...intensified compensation in the supermarket industry. In practice, the effective of a right strategy depends on the ability to outperform the business or gain a competitive advantage. This can only be achieved by having a proper mechanism to monitor, evaluate and control the strategies that have been selected. The globalized forces and marketing stimulus, customer’ behavior is now shaped towards having a planned weekly or monthly shopping from supermarket. This would be real opportunity for supermarket lie STO supermarket which provides more than one stop shopping for customers to save their valuable time spent on shopping from different supermarkets or corner shops. The political instability in male emphasizes more on saving their items. However, STO super mart practicing the concept of customer’s orientation in every service customer. As both macro and micro environment is very dynamic, the strategies need to be continuously revised based on it in ordered to succeed. Some of the strategies such as introduction of price checker and self-checkout system need to monitored and controlled well when compared to other strategies II. About STO Super Market People’s Choice Supermart was established in July 1991, with the intention of providing an inexpensive mode of shopping by introducing the concept of Supermarket for the first time in the Maldives. Supermart is located at the ground floor of STO trade Centre. Supermart is the largest supermarket in the Maldives and holds a variety...
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...University of Massachusetts - Amherst ScholarWorks@UMass Amherst Masters Theses 1896 - February 2014 Dissertations and Theses January 2008 The Impact of the Organic Mainstream Movement: A Case Study of New England Organic Produce Prices Megan M. Dolan University of Massachusetts - Amherst, megan12122001@yahoo.com Follow this and additional works at: http://scholarworks.umass.edu/theses Dolan, Megan M., "The Impact of the Organic Mainstream Movement: A Case Study of New England Organic Produce Prices" (2008). Masters Theses 1896 - February 2014. Paper 100. http://scholarworks.umass.edu/theses/100 This Open Access is brought to you for free and open access by the Dissertations and Theses at ScholarWorks@UMass Amherst. It has been accepted for inclusion in Masters Theses 1896 - February 2014 by an authorized administrator of ScholarWorks@UMass Amherst. For more information, please contact scholarworks@library.umass.edu. THE IMPACT OF THE ORGANIC MAINSTREAM MOVEMENT: A CASE STUDY OF NEW ENGLAND ORGANIC PRODUCE PRICES A Thesis Presented by MEGAN M. DOLAN Submitted to the Graduate School of the University of Massachusetts Amherst in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE February 2008 Department of Resource Economics THE IMPACT OF THE ORGANIC MAINSTREAM MOVEMENT: A CASE STUDY OF NEW ENDGLAND ORGANIC PRODUCE PRICES A Thesis Presented by MEGAN M. DOLAN Approved as to style and content by: Julie A. Caswell, Chair ...
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...Home-grown vs. Store-bought Is it more cost effective to grow your own produce or to buy it in the supermarket? This question constantly came to mind after acquiring .92 acres of land two years ago. I usually make 10 or more trips to the supermarket in one month even after I do my big shopping at the beginning of the month. My trips following my first of the month are almost always for my produce. I spend more money on gas going to the store than I do to get to work. It is more cost effective to grow your own produce at home than to buy it in the supermarkets, because they spoil quickly and are not always fresh when you are ready to use them. You also save money on gas making trips to the grocery store twice a week to buy produce because they are not readily available at home when you need them. It is more cost effective to grow your own produce at home than to buy it in the supermarkets, because they spoil quickly and are not always fresh when you are ready to use them. Some would say that it is more convenient to buy produce at the supermarket because gardening requires too much work and time and this is practically impossible if you have a full-time job and a family to deal with. I disagree with this point because I have a full-time job, attend college online full-time and a family to deal with. I also have a new born baby and I am still able to grow my own green peppers, red peppers, thyme, cucumbers, avocado, pumpkin, papaya, lettuce, tomatoes, and green onions. As...
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...suggestions and providing us data and relevant information for completing this report. We would also like to thank Mr. Bajan saha, accounts manager of Agora for giving us some important information about the official procedure and inspiration techniques of Agora to complete this report. They shared their practical experiences and talk about their loyalty and commitment towards the organization. .All of our group members supported each other, throughout the making of this report and completing it successfully. We have done some group discussions, where we shared each other‘s views on the different issues to complete this report. Executive Summary Agora is the largest retail superstore in Bangladesh. Agora‘s interior is similar to most supermarkets in design and layout due to trends in marketing. It produce tends to be near the entrance of the store. Various kinds of products and services are sold (at least 2500 products and services). Milk, bread, and other essential items are...
