COMPANY NAME/WEBSITE/INDUSTRY FreshDirect/ Long Island City, Queens New York/ Food delivery Industry. BACKGROUND/HISTORY FreshDirect offers online grocery shopping and delivery service to more than three hundred zip codes in New York. Additionally they offer pick up service at one location in Long Island. The idea behind this company is to give the customers the freshest food possible by buying it straight from the grower, and then delivery it the next day after the customer’s order is placed
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conducted from 2011 to 2014, the case offers a range of vital lessons on leadership, organizational transformation, restructuring, strategy, innovation, entrepreneurial vision, and customer service. Identifying symptoms and problems Analysis of the environment (where applicable) Analysis of the organization Balancing is, cans and musts; What is the current strategy and how is it executed? The strategic problems. What should change? Developing recommendations Decisions and implementation
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What is a strategy. Strategy has been defined as a course of action including the specifications required to achieve a specific objective (UK Chartered institute of management accounts ,1996). In the context of organizations, it is the development of resources to achieve specific objectives against competition from rival organizations. All the resources of the organization which includes financial, manufacturing, marketing, technology, manpower etc are marshaled in pursuit of these objectives
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1. Which of Porter's generic competitive strategies would you recommend Sonic follow in formulation overall strategy? Based on Porter's generic competitive strategies, I would recommend Sonic to follow the Focus strategy for an overall marketing plan. The Focus plan deals with one or more narrow segments and is a great entry barrier to develop the core specs for launching new products or services. 2. What demographic changes are likely to affect Sonic's targeted segments? Demographic changes
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Business Strategy/Policy 2008/9 Topic 2 : The Environment, and Competitive Forces Strategic Planning : an Overview We are here! (adapted from Johnson, Scholes, & Whittington, 2008) Ext. Environment: PESTEL Porter’s ‘diamond’/ 5 Forces Convergence Strategic Group Analysis Life Cycle Analysis Market Segmentation SWOT (0T) Business Level Strategies Strategic choices Strategy in Action Stakeholder expectations & purposes Internal environment: Resource audit Strategic Capability Value Chain/Networks
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MARKETING PLAN ASSIGNMENT MM522Marketing Management This marketing plan assignment gives you the opportunity to practice developing an integrated business and marketing strategy for a product or service of your choice. It also helps you to develop a strong business-oriented written proposal and communications expertise. As the course progresses, you will be developing each of the elements of this marketing plan. Good marketing plans come in many different formats. We have chosen this format to
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Micheal Porter projected five forces model in capacity to analyze competitive strategy of the management in any industry. These forces hold an exigent spectrum of importance in the airline industry because of enormous market saturation. The concentration of airline service providers in the market are more than the actual needed demand. Due to immense competition, the level of competition is enhanced within the complex market offering in terms of technology, prices, in-flight entertainment, customer
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BE MS (Units) 7 Cannibalization 7 Total Contribution (NP) 7 Net Present Value: Today’s $ v. Next Year’s $ 8 Customer Lifetime Value (CLV) 8 Mkt Strat I: Strategy Formulation, Market Assessment Tools (Frameworks), Porter’s Generic Strategies 9 Dolan’s 5 Cs 9 Porter’s 5 Forces Model 10 BCG Matrix 10 Marketing Strategy II: Segmentation and Positioning 11 S-T-P 11 Consumer Segmentation Variables: 11 Business Segmentation Variables: 11 Characteristics of Effective Segmentation
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II. Dell’s Strategy a. Vision Statement b. Mission Statement c. Strategies and Objectives III. Recommended Vision and Mission Statements IV. External Assessment a. Porter’s Five Forces Model b. External Factor Evaluation c. Competitive Profile Matrix V. Internal Assessment a. Value Chain b. Internal Factor Evaluation VI. Porter’s Five Generic Strategy VII. SWOT Analysis a. SPACE Matrix b. Boston Consulting Group Matrix c. Internal-External Matrix VIII. Strategy and Objective
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Vs. BS3100 Business Strategy Giffgaff and EE Analysis Bsc Business Studies Group 12: Anastasia Bargan 120037238 Phillip Schade 120023167 Rita Boudou 120002452 Tooba Saeed 120008220 1 Table of Content Introduction . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Giffgaff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 EE .
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