...Dixons Retail PLC Planning for a Multichannel Future Dixons has grown from a one-man band into a fully orchestrated international retail and service operation, which attracts over 100 million shoppers to its stores and online businesses. How did the company get started and then develop into Europe’s leading specialist electrical retailers? This case explores the significance of adopting a market-orientated approach to planning in developing a family of successful international retail brands. Background: start-up to market leader Dixons started out in the photography business during challenging trading times in the early 1940s. By the 1960s the original photographic studio had developed into a relatively large public limited company, with an expanding mail order business and high street retail operation. The business continued to grow in the UK, by opening high street stores selling photographic equipment, computers and other high-tech gadgetry. In the 1990s, the acquisition of PC World, opening tax-free travel stores in airports (Dixons Travel), and expansion into European markets with the acquisition of Elkjøp, a leading Nordic retailer, enabled the business to grow further and more rapidly. More acquisitions in Italy (UniEuro), Russia and the Ukraine and expansion into Ireland, Greece and the Czech Republic enabled Dixons Retail plc to become Europe’s largest specialist electrical retailer and services company, which employs over 38,000 people spread over 26 countries...
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...Dixons Retail PLC Planning for a Multichannel Future Dixons has grown from a one-man band into a fully orchestrated international retail and service operation, which attracts over 100 million shoppers to its stores and online businesses. How did the company get started and then develop into Europe’s leading specialist electrical retailers? This case explores the significance of adopting a market-orientated approach to planning in developing a family of successful international retail brands. Background: start-up to market leader Dixons started out in the photography business during challenging trading times in the early 1940s. By the 1960s the original photographic studio had developed into a relatively large public limited company, with an expanding mail order business and high street retail operation. The business continued to grow in the UK, by opening high street stores selling photographic equipment, computers and other high-tech gadgetry. In the 1990s, the acquisition of PC World, opening tax-free travel stores in airports (Dixons Travel), and expansion into European markets with the acquisition of Elkjøp, a leading Nordic retailer, enabled the business to grow further and more rapidly. More acquisitions in Italy (UniEuro), Russia and the Ukraine and expansion into Ireland, Greece and the Czech Republic enabled Dixons Retail plc to become Europe’s largest specialist electrical retailer and services company, which employs over 38,000 people spread over 26 countries...
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...Background Build a bear Workshop is a teddy bear retail- entertainment experience where children can create a stuffed animal, dressed it, give it a name and finally play with it, they’re giving life to stuffed animal. The idea starts when Maxine’s friend “Katie” who had 10 years old wants to buy a stuffed animal but it looked so simples, so they thought do it themselves. Build a Bear was founded in 1977 by Maxine Clark who is one of the biggest innovators in the retail industry; she had to convince several investors who made market research with their own children, getting amazing results, she also had to compete in the 90´s where it was all about online business. The first store was opened in 1977 at the Gallery Saint Louis in St Louis Missouri; it has 1200 fulltime and 4300 part-time employees and more that 70 millions of stuffed animals. Since then, the company has more than 400 stores worldwide, most of them in U.S; Puerto Rico France Ireland, Canada and United Kingdom are some of them gaining ground in the hearths of people. Updating 2001: was named as The Most Innovate Retailer of the year by National Retail Federation. 2004: was named the "Best Retail Company of 2004" by the "International Council of Shopping Centers. That same year tha company launched the Huggable Heroes program, that “is a way to recognize and honor young people that have impacted their own neighborhoods, schools and communities by giving of themselves to others” 2006: Maxine Clark published...
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...we’re now either number one or number two in eight of our 12 markets outside the UK. So we’re already ‘successful’ and are working to be an outstanding international retailer in stores and online. 3. To be as strong in everything we sell as we are in food In 1997, we were largely a food retailer so we set ourselves the challenge of becoming ‘as strong in non-food as in food’. As our business has grown and we offer an ever wider variety of products to customers, the term non-food no longer does justice to all the products and services we sell. We now aim to be as strong in everything we sell as we are in food. 4. To grow retail services in all our markets In 2011 we updated our original strategic objective of developing retailing services into ‘to grow retail services in all our markets’. Today, Tesco Bank is a key part of the potential we see in retail services, generating £1 billion in revenue this year. 5. To put our...
