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...Woolworths Limited overview Woolworths Limited (WOW) is a diversified retailer, which operates supermarkets, general merchandise stores, liquor, specialty and discount department stores. WOW operated under retail banners that include Woolworths, Safeway, Woolworths Liquor, BWS, Dan Murphy's, Big W, Foodtown, Langtons, Cellarmasters, Countdown, FreshChoice, Croma and Supervalue. In June 2012, WOW operates 1,033 supermarkets under the brands Woolworths and Safeway in Australia, and Countdown in New Zealand; 11 supermarkets under Thomas Dux brand in Sydney & Melbourne; 599 petrol outlets of which 132 are co-branded Woolworths/Caltex; 329 liquor stores under several banners including Dan Murphy's, BWS, Cellarmasters and Langtons; 172 general merchandise stores under the brand Big W; 15 and 21 home improvement stores under the Master and Danks brand; and operates 294 hotels under the ALH brand. WOW also provides financial services to its customers such as credit cards, prepaid credit cards and epump under the Woolworths Everyday Money brand. In 2012, WOW recorded an increase of 4.8% in revenues to AUD52,129.8 million and gross profit increased by 5.7% to AUD14,476.3 million. Net profit fell by 15.1% to AUD1816.7 million this was due to losses associated with the divestment of its wholesale and retail consumer electronics businesses. WOW is rated A3 by Moody’s and A- by Standard & Poor’s. Key Executive Staff Ralph Waters Chairman Ralph Waters was appointed...
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...Woolworths Analysis Strategic Marketing Management Executive Summary The following is the assignment given to us for our “Strategic Management” course. The paper discusses in depth about the company, Woolworths, which is one of the largest retail stores in Australia. The report enriches the knowledge about environmental analysis, SWOT analysis, the financial and pricing analysis, target market, segmentation and market analysis of Woolworths. After studying the company’s overall performance it is my recommendation for the company to manage and plan ruthlessly, manage the operations locally and globally by managing campaigns tactically and have open communication channels. The overall environment of the company is strong. There are few major competitors which possesses threat to the company. The company has expanded its operations and has expanded into New Zealand and India as well. The paper also discusses the new marketing strategies for Woolworths. We have applied strategic management concepts and models to design new marketing strategies for the company. Table Of Contents 1. Introduction……………….………………………………………………………..………………………………………………… 5 2. Background……………………………………………………………………………………………………...…………………… 6 3. SWOT Analysis…..…………………………………………………………………………………………………….……………. 7 4. Segmentation, Targeting & Positioning of Products………………………………………………………………………………… 5. Marketing Mix Analysis…………………………………………………………..…………………………………………………. 6. Financial/Pricing...
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...COMPANY PROFILE Woolworths Limited REFERENCE CODE: 2FF5536D-6BA6-4CE5-81DF-4EABB0A5A391 PUBLICATION DATE: 8 Jul 2014 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Woolworths Limited TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 SWOT Analysis.....................................................................................................4 Woolworths Limited © MarketLine Page 2 Woolworths Limited Company Overview COMPANY OVERVIEW Woolworths Limited (Woolworths or 'the company') owns and operates retail stores that sell food, liquor, fuel, general merchandise and home improvement products in Australia and New Zealand. It is headquartered in Bella Vista, Australia, and employs more than 197,000 people. The company recorded revenues (excluding financial income) of A$58,921.7 million (approximately $60,506.7 million) during financial year ended June 2013 (FY2013), an increase of 6.9% over FY2012. The operating profit of the company was A$3,594.6 million (approximately $3,691.3 million) during FY2013, an increase of 7.4% over FY2012. The net profit was A$2,259.4 million (approximately $2,320.2 million) in FY2013, an increase of 24.4% over FY2012. KEY FACTS ...
