Pet Smart - Internal Analysis

The innovation that could help Petsmart increase their ROI is implementing a more vendor-managed inventory. Vendor-managed inventory is when “the vendor (supplier) is responsible for managing the inventory located at a customer’s facility.” (Swink, p. 267). According to Petsmart Strategic Audit (2015), “Petsmart implements a just-in-time inventory strategy by receiving goods only as they are needed” (p.27). Currently the only brand that is vendor managed is the Fresh Pet display. This display is the only display that is refrigerated. Since the company does not have an over stock area for products that require refrigeration, a

1. Evaluate HTC’s performance to date. What are its competitive advantages and vulnerabilities? Be sure to elaborate on HTC and its competitors’ positioning on performance and cost.

What does a competitive strength assessment reveal about Apple's computer business as compared to the leaders in personal computer industry? Use the methodology in Table 4.2 to support your answer. Does it appear that the company's competitive positions in the media players and smartphones are stronger or weaker than its position in computers? Table 4.1 is in Chapter 4, page 65; Table 4.2 is the SWOT analysis, page 71.

Analyze the external and internal environment for opportunities, threats, strengths, and weaknesses that impact the firm’s competitiveness.

PetSmart has been in operation since 1987 with a mission to serve pet owners, termed "pet parents" by the company across multiple product and service platforms (PetSmart.com.PetSmart Corporate: Company Overview. 2012). PetSmart's goal is to capture an ever increasing share of the dynamic pet market, which has 62% of households in the United States owning a pet, equating to more than 71 million homes" (PetSmart.com. Investor Relations. Annual Report. 2010); by providing pet owners differentiated choices and value across key categories: "food and treats, supplies and

Headquartered in Phoenix Arizona, PetSmart was founded in 1986 by Jim and Janice Dougherty and employs approximately fifty-three thousand employees with an estimated seven billion dollars in annual revenue (Forbes, 2016). Although an immense amount of money, consider Danielle Kurtzleben’s (2013) U.S. News article title which affirmed “Americans spend over $60 billion annually on their pets” (para 1). In other words, PetSmart has cornered a little less than thirteen percent of the American market. Interestingly, even an additional one percent gain in the overall market equates to millions of dollars.

Petsmart is a specialty retailer of pet products and services. They provide food and products, and offer services such as grooming, boarding, doggie day damp, day care, training and adoptions. The company employs about 53,000 associates and operates 1,477 stores in the United States, Puerto Rico and Canada. (Company Information, 2010). Petsmart also does their part in the area of sustainability. The following will discuss what the company is doing in the areas of social sustainability and environmental sustainability. Then will discuss how their mission statement and website tie into their sustainability efforts. And finally, the following will give suggestions on how to improvement their sustainability effort.

The over-arching problem that Breeder’s Own Pet Foods has is which marketing-strategy would best serve as a vehicle for entry into the dog food retail business. Additionally, it has to select the most prominent geographic location (s) for distribution of its product. Another root problem component is how to get the supermarkets to stock and distribute this dog food since it is in the frozen category and may not appeal to traditional dog food buyers because they don’t readily associate dog food with frozen goods.

After careful review of each of the elements in launching this product, the following analysis can be determined. Zenith has to answer a specific series of questions in order to decide if their product of Show Circuit dog food will be a viable product. The market was in fact correctly segmented, although Zenith needs to see the shopping behavior of those willing to spend more on pet food. Marketing in a supermarket could inhibit the potential growth of the product. Because the market is already segmented and offered such a variety of dog foods, Zenith will have to market the product correctly and focus in on the benefits to be successful. Show Circuit needs to seek a position of a higher quality product in a different, more convenient location. It is important to play up how the location is a benefit rather than a detriment. This goes along with the sales program being successful. Show

1. Think about the basis of competition: competitive positioning may be based on (a) attributes or benefit, (b) use or application, (c) product or brand user, (d) product or service class, (e) competitors, and (f) price and quality. 2. Write its positioning statement

The market for Pawsitive Pet grooming is all of the dog owners in the metropolitan area and surrounding areas of the city. We believe that this is going to be 2/3 of the population, and we have a goal of gaining a 50% market share. We have a target of a 20% yearly profit increase as the business continues.

1. Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-à-vis the competitors) to take advantage of changes in the industry.

6. What are the strengths and weaknesses of Coach Inc.? What competencies and capabilities does it have that its chief rivals don’t have? What new market opportunities does Coach have? What threats do you see to the company’s future well being?

To remain competitive a company must consider who their biggest competitors are while considering its own size and position in the industry. The company should develop a strategic advantage over their competitors’

3. What does a competitive strength assessment reveal about Apple’s computer business, as compared to the leaders in the personal computer industry? Use the methodology in Table 4.2 to support your answer. Does it appear that the company’s competitive positions in personal media players and smartphones are stronger or weaker than its position in computers?