
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...sell online successfully. Bezos created a list of 20 items that he thought he could market online, and then decided his new company would sell books online. He picked books because of the worldwide demand of literature, the low price of book, and the huge number of titles available in print. Bezos’ company originated in his garage in Bellevue, Washington. After two months in business, Bezos had sold to all 50 states and over 45 countries, and sales were up to $20,000/week. When it came to naming his company, Bezos wanted something that started with an “A” so that it would one of the first companies in alphabetical order. After searching through the dictionary he settled on “Amazon” because it was a place that was “exotic and different” and that is what he wanted his store to be. He also liked Amazon because it was the biggest river in the world, and he planned to make his store the biggest in the world. In 1994, Amazon was incorporated. In July of 1995, the company sold its first book on Amazon.com. In October of 1995, the company announced itself to the public. Amazon issued its initial public offering of stock on May 15, 1997, under the stock exchange symbol AMZN, at $18.00 per share. As of November 1, 2013, AMZN is up to $358.10 per stock and the highest stock was offered at $365.77. Amazon product lines now include: books, music CDs, videotapes and DVDs, software, consumer electronics, kitchen items, tools, lawn and garden items, toys and games, baby products, apparel...
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...Case 1: Cub Foods In 2003, Cub Foods had 78 corporate and 30 franchised stores. The chain built its success by focusing on its primary market: families of four or five individuals with adults ages 24 to early 40s who are informed. Value-conscious consumers – consumers like Leslie Wells. Leslie Wells’s recent expedition to the new Cub Foods store in Melrose Park, Illinois, was no ordinary trip to the grocery store. “You go crazy,” says Wells, sounding a little shell-shocked. Overwhelmed by Cub’s vast selection, tables of samples, and discounts as high as 30 percent, Wells spent $76 on groceries - $36 more than she had planned. Wells fell prey to what a Cub executive calls “the wow factor”. A shopping frenzy brought on by low prices and clever marketing. That’s the reaction Cub’s super warehouse stores strive for and often get. Cub Foods has been a leader in shaking up the food industry and forcing many conventional supermarkets to lower prices, increase services, or, in some cases go out of business. With Cub and other super warehouse stores springing up across the country, shopping habits are changing too. Some shoppers must drive 50 miles or more to a Cub store instead of going to the nearest neighborhood supermarket and bag their own groceries at Cub Foods. Their payoff is that they find almost everything they need under one roof, and most of it is cheaper than at competing supermarkets. Cub’s low prices, smart marketing, and sheer size encourage shoppers to spend...
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... We would like to acknowledge our gratitude towards XXX for giving us the opportunity to work on a project on Shoppers Stop, a leader in the Retail Industry of India and to get the proper essence of the current market scenario. Without his support and guidance, we would not be able to get the practical examples of different market strategies, marketing mix, market segmentations and other marketing topics. Such inputs are always very helpful and it provided us the enthusiasm to continue our hard work. EXECUTIVE SUMMARY Shoppers Stop is an Indian department retail store chain. It offers total 350 brands, international brands and national brands, to their customers who act as their strength and help them retaining as well as making new customers. They believe in retailing quality products. Shoppers Stop advertises its brand through various medium to reach out to maximum people. It aims to position itself as a global retailer. The company intends to bring the world’s best retail technology, retail practices and sales to India. Table of Contents | | Serial No. | Contents | Page No. | | | | 1 | Introduction | 1 | 2 | Market Segmentation | 2 | 3 | Targeting | 2 | 4 | Positioning | 3 | 5 | Retail Strategy | 4 | 6 | Online Retailing | 4 | 7 | Brand Makeover | 5 | 8 | Products Offered | 5 | 9 | Customers Of The Company | 5 | 10 | Competitors | 6 | 11 | SWOT | 6 | 12 | Sales Promotion | 7 | 13 | Advertising | 7 | 14 | CRM | 8 | 15 | CSR...
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...current structure. Costco's web site was first introduced in 1995, and it started conducting e-commerce in 1998 at Costco.com. In 1997, PriceCostco changed its name back to Costco, under which the company currently operates. Costco has also changed the site of its corporate headquarters from Kirkland, Washington, to Issaquah. As of December 18, 2009, Costco has 566 locations: 413 in forty U.S states and Puertorico, 77 in Canada, 32 in Mexico (joint venture with Comercial Mexicana), 21 in United Kingdom, 9 in Japan, 7 in South Korea, 6 in Taiwan and 1 in Australia. Costco's warehouses present one of the largest and most exclusive product category selections that can be found under a single roof. Categories include groceries, candy, appliances, television and media, automotive supplies, tires, toys, hardware, sporting goods, jewelry, watches, cameras, books, house wares, apparel, health and beauty aids, tobacco, furniture, office...