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...Group Project Report (OMGT2087) Group Project Report (OMGT2087) Executive Summary This report aims to analysis the Australia Company Coca-Cola Amatil of the logistics and supply chain activities. Coca-Cola Amatil is an Australian beverage company which is a partner of Coca-Cola Company purchasing and distributing carbonated soft drinks from Coca-Cola license. In addition to this, CCA provides their own products of water, soft drinks and fruit juices, and spirits and an alcoholic beverage. In view of the supply chain of CCA, we have a specific of the analysis for the quality management systems, transportation and warehousing system, inventory management systems during our report. Besides of the manufacturing in CCA, amatil have their responsibility in distributing the products during two kinds of the operation patterns delivery partner and out delivery partner. To maintain the quality of their product, CCA based on the implementation of ISO 9001, ISO 14001, ISO 22000 and OHSAS 18001 Coca-Cola created a system called Coca-Cola Operating Requirements (KORE) system. CCA has an cooperation with Swisslog to build its own warehouse system and logistics system to ensure distribution system in normal running. Forecasting is important for CCA to review the past and planning the strategy in inventory for the future by using technology and collaborative planning. Table of Contents Table of Contents - 2 - 1. Background - 3 - 2. Supply Chain Structure - 4...
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...Individual Reflective Essay Bunnings Warehouse NEWCASTLE BUSINESS SCHOOL GSBS6005 Emma Alexandra Watts C3171012 13.04.13 Table of Contents 1. Introduction ......................................................................................................................................... 3 2. Marketing Objectives .......................................................................................................................... 3 2.1 Current Situation ........................................................................................................................... 3 2.2 Objectives ...................................................................................................................................... 4 3 Target Market and Positioning ............................................................................................................. 5 3.1 Target Markets .............................................................................................................................. 5 3.2 Positioning ..................................................................................................................................... 7 4. Marketing Mix Strategies .................................................................................................................... 9 4.1 Product and Price Strategies ..................................................................................................
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...growww.businessmonitor.com Q4 2010 AUStrALiA food & drink report INCLUDES 5-YEAR FORECASTS TO 2014 iSSn 1749-2580 published by Business Monitor international Ltd. AUSTRALIA FOOD & DRINK REPORT Q4 2010 INCLUDING 5-YEAR INDUSTRY FORECASTS BY BMI Part of BMI’s Industry Report & Forecasts Series Published by: Business Monitor International Copy deadline: July 2010 Business Monitor International Mermaid House, 2 Puddle Dock, London, EC4V 3DS, UK Tel: +44 (0) 20 7248 0468 Fax: +44 (0) 20 7248 0467 Email: subs@businessmonitor.com Web: http://www.businessmonitor.com © 2010 Business Monitor International. All rights reserved. All information contained in this publication is copyrighted in the name of Business Monitor International, and as such no part of this publication may be reproduced, repackaged, redistributed, resold in whole or in any part, or used in any form or by any means graphic, electronic or mechanical, including photocopying, recording, taping, or by information storage or retrieval, or by any other means, without the express written consent of the publisher. DISCLAIMER All information contained in this publication has been researched and compiled from sources believed to be accurate and reliable at the time of publishing. However, in view of the natural scope for human and/or mechanical error, either at source or during production, Business Monitor International accepts no liability whatsoever for any loss or damage resulting from errors...
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...Strategic Risk Analysis The current strategic objective of FreshMade Cheese Farms is to further new market opportunities by including international subsidiaries as part of the business strategic plans. The mission of FreshMade Cheese is to be a global leader in the cheese industry. The first step in realizing that mission is to capture 75% market share of the cheese industry in New Zealand. The subject of this analysis examines the New Zealand market expansion risks and opportunities supporting the business mission and objectives. External Influences and Risks External influences beyond the control of the business add risk but are a part of the competitive environment and risk analysis (Pearce & Robinson Jr., 2009). This section presents the significant external forces and risks in the New Zealand subsidiary expansion. Legal and Regulatory Legal and regulatory environments influence businesses and FreshMade Cheese Farms is no different. The Foreign Corrupt Practices Act (FCPA) enacted in 1977 makes bribes of foreign officials, agents, employees, or other similar foreign representatives illegal (Cheeseman, 2010). Many foreign countries have standard practices of accepting bribes or using similar influences to do business in the country. U.S. businesses are not allowed to operate in this fashion under the FCPA (Cheeseman, 2010). One of the main New Zealand laws that FreshMade Cheese must consider is the Overseas Investment Act of 2005. This legislation outlines...