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...describing all the services Amigos provides you will surely love to go grocery shopping, because of its sophisticated structure with a perfect location, store floor layout and the great employees. Amigos is the largest supermarket south side of Bayamon, providing food to thousands of families. Amigos is located in Rexville Towne Center, on the corner of state highway 167 and state highway 5 of Bayamon, PR. It is surrounded by ten different residential areas, maybe more. It is so close to so many families and you don’t even need a car to get there. You can even get on a public bus to get there; the bus stop is right in front. When you arrive at Amigos you see this large beige building with a large sign in front that reads “Amigos, Solo lo mejor al mejor precio SIEMRE”( “Friends, Only the best for the best price ALWAYS”). The vivid colors of the sign are written in red and black. Amigos is written with blood red letters, while the rest of the words are written in black except for SIEMPRE, which is also written in red. You are most likely to see the sign 10 miles away because of the size and lighting. It lights up so bright that at night you can see the whole shopping center and blinds you. While approaching the entrance you will find red shopping carts to your left with “Amigos” stamped on the child seat and sides in white. In...
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...Super Power for Supermarkets ICSA researcher Gillian Westbrook takes a closer look at the power of supermarkets In the current recessionary times, it seems that price wars for food are going to be an increasing part of the retail landscape. To gain competitive advantage, retailers respond by reducing prices, a strategy that suggests to the shopper that the retailer is making less profit on their goods than in previous times. Consumers are pleased to save a few euro on their weekly shop, and are probably blissfully unaware of just who is taking the hit for the price reduction. Farmers, however, know only too well from whom the margins are being sought. Producer margins have been eroding year on year, leaving many farmers reflecting on how the economics of their business seemed more attractive thirty years ago. The relationship between farm-gate price and the rising high levels of retail and supply concentration are not mutually exclusive and should not be underestimated. There have been many factors that have impacted on farm-gate prices. BSE for example, occurred at a time when there was a major shift in EU retail concentration and very likely created opportunities for retailers to exert their power over suppliers. Various aspects of market consolidation and issues concerning food safety have all had serious detrimental consequences to the farmer. Unlike BSE, however, the matter of eroding farm-gate prices and the power of the retailers to control prices has received limited...
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...decision, and he said he never tried the free simple because it was a drinks, he feels sick about the unpacking milk was exposed in the air especially at supermarket, however, the discount played the important role for his decision process, he prefer better price for the final purchase. His motivation to buy is kind of interesting, because his Vitamin D deficiency, in New England, it has clouds coverage, we don’t have enough sun, the sun give us the vitamin D and we need that for a bodies, and especially for him, if he get sun and easily burn, so he can’t been in the sun for too long, he needs drink more milk than us. The attribute for him is being healthy. And it was a “critical” and casual decision for him because he’s knowing that he needs vitamin D, he has awareness about if his milk was lowing and he have to get more, the milk like his drugs. John tried to see what other products had vitamin D in it, and pretty much milk is the best product to use-depends on the price and the quality. For the all kind of milks the 1% milk is the best choose in his mind, because he think it has better tastes and also he like color blue, the package of whole milk is red, 2% is yellow and 1% is blue. The place where to buy is came first because he already knew what to buy, and he prefer nearby place, like anyplace. Whenever John go to supermarket or grocery store he get use to grab a bottle of milk. Five dollars can’t get much today, everybody grab sort of, like consumption. People buy them for...
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...The rain lashed down onto the car park floor with the force of nails, struck by a hammer. The clouds dominated the afternoon sky engulfing the sunlight into its grey abyss. Row, upon row, upon row, of cars filled the car park all leading me towards the supermarket entrance. Above the entrance stood the five letters of TESCO, glowing with blue defiance against the gloomy weather. Outside was a dwindling supply of shopping trolleys, soon to be used by the next wave of rush hour customers. The huge automatic entrance door parted as I walked towards it, eager to be inside. Walking across the smooth marble floor I noticed the barely audible, relaxing tune that flowed through the speakers, wrapping everybody in its blanket of calm. The big green and yellow ‘frozen food’ sign was now overhead as I weaved through the legs of a crowd of people. My red T-shirt wasn’t enough to keep me warm from the chilling bite of the giant freezers. Their scent is always near impossible to describe, but the first thing to assault the nose when you are by them is the sheer cold. Then I reached a screaming child. A single mother juggled between a sleeping baby in a pram, scribbling onto her shopping list and shushing a screaming toddler, clinging to the side of the trolley like his life depended on it. The bags under the mother’s eyes showed she’d had many sleepless nights. I continued on. The screaming stopped. Taking a glance back I saw the toddler now grinning in silence, sucking on the dummy his...
