Marketing Analysis : Cabela's Brand Clothing And Accessories For Any Outdoor Activity

Today, Bass Pro Shops is a multi-billion dollar enterprise that specializes in sporting and hunting equipment. The company's current position is a far cry from its modest beginnings in 1971 when the company's founder, Johnny Morris began selling fishing lures on just two shelves in his father's liquor store. With fifty-two retail outlets as well as a number of Outdoor World superstores in the United States and Canada, a user-friendly Web site and extensive mail catalog sales, Bass Pro Shops has become a leading sporting and hunting goods in North America today. To determine how the company achieved this impressive growth, this paper provides an analysis of Bass Pro Shop's corporate strategy using Ansoff's Growth Strategies and Porter's generic strategies for growth, the company's market segmentation and marketing mix. Finally, an assessment of appropriate Bass Pro Shop's marketing metrics is followed by a summary of the research and important findings in the conclusion.

Macy’s Inc. competes with other major players in the Department Store Retail Industry as well as with discounter, luxury stores, specialty stores, mail order and pure play internet retailers. Key competitors include Sears, J. C. Penny, Kohl’s, Nordstrom,

WeaveTech, formally known as Johnson-Ware is a military and security apparel company entering into the high-end performance clothing market. Before the acquisition by CVX Partners, WeaveTech which was formed in 1905, relied exclusively on the military (70%) and security (30%) customer base. The need to change the company’s customer base from military and security to high-end performance clothing market apparently arose from the allure of the later market segment and the dwindling growth of the military and security market (Beer & Swiercz, 2015). The departure of Jack Davidson, a retired US Navy Rear Admiral, and WeaveTech CEO from 1983 to 2012 in addition to the conclusion of the Afghanistan and Iraq Wars meant that the traditional market was losing its reliability. Due to the unreliability, there was a need to redesign the customer base and to take advantage of the high-end market segment.

Products. John Deere has a wide portfolio of products, with lawn equipment, farming machinery, and construction equipment, as well as consumer products targeting at the enhancing the brand image and social unity of the equipment users and their family. The consumer products include apparels, hats, and boots for men, women, and kids, and a wide range of toys for kids. It also includes household items, party items, school items, and accessories for the equipment and machinery. These are sold through its dealers, John Deere online store, and those of online dealers such as Rungreen.com. In addition, John Deere is widely exposed to the existing market through social networking sites such as Facebook and Twitter, and through educational videos and product demonstration videos on YouTube and blogs. The logo is green and yellow color, signifying agriculture and construction. Businesses buy the products for farming and construction, while families buy them to work their lawn. Consumer motive is functional with utilitarian need, though some consumers might buy the premium products for hedonic reason to satisfy their need for expression.

Competitors include BCF, Ray’s Outdoor, The North Face, and Columbia. The major threats in the industry environment are detailed below:

Cabela’s will also be tasked with setting up vendor relationships to implement new product lines. The company will need to investigate new advertising mediums and find the most cost-effective means to reach a new, younger target market.

Over the past 40 years, Bass Pro Shops, Inc., a privately held corporation, has leveraged a unique business model into a major success story, becoming one of the largest retailers of sporting goods in the United States. In fact, the company's flagship retail store in Springfield, Missouri, is the state's largest tourism attraction, outdistancing even major attractions such as Silver Dollar City located in Branson. This paper analyzes Bass Pro Shops strategic marketing methods, including potential growth opportunities, the different marketing strategies that are available, objectives for Bass Pro Shops' marketing plan, and the capacity of the company to respond to changes in the marketing environment. In addition, the paper examines the extent to which identified changes will impact the marketing strategy and provides an analysis of the company's current marketing strategy strengths and weaknesses. A discussion of key local, national or global emerging themes that have the potential to affect Bass Pro Shops, Inc. and recommended strategic responses is followed by a summary of the research and important findings are presented in the paper's conclusion.

Competitive Rivalry: It would appear that Deere & Company has set itself apart from all potential competitors. They have created an extremely unique brand that has attracted consumers away from potential competitors and really has been able to put them in a segment of their own.

a. What should the management of Sports Products Inc. pursue as its overriding goal? Why?

The retail industry is highly competitive, with few barriers to entry. Each Company competes with many other local, regional and national retailers for customers, associates, locations, merchandise, services and other important aspects of the Company’s business. Those competitors include other department stores, discounters, home furnishing stores, specialty retailers, wholesale clubs, direct-to-consumer businesses and other forms of retail commerce. Some competitors are larger than JCPenney, have greater financial resources available to them, and, as a result, may be able to devote greater resources to sourcing, promoting and selling their products.” There are many factors that characterize competition, including advertising, service,

House of Fraser is ranked high in the market overall with its six major competitors being Marks & Spencer, John Lewis, Harrods, Debenhams, Selfridges and Fenwick. John Lewis is by far the most immediate competitor with House of Fraser.

They harness a vast amount of experience and industry knowledge as they are made up of a culmination of several mergers of advertising pioneers such as Foster & Kleiser, More O’Ferrell and Adstel, and Dauphin and Plakanda. Currently headquartered in San Antonio Texas, Clear Channel Outdoors provides a wide array of outdoor advertising services. The advertising that they provide can be found on standard billboards, digital billboards, wallscapes, street furniture (news racks, transit shelters), and transit advertising (airports, buses, trains) to name a few. They have operations both in the U.S. and 30 other countries across Europe, Asia, Australia, and Latin America.

stores and sells its products to different sporting goods and outdoor retailers. The market share of the

Cabela's family-owned catalog company provides direct competition to Bass Pro Shops because of the amount of their catalog sales (estimated to be about the same as Bass Pro's $1.25B).

Promotion will be done with the help of 5 sales agents that are kept on salary and work specifically and only for Grenadier Chocolate Company as to keep a high level of expertise and service on hand. There will be significant advertising geared toward the Ontario region. The use of television,