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...Section III • Data Analysis……………………………………………………………………………………….21 i. Demographics……………………………………………………………………………21 ii. Awareness………………………………………………………………………….……..23 iii. Importance of Factors influencing Purchase………………………………25 iv. Consumer Attitude……………………………………………………………….……27 • Private Label Vs National Brand: Brand Strategy………………………………….36 • Findings of Research………………………………………………………………………..….40 Section VI • Implications for Retailers……………………………………………………………………..41 • Suggestions ………………………………………………………………………………………...42 • Conclusion……………………………………………………………………………………………43 Bibliography………………………………………………………………………………………………..44 Appendix: Questionnaire……………………………………………………………………………….46 Contents of tables 1. Determinants of Success of Private Labels……………………………………………16 2. Descriptive Statistics 1…………………………………………………………………………26 3. Descriptive Statistics 2……………………………………………………….………………..31 4. Correlation Matrix…………………………………………………………………..…………..33 5. Communalities…………………………………………………………………………………….34 6. Component Score coefficient Matrix…………………………………………….……..35 7. Private Label Strategy………………………………………………………………………….36 8. Segmentation Strategy………………………………………………………………….…….37 9. Product Vs Store Branding……………………………………………………………..……37 10. Key...
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...square foot of total space low as well, 60% of average. Management had managed to control costs in all categories. Inventory was being kept lower than average with good turnover in all categories except software and accessories and supplies and sundry. A look at other performance measures however show some causes for concern. Percent of textbooks available first day had inched up slightly, as had textbook sell through even though both were still relatively low. Days textbooks in receiving area was now at 10 and cartons processed per employee hour down to 3.3. I would recommend that days in receiving area be steadily reduced to reduce inventory costs. And also increase employee morale to increase productivity. Alternatively FTEs in the receiving area may need to be deployed elsewhere or cut. Customer queuing time had been halved in the 2 years. GMROI was also up. Comparing Northlake’s progress to NACS benchmarks reveals several areas that could do with improvement. Most notable is the sale of used course books. Northlake lags the industry average of 20.7% by 7.3%. This is a big contributor to the lag in total book sales 67.8 vs 72.7%. Percentage of used text sales per new text, and course book sales were both lower than average, 28.70% and 20.70% respectively. Northlake should be putting more effort into the sale of books and used books in particular. The margin on used text books is healthier than that on new textbooks and so Northlake should be putting in more effort to acquire...
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...business where successful regional and national retailers can grow only by taking sales away from competitors. However, retail competition at the local level is more complex. Depending upon the economic base of the regional economy, it is possible for an area’s population and disposable income to grow even while the country’s is slowing. For example, Phoenix and Las Vegas are like many Sunbelt communities where a vibrant local economy, combined with attractiveness to retirees and second-home owners, results in a growing sales potential for many retailers. A retailer could grow in such a venue without having to take sales away from competitor. Just the opposite would occur in areas such as Mansfield and Youngstown, Ohio, which are experiencing a counting economic slump. A retailer must always be on the offensive by studying the changing competitive environment, especially its local competition, and differentiating itself from that competition. Only by creating a differential advantage that is extremely difficult to copy in terms of time and money can retailer hope for continued success. Prime examples of such differentiation are category killers, such as The Home Depot and Lowe’s, with their large selection; Wal-Mart, whose technologically advanced distribution system results in significantly lower operating costs than its competitors; Target, with a more fashionable and contemporary merchandise assortment and a more colorful and softer store atmosphere than other mass merchandise...
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...------------------------------------------------- Loughborough University Business School ------------------------------------------------- Strategic Management Consultancy Report Aleksandr Karev (A816441) Abstract The purpose of this report is to analyse the strategic position of Amazon and determine any competitive advantages held by the company. Beginning with a discussion of Amazon’s industry and review on the political, economic, social, and technological environments in which the company operates, the report than narrows to focus on Michael Porter’s Five Forces: threat of new competition, threat of substitutes, bargaining power of customers, bargaining power of suppliers and intensity of competitive rivalry. The report continues with a thorough SWOT analysis of the company and follows on to the analysis of the company’s internal environment. Resource base view together with value chain analysis has been chosen to analyse Amazon’s internal environment. Introduction Company Overview Jeffrey Bezos started Amazon in 1994, after identifying that Internet usage was growing at a rate of 2,300 per cent per year (Emerland, 2002). Working from a 400-square foot office in Seattle, Jeffrey launched Amazon in July 1995. By the end of 1996, Amazon has posted sales of over $16 million and served about 180,000 customer accounts, which made it one of the most successful Web retailers in the world (Galante, 1997). Amazon has continued to expand its customer base, and sales revenues...
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...one. Since there is no limit for shelf space it can offer not only top-sellers but also very unique slow-moving items. shipment within 24 hours. 2) The fairness and competitiveness of overall price is achieved by offering the lowest prices for the most popular products, with less popular products commanding higher prices and a Most of the company products are available for Convenience Selection Price greater margin for Amazon. Free shipping is offered for all orders over a certain amount of money and is used to encourage increase in basket size. 3) Customer convenience could be subdivided into: a) web site functionality or the ease of use of the site itself, which was achieved by such services as secure credit card payment, ‘search-find-obtain’ experience, personalized recommendations, ‘search inside the book’, One-Click technology etc. b) content or in other words the quality and accuracy of the information on the site, achieved via reducing an irrelevant information on the product, decreased advertisements on website and, specially appreciated by...
