Reynold Company

DG has a current competitive advantage within its industry that is maintains through a unique cost-efficient approach. This low-cost structure is apparent through low inventories, low advertising costs, and location of stores in rural areas. Though profitable in the short-run, DG's current advantage is not

Some of the major competitors to Wendy’s are Mcdonald’s, Burger King, Yum Brands, and Five Guys. These companies are also doing well financially, with the market on the rise. Wendy’s has a few competitive advantages over each of these major competitor. Mcdonald’s has an extensive menu and great breakfast, but Wendy’s has the advantage of freshness of their products, and a definite difference in quality when compared. The competitive advantage over Burger King is one and the same, the quality is not matched. In addition, the name recognition of Wendy’s and strategic innovation give the company an edge as well. Yum Brands is definitely a powerhouse in the industry likewise Mcdonald’s, but lacks the quality assurance and menu deals that Wendy’s has provided their customer. Five Guys has seen rapid growth and much success since they have been created, and their quality is almost parallel to Wendy’s. The competitive advantage that Wendy’s has over Five Guys though, is the price of the product. Wendy’s can provide great quality food for half the price of a Five Guys

Different retailing businesses have very different distribution methods based on the types of product that they sell, some arguably more effectively than others.

The three departments managers are encouraged to check with the managers of the other stores to make sure the company is receiving the best price. They should combine their efforts when ordering from the organic produce suppliers. The more produce that KFF buys as a total the better the wholesale price will be. There will be more room to negotiate with larger orders and less time will be spent developing a contract and forecasting inventory.

Knowing that consumers will shop for the best deals, differentiation will be introducing new pricing methods that attract the everyday shopper and not only the seasonal shopper.

Question 1) Should Dannon proactively communicate its CSR activities to the public? Discuss pros and cons of your decision.

The competitive environment in the value added seafood industry, while not significantly threatening, does still have its challenges. Addison and Rathle acknowledge that there is not a large competitive market for their specific area, although there are four or five that market gumbo. They acknowledgee that their largest competitors are all the other food items in the store that can be purchased. This also relates to marketing competition as Azalea used a food broker and administrative

DG competes against big-box retailers such as Wal-Mart through price and convenience rather than price and selection. The average DG store is 6,900 square feet with about 4,900 stock-keeping units (SKUs) serving customers who live within five miles of the store. The average Wal-Mart on the other hand is over 100,000 square feet containing more than 75,000 SKUs and serves many customers living more than five miles away. Strategically limiting the number of brands and sizes as well as purchasing fast-turning SKUs gives DG the leverage to negotiate low purchase prices when bargaining with suppliers based on the higher volume of individual SKUs being purchased. This allows them to offer competitive prices while achieving price parity with big-box retailers selling the same items and on occasion even beating these competitor’s prices. Focusing on both price and convenience also allows DG to compete and differentiate themselves from other small convenience, discount, and drugstore retailers who typically focus on either price or convenience but

Because the product was leaving the warehouse and getting to stores quicker, I was able to reduce the storage space which was an initial problem so the increase of costs because of it decreased. The stores showed a moderate increase in profit.

Promotions can be approached from many angles, and a good, well managed system is a necessity in order to organize the vast information. Using a system such as the Oracle Demantra system, Frito-Lay has the ability to organize information in order to offer the best benefits and also customize promotions for

We raised the price of Allround by 4%, slightly above inflation, to a price of $5.50 and left the volume discounts the same. Allstar decided not to hire additional sales people but to reallocate their current resources from the marketing data available. LSD&J took the advise from our predecessors on channel choices, "Retailers considered four basic factors regarding shelf space allocation: product turnover (number of units sold in a given period of time), promotional allowances, sales force support, and co-op advertising allowances. In general, large grocery stores, mass merchandisers, and chain drugstores were more apt to focus on turnover and allowances, whereas independent drugstores paid greater attention to sales force support." (The PharmaSim Case, p 15) In addition, mass merchandiser sales showed the greatest growth so the following decisions were made.

DG’s business strategy focuses on “serving others” by providing consumers with affordable products in a convenient format. Although they developed the dollar-store concept, over time they had difficulty sustaining it. This can be attributed to competitors adopting similar strategies. DG adopts a strategy of cost leadership rather than differentiation, as such their main advantage stems from the ability to offer similar products at a lower cost. This intends to appeal to consumers in lower income brackets.

Getting other store managers on board with a new and improved better system of logistics for a continuous pull of replenishment to receive items on time. (Pg. 166)

By June 1983, Corwin Corporation had grown into a $150 million per year corporation with an international reputation for manufacturing low-cost, high-quality rubber components. Corwin maintained more than a dozen different product lines, all of which were sold as off-the-shelf items in department stores, hardware stores, and automotive parts distributors. The name Corwin was now synonymous with "quality." This provided management with the luxury of having products that maintained extremely long life cycles. Organizationally, Corwin had maintained the same structure for more than fifteen years (see Exhibit I). The top management of Corwin Corporation was highly conservative and believed in using a marketing

„h It results in quicker delivery time due to the faster distribution cycle of products being shipped directly from the wholesalers.