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...Nike Dwayne Wood June 7, 2014 Professional Communications Strayer University Dwayne Wood, Professional Consultants Inc. 5454 Executive Way – Virginia Beach, VA 23456 http://www.professonalconsultants.com 07 June 2014 Mr. Mark Parker, CEO Nike Inc. 1 Bowerman Dr. Beaverton, OR 97005 Dear Mr. Parker: This document presented to you is a presentation requested from my President on how Professional Consultants Inc., could help Nike Inc. come up with a strategy of how to create a cheaper brand. We know how important the bottom line is to your company and that is why we already have associates working on impact statements and balance sheets for your company. This report shows that with a small investment and a little research, together we could create a brand that is affordable for low income families. Creating a brand that low income families can afford, would further extend the company while making millions of dollars. Professional Consultants Inc. knows that Nike has a very strong brand we just want to make it stronger, also while helping people that cannot afford the Nike brand, able to afford a much cheaper brand. It is with great pleasure in preparing this report for you, Mr. Parker, and while working on it I have learned many different elements about the shoe business and about Nike Inc. Please call me directly at (757)466-2000 when I can be of further service. Sincerely, Dwayne Wood Associate Consultant Table of Contents Title Page...
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...A E-Book The Store: Sponsored by The Intersection Of All Channels How Innovative Companies Are Using Unique Strategies & Channels To Drive Margin Expansion Cautious Optimism Buoys Consumerism Meeting Consumers Where They Shop Strategy 1: Retailing in a Social World Strategy 2: Optimizing Cross-Channel Merchandising and Product Assortment Strategy 3: The New Era of POS Strategy 4: Labor Motivation and Consumer Engagement: The Heart of the Retail Store Strategy 5: Harnessing the Latest In-Store Technologies Conclusion: Merging Channels to Delight Customers and Deliver Profits 3 5 6 8 10 13 15 17 2 © 2011 Retail TouchPoints Cautious Optimism Buoys Consumerism Although consumer spending continues to have its ups and downs since the height of the recent recession, retailers can be cautiously optimistic that retail spending will not take another swift fall. In part, shoppers have what some industry experts refer to as “frugality fatigue” — they are simply tired of not spending. That said, they are not likely to return to frivolous spending. Today’s shoppers are much more conscious of where every penny is going; they are looking for deals and sales on the products they desire. With the growth of mobile technology and the ability to find information on products and pricing in real time, consumers are better educated and are not willing to settle, or make as many impulse purchases. Recent BIGresearch data shows that consumers are more focused on “needs” than...
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...OUR COMMITMENTS Our role in the community is of core importance to us as a business and we ensure that our activity meets local community needs with the greatest impact possible by working to a series of commitments: * 1 Assisting needy families and individuals to have access to daily essentials * 2 Contributing to national causes that promote and develop our nation and build bonds within and across our communities * 3 Fostering closer relationships between people and supporting the general well-being of the public * 4 Encouraging suppliers, customers and members of the public to take part in community volunteer programmes * 5 Contributing to the welfare of workers and their families in Singapore * 6 Promoting and supporting employee volunteerism to strengthen community impact and to increase employee morale * 7 Promoting the creation and development of local businesses and suppliers through our buying and investment programmes * 8 Leveraging our operational impact to provide a positive contribution to the local economy * 9 Contributing and promoting the employment and training of people from the local communities in which we operate * 10 Understanding the impact of our operations and integrating community issues into our business where we can OUR PRACTICES Making a difference to the communities we operate and serve in is a large part of our DNA and a role that we relish. There are many projects, partnerships and events...
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...for the young and the young at heart. CCD today has definitely become the largest youth aggregator.”Although demographically, a typical consumer would be male or female between 15-29 years of age, belonging to middle or upper middle class, we call our consumers young or young at heart. We are about juke boxes, good and affordable coffee and food.” Sudipta Sen Gupta, ex-marketing head, CCD. CCD focuses on projecting a feeling of togetherness, friendship, romance or informal office meetings over a cup of coffee and celebration which are critical core values. Accordingly the cafe ambience, the look and feel inside is maintained. Other than the regular stores (SQUARE) CCD has is having the premium formats (LOUNGE) where one can be what s/he is best at being…oneself. Moreover they have coffee day express, coffee day beverages (coffee day wakeup), coffee day fresh n ground and coffee day exports thus catering to every aspect of coffee. With its vision to be the friendly and stylish social hub for the young and the free spirited to get together and converse over a cup of coffee, and complementing this is the fact that half of India having being born after 1983,the company rightly calls itself “India’s largest youth aggregator.” And with their simple yet sensitive objective “A great cup of coffee. From bean, to cup. Every time”, they have hit the right notes. Having zeroed in on the youth and the young at heart as the target market, CCD is just...
