confronting Blue Nile and other online retail jewelers? Which one of the fi ve competitive forces is the strongest? Do a fi ve-forces analysis to support your answer. 2. What key factors will determine a company’s success in the online jewelry business in the next 3-5 years? 3. What is Blue Nile’s strategy? Which of the fi ve generic competitive strategies discussed in Chapter 5 most closely fi t the competitive approach that Blue Nile is taking? What type of competitive advantage is Blue Nile trying
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1. Key success factors in diamond retailing: * Quality standard: gems quality, certification, design * High-end service: high price must be paired with customer experience and satisfaction * High degree of product knowledge: diamond is a luxury products sold at a very high price, hence sellers are expected to have wealthy knowledge of the product to be able to present and explain to customers * Brand: as high value product, quality, luxury and exclusivity are expected. Besides
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From: Blue Nile To: Board of Directors Re: Strategic Report Date: March 31, 2013 Executive Summary The mission of Blue Nile is to build a premier specialty retailer of jewelry by offering consumers high quality products at compelling values through empowering the shopping experience. We employee a best-cost provider strategy, focused on offering premium jewelry with attractive prices, while offering the shopper a comfortable and user friendly shopping experience. We aim to offer customers
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bstract Blue Nile management supports shifting the company’s current competitive strategy from focused-low cost to broad low-cost in an effort to increase market share in the United States. Blue Nile will accomplish this by expanding its product line to include all types of fine jewelry and by introducing a signature jewelry collection. Product expansion will appeal to a larger customer base thus marketing will have to be significantly increased to inform new customer targets. The company’s current
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Jena Natale Strategic Management Blue Nile Case February 13, 2012 1. The competitive forces confronting the Blue Nile and other online retail jewelers are very strong. The competitive forces are strong because there are many jewelers who have both online and in store options. This gives the consumer knowledge of the company, their products, the quality, and the customer service. With exclusive online retail jewelers it is hard to get your name, product, quality, and customer service known
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2257 October 6, 2015 982 words Blue Nile Inc. in 2011: Will Its Strategy to Remain Number One in Online Diamond Retailing Work? In the Article, “Blue Nile Inc. in 2011: Will its Strategy to Remain Number One in Online Diamond Retailing Work?”, we identify the Blue Nile Company sustains competitive advantage through the strong practice of Porter’s Five Forces Model. After conducting a Five Forces Analysis, the most important factors in the Blue Nile case, were the threat of new entrants
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Final MGMT 435 Strategic Management and Planning 02/12/2016 1. How does Blue Nile create trust in buying an expensive item like an engagement ring * 2. How does BN educate potential customers * 3. How does BN get users to buy expensive diamonds on a mobile device 4. How does BN make the diamond buying process hassle free * 5. How can BN grow internationally if the internet is not always available* 6. Can BN expand its product offerings beyond diamond and jewelry*
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Blue Nile Inc. is an online specialty retailer of fine jewelry. Blue Nile was founded in 1999 and today is the largest online retailer of diamonds. Blue Nile is based in Seattle, Washington and competes with traditional jewelry stores such as Tiffany & Co., and online retailer stores such as James Allen. The key feature of being able to search through thousands of diamonds by carat weight, cut, clarity, color and other characteristics, is what attracts many customers to the website.[citation The
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demand, and (3) develop the alignment between supply chain structure and strategic position for a firm. To this end, the case highlights the supply chain structures and performances of three firms in the diamond retailing industry: Blue Nile, Zales, and Tiffany. Blue Nile’s supply chain structure is geared toward a pure centralized e-business; Zales sells merchandise primarily through stores but recently added an online channel; and Tiffany also uses an online channel but most of its diamond and
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Blue Nile Inc. Created by A, B and C. Executive Summary Incorporated in 1999 as a Delaware corporation, Blue Nile Inc.is the leading online retailer of high quality diamonds and fine jewelry. Blue Nile offers its products for sale through the bluenile.com website in over 40 countries and territories throughout the world. The company is headquartered in Seattle, Washington and employs 206 employees as of December 2012. The objective of Blue Nile is to offer high-quality diamonds and fine
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