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...How to Prevent Perishable Shrinkage Visit any large supermarket in the morning, the aroma in the air is always that of fresh baked bread. Customers will frequent a particular supermarket over others because of its perishable department. Therefore it is vital that the ‘fresh & friendly’ philosophy becomes the operational standard of any retail organisation that wants to remain profitable. A produce department accurately merchandised is a sight to behold; it is a symbol of beauty and magnificence. It conveys a message of freshness to customer that creates customer loyalty and develops a satisfying perception about your store. It is the perishable department that distinguishes one supermarket from another. Product availability, freshness and quality all contributes to the competitive edge one supermarket has over another. Four essential facts about perishable department: • Fuels sales & profit • Stores lose 20% of available perishable profit to shrinkage • Reducing perishable shrinkage by 20% will increase total store profit by 33% • The perishable department contributes the highest income; ironically it is also responsible for the highest level of shrinkage. Causes of Perishable Shrinkage There are numerous causes of perishable shrinkage, but the main causes are Product receiving and handling practices Spoilage due to over stacking products Mistakes that allow stock to overstay in the backroom Theft by customers and employees The ultimate challenge is to determine...
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...elements Hawaiian Punch background In 1934, A. W. Leo, Tom Yates and Ralph Harrison developed Leo’s Hawaiian Punch, a blend of fruits such as pineapple, passion fruit, papaya and guava, to add to their line of ice cream toppings sold under the Pacific Citrus Products Company. In 1946, the company was bought and renamed Pacific Hawaiian Product Company, and introduced quart-sized bottles of concentrate for sale, and later manufactured ready-to-serve red Hawaiian Punch in 46-ounce cans in the 1950s. In 1955, frozen concentrate was distributed to grocery stores and Hawaiian Punch became a national brand. Soon after “Punchy,” the mascot, was introduced, and the companies brand image and advertising identified it a successful product (Kerin, 2007). Over the next 30 years, Hawaiian Punch was bought out by RJ Reynolds (RJR) Company, Del Monte, who expanded distribution channels and introduced new flavors, Proctor and Gamble, who established the gallon bottle as a leading juice drink package and distributed at supermarkets and retail outlets via its bottle network in the carbonated drink aisle and independent food broker and warehouse networks in the juice aisle, and lastly Cadbury Schweppes, PLC (Kerin, 2007). In 2004, three Cadbury Schweppes, PLC business units—Dr Pepper/Seven Up; Snapple Beverage Group; and Mott’s—integrated to form Cadbury Schweppes Americas Beverages (Kerin, 2007). At the time, the Hawaiian Punch line consisted of 11 flavors and packaging included a...
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...Organisation & Management | | Q1 Countdown is New Zealand’s leading supermarket brand, providing customers with a variety of groceries line. Countdown has over 160 supermarkets across New Zealand supported by over 18,000 team members. The company delivers customers a choice of more than 20,000 different products in each of stores. The first Countdown supermarket opened in Northlands, Christchurch at 31 December 1981. This business was established by Rattrays Wholesale and gained momentum through the 1980s. The Rattrays Wholesale Group included the Rattrays Cash and Carry warehouses, tobacco vans, now known as the Red Arrow Distributors fleet, and the SuperValue group of franchised supermarkets, now operating as SuperValue/Fresh Choice. Countdown is part of Progressive Enterprises, a subsidiary of the publicly-listed Australian company, Woolworths Limited. In addition to Countdown, Progressive Enterprises is also the franchise co-ordinator for the Fresh Choice and SuperValue banner groups. Countdown works with over 800 food producers and suppliers throughout New Zealand. In-store teams are supported by four dry grocery distribution centres, three fresh produce distribution centres, two meat processing plants, one seafood processing plant and a central support office. Q2---a – internal environmental factors Strength 1. Strong Marketing and advertising teams. Countdown has excellent marketing plans that promote their products in various forms...