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... * Store location and Site Evaluation…………………………………………….9 * Crossword - Organization and Management……………………………12 * Classification from Retailer’s point of view……………………………..14 * Positioning of the Retail store…………………………………………………16 * Location * Merchandise Assortment Planning * Merchandise Pricing at Crossword * Communication via promotions * Competitive Objectives & Its Competitors………………………………22 * What Lies Ahead & Challenges……………………………………………….23 * The CD with the report contains- 1) Interview in a video format of the CEO of CROSSWORD. 2) Video of the store layout of two locations in Pune namely Kalyani nagar & S.B.Road. 3) Softcopy of the Final Report References……………………………………………………………………………..24 ABSTRACT “Making Crossword Was A Dream, A Belief, and A Passion. The Dream Was To Make A World-class Book Shop, The Belief Was That Books Make A Difference, And The Passion Was In The Magic Of Books And For Delighting Customers.” Mr.R.Sriram (CEO Crossword) Retailing...
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...Note: Solve any 4 Case Studies Case 1: Cub Foods In 2003, Cub Foods had 78 corporate and 30 franchised stores. The chain built its success by focusing on its primary market: families of four or five individuals with adults ages 24 to early 40s who are informed. Value-conscious consumers – consumers like Leslie Wells. Leslie Wells’s recent expedition to the new Cub Foods store in Melrose Park, Illinois, was no ordinary trip to the grocery store. “You go crazy,” says Wells, sounding a little shell-shocked. Overwhelmed by Cub’s vast selection, tables of samples, and discounts as high as 30 percent, Wells spent $76 on groceries - $36 more than she had planned. Wells fell prey to what a Cub executive calls “the wow factor”. A shopping frenzy brought on by low prices and clever marketing. That’s the reaction Cub’s super warehouse stores strive for and often get. Cub Foods has been a leader in shaking up the food industry and forcing many conventional supermarkets to lower prices, increase services, or, in some cases go out of business. With Cub and other super warehouse stores springing up across the country, shopping habits are changing too. Some shoppers must drive 50 miles or more to a Cub store instead of going to the nearest neighborhood supermarket and bag their own groceries at Cub Foods. Their payoff is that they find almost everything they need under one roof, and most of it is cheaper than at competing supermarkets. Cub’s low prices, smart marketing, and...
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...In addition to its traditional retail locations, CVS also operates its Caremark Pharmacy Services and several stores inside Target locations. With the move away from traditional healthcare, CVS also supplies MinuteClinics in more than 900 retail stores.[1] CVS/Pharmacy, the name of the retail space where more than five million customers are served daily, offers pharmacy care from over 24,000 pharmacists as well as beauty, convenience, and healthcare products covering all areas.[2] Number of locations: 9,500+ (most current)[3] Target customer: The average age of CVS customer is 39. Based on CVS’s diverse beauty department, their target market largely consists of women. In fact, 80% of their customers are women.[4] Contact Person: Bettina Tonelli-Sippel, Category Manager, Healthcare Why: CVS has enjoyed considerable sales growth since 2010. In the last fiscal year, 2014, the company saw revenue rise by 10% to $139.4 billion, led by its Pharmacy Services and recent acquisitions. It’s retail sales grew by 3% as the company enters new markets, add locations in existing markets, and relocates existing stores to more convenient locations. In 2014, CVS Caremark formally changed its name to CVS Health, signaling a transition towards being more health-oriented. Paired with this change was the decision to eliminate tobacco products, the first national pharmacy chain to do so. Clearly, CVS wants it customers to be healthy. They are more than simply a company they...
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...Abstract This paper provides detailed information about the growth of retailing industry in India. It examines the growing awareness and brand consciousness among people across different socio-economic classes in India and how the urban and semi-urban retail markets are witnessing significant growth. It explores the role of the Government of India in the industry�s growth and the need for further reforms. In India the vast middle class and its almost untapped retail industry are the key attractive forces for global retail giants wanting to enter into newer markets, which in turn will help the India Retail Industry to grow faster. The paper includes growth of retail sector in India, strategies, strength and opportunities of retail stores, retail format in India, recent trends, and opportunities and challenges. This paper concludes with the likely impact of the entry of global players into the Indian retailing industry. It also highlights the challenges faced by the industry in near future. INTRODUCTION The India Retail Industry is the largest among all the industries, accounting for over 10 per cent of the country�s GDP and around 8 per cent of the employment. The Retail Industry in India has come forth as one of the most dynamic and fast paced industries with several players entering the market. But all of them have not yet tasted success because of the heavy initial investments that are required to break even with other companies and compete with them. The India...
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