Applying Bowman’s Clock Strategy to The Hershey Company

835 Words Jan 28th, 2018 3 Pages
However Bowman’s clock considers another way of analysing a company’s competitive advantage (Johnson et al 1996).
The Hershey Company mostly sell their products through over 2 million retail outlets, including wholesale distributors. Chain grocery stores, convenience stores, and wholesale clubs as well as natural food stores. this suggests that Hershey is not on exactly position 4(differentiation) or position 5(focused differentiation) as they are not targeting a niche market , because it is selling in bulk and therefore attracting a wide customer base .the company is also not on positions 1(low price/low value ),2(low price),6(increased price/standard product),7(increased price/Low value) and 8(low value/standard price) , as Hershey is a well-recognised brand , which customers perceive to be of good value and relatively priced . This shows that Hershey is on position 3 (Hybrid). Hershey has been very successful in differentiation products in terms of its value from other brands. Indeed the recent acquisition of Shanghai golden monkey has enhanced Hershey’s economies of scale. This helps to build and sustain competitive advantage by keeping a low cost base .However this can be detrimental to Hershey products if for any reason the major distributors reduce or even stop the sale of Hershey products in…

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