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...imagined store incorporating innovative interactive technology. With fun, experiential applications developed for each stage of the bear-making process, Samsung technology — including the Samsung SUR40 with Microsof PixelSenseTM, the Series 7 Slate PC and other touch-screen displays — provided the platform for a new, personalized retail experience that engages young guests in immersive digital play. Results The new, interactive store concept contributed to higher trafc and a 30 percent boost in sales — exceeding the company’s own ambitious targets. Customer satisfaction scores have risen in the stores, as has an equally important metric for the company: the number of children’s smiles. Based on this success, Build-A-Bear Workshop plans to open 40 to 50 more stores with interactive technology over the next two years. CASE STUDY: BUILD-A-BEAR WORKSHOP® Samsung Technology Helps Create Engaging Retail Experience for New Generation of KidsTHE CUSTOMER Build-A-Bear Workshop Build-A-Bear Workshop invented “experiential mall-based retailing” 16 years ago. It is the only global company that provides a retail environment where children can create their own stufed animals. Since its founding in St. Louis in 1997, Build-A-Bear Workshop has grown to more than 400...
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...into the details, we using the SWOT model to analyze Phu Van strategy. Strengths | Weaknesses | * Extensive retail network, the number of multiple retail outlets. * Phu Van has two petrol supply: Thanh Le and PV Oil so can flexibility in business and not worry be temporary shortages. * Phu van was established many years ago so it gained a place in the hearts of the people in the area. * There was petroleum transportation system. * As general agent, Phu Van get benefit directly from the oil and gas corporations PVOil without going through any third party. * Working capital from banks. | * Loans from banks. * The retail system is distributed on a wide area. * High costs and capital spending. * Have to import a large quantity of fuel to maintain the position of general agents. | Opportunities | Threats | * Get benefits when the price of fuel was changed to increase. * The Developing Economies. * Government subsidies for fuel. | * Get loss when the price of fuel was changed to decrease. * Reduced demand in the rainy season. * Loss increases during the rainy season (expansion of gasoline, heat expands and cold shrink). * Many competitors. * Dominance of state companies. | ACTION: * With these Strengths and Opportunities >< Weaknesses: * Phu Van should leverage its financial strength to expand retail network. * Diversified products and services to utilize capability of company. * Using transportation system...
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...How can we stop the overprescribing of mental health medications to our children when they have not been properly diagnosed by a specialist? How can we be sure that prescriber has the adequate skills to correctly diagnose our children? Each year there is an average increase of 3% of children diagnosed with mental disorders (and the age is getting younger and younger). The common solution for children to be medically treated for mental health disorders consists of prescribed drugs with little or no therapy. There is controversy over why the averages are increasing. One expert believes that doctors are pressured by insurance companies to diagnose while others believe it is due to the lack of therapists available in the field. How can we be positive this is the best line of treatment for our children? Mental health disorders diagnosed in children and adolescents include but are not limited to depression, anxiety disorders, ADHD (Attention deficit hyperactivity disorder), and eating disorders. The number of children taking antipsychotic medications has risen drastically in recent years. Drugs that were once limited to a diagnosis of schizophrenia and bipolar disorder are currently prescribed for a diagnosis of ADHD. Furthermore, the potential side effects, as well as, their effectiveness have not been proven in treating the disorders that they are currently prescribed for. A study shows that one in 70 preschoolers is diagnosed with a mental health disorder. In 2007, one half...