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...allowed its competitive advantage to slip away to rival Woolworth by failing to differentiate its core strategies and by failing to articulate well the strategies that could have been differentiated. In a bid to gain competitive advantage, this report suggests that the Coles Group should look beyond the company boundaries, extending its value chain to suppliers, partners and customers in a seamless manner, employ process like Total Quality Management and Business Process Reengineering in extending the value chain, bedded in a well structured change management programme and look towards globalisation and franchising along with such counter-intuitive, yet innovative, location strategies such as competitive clustering and saturation marketing to regain its competitive advantage. Page 2 23/10/07 Looking Beyond The Boundaries – A strategy to gain competitive advantage for Coles Group Introduction Strategy gurus Porter (1998, p. 2), Mintzberg (1994), Hamel (1998), Hamel and Prahalad, (1994) Champy and Nohria (1996) and Hammer (quoted in Champy and Nohria, (1996)) agree in principle that in order to meet business needs, specific actions need to be articulated and triggered. These, strategy formation and milestones, translates the business needs into actionable statements or strategic business objectives, translating in turn to business vision statements. Coles Chief Executive Officer John Fletcher articulated a strategic journey in 2001 introducing a five-year plan (with milestones)...
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...Submission to the Competition Policy Review made by ALDI Stores 10 June 2014 1. Introduction ALDI Stores Australia welcomes the opportunity to make this submission to the Competition Policy Review (the Review). Since ALDI opened its first stores at Marrickville and Bankstown Airport in January 2001, our rapid growth has meant that an estimated 4.2 million people shop with us in an average four-week period 1. Our arrival in Australia has helped redefine the retail landscape, introducing a new and higher quality standard in private-label groceries. In focussing relentlessly on delivering exceptional quality products, matching that of the market leading brands but at prices significantly lower, ALDI provides a unique alternative to the Australian consumer. Our strong sales growth is testament to customers voting with their feet and embracing the very fact that we offer something different. Despite ALDI’s successful establishment in Australia over the last 13 years, the fact is that our expansion has been considerably slower than planned due to regulatory constraints. These take the form of rigid and overly-prescriptive land use planning and zoning rules at state and local government levels that have resulted in a chronic shortage of suitably zoned land for small format supermarkets in many built-up areas. The direct consequence of this significant barrier to expansion is that fewer Australians are able to benefit from the competition, lower prices...
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...Submission to the Competition Policy Review made by ALDI Stores 10 June 2014 1. Introduction ALDI Stores Australia welcomes the opportunity to make this submission to the Competition Policy Review (the Review). Since ALDI opened its first stores at Marrickville and Bankstown Airport in January 2001, our rapid growth has meant that an estimated 4.2 million people shop with us in an average four-week period 1. Our arrival in Australia has helped redefine the retail landscape, introducing a new and higher quality standard in private-label groceries. In focussing relentlessly on delivering exceptional quality products, matching that of the market leading brands but at prices significantly lower, ALDI provides a unique alternative to the Australian consumer. Our strong sales growth is testament to customers voting with their feet and embracing the very fact that we offer something different. Despite ALDI’s successful establishment in Australia over the last 13 years, the fact is that our expansion has been considerably slower than planned due to regulatory constraints. These take the form of rigid and overly-prescriptive land use planning and zoning rules at state and local government levels that have resulted in a chronic shortage of suitably zoned land for small format supermarkets in many built-up areas. The direct consequence of this significant barrier to expansion is that fewer Australians are able to benefit from the competition, lower prices...