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...FOUNDATION TO BUSINESS STRATEGY ALDI ALDI is one of the world’s leading grocery retailers with more than 7,000 stores across 70 countries. The company originates from Germany, where it was founded in 1913 as one of the first retailers to offer self-service. Since opening its first store in 1913, ALDI has established itself as a reputable retailer operating in international markets including Germany, Australia, UK, and the U.S. What distinguishes ALDI from its competitors is its pricing strategy without reducing the quality of its products. In fact, in some cases ALDI’s products are 30% cheaper than those offered by its competitors. ALDI can do this because the business operates so efficiently. ALDI has operated in the UK since 1990, and now has over 500 stores in the UK and Ireland employing in excess of 20,000 people. ALDI’S POLICIES: ALDI does not have a clear defined Vision and mission statements, however it has clearly defined policies based on which it could create its competitive position in the market. ALDI’S Policies are based on ‘What if a grocery store challenged the typical retail business model?’ALDI’s business model enables to provide the customers the highest quality products at the lowest possible prices. This value stems from the numerous efficiencies and innovations instituted at every level of ALDI’S operation. The following are the cost saving strategies that ALDI adopts: * Customers bring their own bags or buy our reusable bags to save money ...
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...Spice Man is a B2B distributor of premium quality organic Asian cooking sauces to the specialty supermarket sector, in four key areas across the UK. Spice Man aims to fill a clear gap in the market and cater for growing customer demand for high quality, healthy premium Asian sauces. Product Mix Product The product concept: • Premium quality specialty imported South East Asian cooking sauces • The USP's of the product: organic luxury ingredients and completely authentic recipes developed by top specialist chefs The types of sauce include: • Rendang sauce and fried rice sauce from Indonesia • Curry noodle sauce from Thailand • Curry sauce for fish and one for lamb from Malaysia Pricing • The average cost to Spice Man of a case of 12 jars of any of these sauces, including cost of shipping insurance and freight (CIF) for arrival at Southampton is estimated at £6.80 • The RRP of £2.49 would produce £1.92 profit per jar and the hoped for 100% mark-up on products would mean that Spice Man would sell its products to an intermediary for £1.25, producing 67.8p profit • Of the initial stock of 35,000 cases, Spice Man needs to sell the vast majority - 84%, at the full retail price in order to break even Place/distribution • The distribution of Spice Man's products will be to up-market speciality supermarkets in London, Bradford, Manchester and Birmingham (key Asian food hubs). This could be challenging as ‘dealing with new suppliers has unpredictable aspects' • Spice...
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...An Important Juncture As a member of the Halley family and the chairman of one of the top French retailers, Promodes, Paul-Louis Halley witnesses the $16.6 billion takeover of his family’s firm by its long time competitor Carrefour, on January 25th, 2000. This merger, prompted by growing threats from foreign retailers, will establish Carrefour as the top European retailer. Although these two firms have a long history of rivalry and competition, this move would be the obvious choice. Despite having put aside their differences, “the marriage was clearly an externally driven affair.” (4) Months earlier, in June of 1999, Wal-mart expanded its european holdings with a $10 billion investment used to take over ASDA of Britain. The two french retailers, having themselves nearly been targeted for acquisition by Wal-mart in recent years, are very much aware of the growing threat that the world’s top retailer poses, especially in light of prior competition with the mega corporation throughout previous decades. Analysts have predicted that such a merger would take place between two major European retailers. To do so is to increase economies of scale for the newly merged. With a swap of 6 Carrefour shares for each of Promodes’, a total stock market value of 49 billion euro has been achieved, which despite still being much smaller than Wal-mart’s $200 billion (1), may be enough to hold the American retailer off, as Carrefour still controls a greater portion of the local market. Although...
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...items are typically at eye level while bargain items are down on the bottom row. Too lazy to look down there? That’s exactly what the stores are hoping.” (2007 p.5) The way the stores floor plan is set up, is another approach the marketing agents use to boost sales. Devlin also states, that the department stores usually have the cosmetics department right in the front, as it is very profitable, it is located where people walk by it back and forth making it tempting to the consumers to make a purchase. “They construct their layout in this way so you spend more time walking around in hopes that you will see something you want but don't necessarily need” says Woods in an article from the Associated Content web site. In an article “Supermarket sales Tactics,” it states...
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