Case Study: The Atokowa Organization

The world of retail has entered a period of enormous transformation, with broader retail market growth at a pace of three percent annually, many retailers are finding themselves in an uphill battle to profitably expand growth and market share (Deloitte, 2017). According to Richard Goyder AO, Managing Director, Wesfarmers “The key to long-term corporate success is evolution – looking for new ways to do business, for new businesses and new geographies to operate in (Wesfarmers, 2015).

In this paper, we have analyzed the business models of a top performing multi-brand outlet (MBO), Shoppers Stop with that of niche apparel retail brand, Fabindia. For the purpose of this study, we have limited the scope to apparels for both the players. We have done primary research on both Shoppers Stop and Fabindia through interviewing store managers. We are thankful to Prof. J. Ramachandran, IIMB for providing inputs on evolution of Fabindia business model. This helped compare the two extremes of apparel retailers where Fabindia is creating value by a community-oriented model, and working with artisans at bottom-of-pyramid while Shoppers Stop creates value through distribution and branding. Through its innovative business

This made the business to face decreased sales and profits in its general operations. There were threats in the organization due to the establishment of large chain departmental stores which provided adequate competition to the operations of the firm. In order to increase its sales, the business could have used the promotional sales opportunities in order to establish the value of its products to the customers in the market.

Due to diversify into new products and services, they attracts 400,000 new customers, also they opened three new shops in 2014/15 with eight in the pipeline. It must also be noted that it has an increased tendency about 10.4% in operating profit across shops and online shops. Although it may be true that market performance is successful, however, to some extent, significant investment needed to support shops and online growth. 4.0

The purpose of this report is to develop an in depth understanding of the retail Department Stores industry. This understanding will allow our team to create and implement a strategic plan in order to gain a competitive advantage for firms in the industry. The Department Store industry includes companies that sell a broad assortment of products and also incorporates Discount department stores who offer their products at lower prices than most other retail stores (Carter, 2015). There are five major product categories sold in department stores and they are apparel, drugs and cosmetics, furniture and household appliances, toys and hobby goods, and other (Carter, 2015). Some stores may also have pharmacy and photo services as well as restaurants.

In this 21st century, globalization has been growing up fast. People are able to use products from other countries due to the development of economy. Export and import channels have been expanded due to the fact that retailing industry has become more famous and used among the consumers. There are numerous worldwide retail locations around the globe. Among them, the most popular stores are Walmart, Carrefour, Tesco and Metro stores. Clients' needs and wants become similar due to the standardization of the products. One of the major reasons why retailing is commonly popular among consumers is that development of economy. Mckinsey (2012) indicates that extending retail market and discovering potential clients are vital if a retail

The company had ambitious objectives with their own retail units, having as an objective to open three hundred stores, but the company realized that retail stores were a distraction to management making harder to focus in their core business and damaging the relationship with their main retailers, making clear that the company was struggling on creating profits in products that were not part of their core business, the strategies and objectives needed to be adjusted in order to turnaround the decrease in sales and profits of the

Rainforest started 10 years ago in a small warehouse staffing five employees, creating specialty widgets for its clients. Dedication to delivering the best possible experience for its customers has allowed Rainforest to grow substantially with retail outlets in 22 different states within the U.S. The recent acquisition of XYZ widgets, an online widget retailer, has poised Rainforest to expand into a global market. The acquisition and consolidation of two software of two software systems, including the expansion into a global market will present a challenge to the leadership of Rainforest, but these challenges can be handled in an effective and efficient manner using an ERP (Enterprise Resource Planning) system.

Once IKEA identified and understood the consumers (i.e. abandoning metric measured appliances and beds for American standards of size and comfort), they were able to double revenues, from $600 million in 1997 to $1.27 billion in 2002. From this analysis, it is possible to infer that IKEA combined their already successful cost leadership strategy with the properly identified needs of its target market, the American consumer. With this modification of the value chain, IKEA increased revenues and is pointed in the right direction to achieve their growth goals for 2013. As seen in Appendix 1, their projected growth is well into 8% per year, in relation to total projected growth.

This business report discusses and explores the operation strategies and cost leadership of both IKEA and Fruity fro-yo and how it relates to business operations. The success of the business will also be assessed through the identified operations strategies that each of the businesses applies into their operations. This results in increased operations efficiency, which is discussed within this business report.

The purpose of this paper is to perform an analysis on Target and K-Mart. By doing this analysis we will find out what each company does well, where the failures are and what they can do to keep the company alive and profitable. We will begin by looking at Target as a whole and then identify a successful business strategy and show how that strategy has moved Target into one of the leaders of the industry. We will then look at K-Mart as a company and then move on to identifying a failed business strategy and show how that strategy is holding K-Mart back within the industry. We will than

In looking at ethics in an organization, this essay will use David Oyedepo Foundation as its case study. It will start by giving a background understanding of the organization then it will move on to explain how an organization’s culture can influence the creation of ethical and potentially unethical policies and practices. Further into the text, using David Oyedepo Foundation as an example, it will give an explanation of how the organization’s culture (norms, customs, and traditions) might have influenced decision making and the creation of specific policies and practices as well as a description of a specific policy or practice that presents an ethical dilemma and an explanation of how that specific policy or practice creates the dilemma.

TFM Inc is a new business in the Cape Town region with owners T Mokgobo and T Masia. Mokgobo specializes in accounting whilst Masia specializes in business management. The company is hoping to obtain a loan of R45 000 in order to purchase stock for the premises and as well as for the advertising cost the business wishes to utilize. The business serves to be the benchmark of other accounting firms and acts with integrity and loyalty in all dealings. Mokgobo has always wanted to open her own firm and

Looking forward, we have quite a few areas that will be great opportunities to grow our business. We started off with 3000 retailers in North America and Europe-Africa and 1500 retailers in Asia-Pacific and Latin America. We were able to grow our business to include 4494 retailers in North America, 4490 retailers in Europe-Africa, 2205 retailers in Asia Pacific and 2531 retailers in Latin America. A Bock continually gained more market share. For years 2011-2015 our internet low was 23.7% and wholesale low was 17.97%. We grew this and for years 2016-2018 our lowest share between the two was 29.47% with our high at 40.42%. Our overall internet growth from 2010-2018 was between 13.31% and 15.47% with our wholesale growth between 7.31% and 11.46%. We used the currency exchange rate to our advantage and opened a plant in LA because of the tariffs that were taking away from the exchange rate benefits. We were able to save even more in the exchange when we built in Latin-America and no longer needed to ship overseas. Through the years, we’ve played with corporate responsibility and citizenship, paying attention to what effects it had on our standing. We’ve learned that putting money into our employees and having a positive impact on the community we are a part of is important to our rating, placing us mostly in first or second place until the past year.

AfroMart is a supermarket established to cater to the needs of consumers by setting up market chain of food supplies and other resources such as body product, hair products commonly found in African countries. AfroMart is a start-up business, looking to begin in a supermarket and employing 8 workers to begin with. These products will be supplied by wholesale distributors located in Africa, where production is cheaper and AfroMart can benefit from economies of scale. The challenge will be getting consumers from different ethnic groups to try the products or reaching out to consumers in different regions in the UK. The aim is to match the successes experienced by leading retailers such as Sainsbury’s, Tesco and Asda. To do this, suppliers will need to be sourced and sustained to be financially viable.