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...| BT Retail | | | M Mwelase | | | Contents 1. Executive Summary……………………………………………………………………………………………1 2. Question 1………………………………………………………………………………………………………….2 3. Question 2………………………………………………………………………………………………………….8 4 .Question 3…………………………………………………………………………………………………….…..9 5. Recommendation…………………………………………………………………………………………….11 6. Conclusion………………………………………………………………………………………………………..12 7. Bibliography……………………………………………………………………………………………………..12 Executive Summary BT Group a world leader in telecommunication started a new division called BT Retail. This division was providing telecommunication solutions to 21 million customers in the UK. Their first CEO, Pierre Danon, instilled a culture that saw the division excel for a number of years. This culture was driven by all top management and its employees in order to realise their set targets. The culture that was adopted by BT Retail was total quality management (TQM) throughout the organisation. This meant that all top management displayed and practised TQM. The author takes us through what is TQM and what are the principles that BT Retail instilled in order to gain customer satisfaction. The following principles were discussed: * Customer Focus * Continuous Improvement * Employee involvement and Empowerment * Systems Thinking. These four pillars made sure that BT Retail was able to reduce the cost of poor quality, through continuous improvement methods and early identification...
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... CHANGE THE GAME: A NEW MANTRA FOR FUTURE SUCCESS IN RETAIL INDUSTRY? A CASE STUDY OF TESCO’S SUCCESS IN KOREAN RETAIL INDUSTRY Dipanjay Bhalerao Assistant Professor, Indira Institute of Management, Pune Email: dipanjay.bhalerao@indiraiimp.edu.in INTRODUCTION Today’s exponentially growing retail market of around USD 15 trillion (2011) is worth watching as lots of new practices and strategies are being adopted by the retailers around the world. Today there is an increasing need for every giant company to look for the emerging economies for growth. But in that growth pursuit are they slipping from the home grounds or the established markets! Also when the retail company enters into new established markets for expansion, they need to do something innovative which also suits those markets. So what should the retailers do to balance the growth of the established & emerging economies for the expansion! What provokes this thought is Tesco’s rare success in the Korean market. Why to call it rare! As Korea is the retail market where the Retail Giants like Carrefour had bowed to the knees in the battle of retail with the Korean retailer E- Mart, Lotte, the Market Retailer of Korea. Knowing such a market back ground Tesco did something, which stormed the market & brought Tesco into the big league of Korea. Before going into what Tesco did, let’s learn about Tesco and the Korean retail battle ground in light of the global retail scenario. Tesco History Tesco was founded in 1919 by Jack...
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...CRITERIA 1. Frozen Food Markets and Consumption SOURCE - “Global Frozen Food Market Analysis By Products Type And By Geography - Trends And Forecasts (2010 – 2015)” - http://www.marketsandmarkets.com/Market-Reports/global-frozen-and-convenience-food-market-advanced-technologies-and-global-market-130.html * is a study of global frozen food and beverage market. This report analyses the global frozen foods market on the basis of various products such as fruits and vegetables, soups, fish, meat and ready meals such as frozen pizza, frozen desserts, snacks and pasta. The ready meals segment accounts for the highest share (40%) in the overall frozen food segment. * Europe is the largest consumer of frozen foods while ROW segment is expected to have the highest growth rate due to the emergence of Australia, Brazil and Argentina as the new frozen food markets. * Convenience is driving the frozen food market sales globally. Consumers are looking forward for a healthy and less time-consuming meals .The presence of private labels act as a major challenge for the international brands to enter and establish themselves in the regional market. * The global frozen foods market was estimated to be $218.41 billion in 2010 and is expected to grow to $261.50 billion in 2015 at an estimated CAGR of 3.7% for the same period. * Frozen ready meals accounted for the largest market share in 2010 due to their wide product range, which includes frozen pizza, entrées, desserts...
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...are not structured the same way. Johnson & Johnson, another global medical device company is also structured in a hierarchical form. “Johnson & Johnson has more than 250 companies located in 57 countries around the world. Our Family of Companies is organized into several business segments comprised of franchises and therapeutic categories.” Johnson & Johnson, 2013). They operate under a decentralized management approach and manage for the long term. This is similar to the organizational structure of Edwards Lifesciences as both organizations structure their companies around their product lines. Johnson & Johnson’s board of directors is comprised of their CEO and various business and medical professionals. Wal-Mart is a global retail chain. They also operate in a hierarchical structure. They have an executive leadership team and a board of directors. Their board of directors is comprised of their main CEO, the founder of the company and other professional business personnel. They have three separate...
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