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...marketing strategy and tricks in the Bunnings .The research is based on credible and academic sources which help understand how marketing strategies and tricks benefit Bunnings to obtain economies of scale, Identify market trend and market segmentation. A comparison of marketing plans and identifies the strength and weakness of Bunnings through market matrix. 5 porter forces would help to identify the Bunning position in the market and recommendation for new strategies in the future. Table of contents Contents Executive summary 2 An Analysis of Bunning’s Warehouse Brands’ 3 Competitive Position 3 Scope of Analysis 4 PESTEL 4 Political 4 Economic 5 Social 5 Technology 5 Environmental 5 Legal 6 Market Trend 6 Identification of Market Segmentation 7 Market Matrix 7 Product 8 Placement 9 Price 9 Promotion 10 5 Porter Forces 10 Recommendation 12 Conclusion 13 Appendix: 13 Reference 20 An Analysis of Bunning’s Warehouse Brands’ Competitive Position Bunnings’ Warehouse is 128 year old (Bunnings, 2014). They specialize in selling home appliance, hardware and DIY. Bunnings remains to demonstrate economic success, which is secured on three simple components that are structured around the implementation and enterprise warehouses. These three components are best service, lowest price and widest range. Bunnings ensure the lowest price by reducing the costs that customers incur when purchasing their products (Ries&Ries, 2014). These achieved...
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...1.0 Exclusive Summary The purpose of the strategic essay is to introduce a new white goods outlet at Sydney. In order to successfully enter the target market and launch the store, managers need to carefully manage, operate and design appropriate market strategies. With the development of economic globalization, the relationships between the enterprises are becoming closer. And the enterprises are facing increasingly intense competitions with each other. In this rapidly developing society, marketing is more important for enterprises than ever before. Using the appropriate marketing concept to settle the issues between enterprises and customers is the key to success. This paper chose Sydney as the target location to open a white goods outlet. As the largest city in Australia, Sydney has a population of about 4.4 million spread over 12,000 square kilometers. Sydney is a metropolitan and tourist attraction center which attracts lots of visitors and foreigners from all over the world. The consumer base of Sydney is huge and the demand for high quality appliance and facility large. This paper is a critical analysis which describes the existing market environment and industry information. The paper firstly gave a brief introduction about the local retailing industry. The following part of the paper defined the mission and the marketing objectives of the target white goods outlet and re-emphasis on the Five Forces model. Implementation plan is more explicit which describes the market...
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...Contents Introduction 1 Case scenarios Exercises 2 3 Solutions Case Scenario 1 Case Scenario 2 Case Scenario 3 12 13 15 17 Webinar 4: Case Analysis – Chasseur Chickens Pty Ltd Case Scenarios Introduction The following exercises create different scenarios around the Chasseur Chickens Pty Ltd case study (Case Study 1). It allows you to practise applying the concepts and models covered in the Global Strategy and Leadership segment. Notes: The Chasseur Chickens Pty Ltd case study (Case Study 1) is available on My Online Learning. The case facts in this case study incorporate characters and events that are completely fictitious. Any resemblance to real persons and events is purely coincidental. CPA Australia – GLOBAL STRATEGY AND LEADERSHIP Page 1 Case scenarios Webinar 4: Case Analysis – Chasseur Chickens Pty Ltd Case Scenarios Exercises Case Scenario 1 Bob Brown and John Smith have just been informed that one of Chasseur Chickens’ competitors, Bigbird, has been forced to cull all chickens in its South Australian farm due to a new outbreak of avian virus. The Health Department has already requested a product recall and newspapers around the country will report this new incident to the public. Bigbird’s profitability will be severely impacted and panic reaction from the public is expected. In the boardroom, Bob Brown and John Smith are discussing the potential impact of such an incident on Chasseur Chickens’ future growth. The sales...
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...different budgets and styles. The organization convey a mission that make each day phenomenal, with furniture to suit each financial plan and style its simple to make a home you adore. The company is claimed as the Australia’s best value furniture and bedding with its extensive range available (FHL and Fantastic Furniture websites). Q. Who is the CEO of the company? Evaluate the CEO’s leadership capabilities. On 1st August 2014, Ms. Debra Singh was placed as the new CEO of Fantastic furniture under the fantastic holding limited (FHL 2014). She is the former General manager of Dick Smith, ANZ. She was responsible for the different roles within the Woolworths group of industries over the 11 years in the corporate and the supermarkets chain. Debra is the first women assigned in the trading division of the Woolworths. The time frame she worded in the sector of operational roles, design of the organization, human resource (HRM) and the chain...
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