Case for Analysis - Option 2
Niche markets have an opportunity to differentiate from other stores that offer similar goods and services. It is through differentiating that a company can prevail and become profitable; however, it can also lead to a smaller market segment which can reduce volume sales. Small convenience markets are located on innumerable corners across every town; consequently, the majority sell similar goods and competition is fierce. Large chain supermarkets such a 7-11 have bulk buying power which, enables it is sell goods at a lower cost and still make a profit. The bulk buying power can create a competitive edge that smaller locally owned shops cannot compete with. Smaller chains have to rely on premium locations or niche
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What sounds like a trip down the Napa Valley could now be found in area far from any pricey California winery. In fact, Trader Joes is more of a hybrid convenience store and supermarket. The niche markets that Trader Joes is known for have less than a tenth of the SKU’s a grocery store would have; however, it is able to negotiate superb discounts on larger quantities of fewer items without charging for shelf space (McNeal, 2013). This enables Trader Joes to remain competitive against larger big box stores on certain items and differentiates against the simple snack and go mentality of a typical small convenience store or gas …show more content…
The incredible success Trader Joe’s created, also means there are others trying to crack into its market with similar design characteristics. In fact, it now has competition from other supermarkets including Sprouts, Vons Supermarket, and Whole Foods; consequently, it has Whole Foods 365 right on its tails in regards to price and quality (Peterson, 2016). Regrettably, once a success is recognized, it is often the target of mimicking and attempts to clone it. In fact, this is true with numerous other aspects in life ranging from, new technology and features on automobiles. If consumers are buying something, manufacturers want to know how and why. For these reasons, it is imperative to continue to adapt and monitor the market place to be vigilant against threats to market share (Jindal, Sarangee, Echambadi & Sangwon, 2016). In the case of Whole Foods 365, Trader Joe’s will require ample efforts to minimize the effect and threat it and others will
The third challenge facing Asda Group is the saturation of the food retailing market. Food sales are only growing about 2% per year yet the retailers are growing much more quickly and expanding their stores to include a wider range of items to compensate for the lack of growth in the market and in an attempt to increase profit. The market already comprises a large portion of superstores and the only way to gain market share is to take sales from an existing store. High entry barriers make it harder for new competitors to enter the market but, nonetheless, the market is already saturated with too many large and competitive
Trader Joe’s is voted as the most favourite grocery stores for consecutive three years (Cheng, 2015). They adopted an aggressive expansion plan as they opened 38 new stores only in 2015 (Forbes, 2015). Trader Joe’s imports about 20 to 25 percent of its products, whereas the rest of the products are sold by their own brand name and customers cannot buy these goods under any other roof (Thompson, C-36) there prices are much
The services provided include employees giving out free samples, assisting customers with questions, and ringing customers up at the end of the trip. Coulombe founded Trader Joe’s with the idea that it serves the “overeducated and underpaid” people. The primary target market is comprised of Generation Y, with target consumers ranging in ages from 20-35 years old. These individuals are typically well-educated, ecologically conscious people who tend to be particular about their consumer preferences. They seek a healthy lifestyle, support local production of food, and are willing to invest in grocery stores that cater to their specific wans or needs in regards to their choices of consumption, whether it be organic, vegan, vegetarian, gluten free, fat free, or kosher.
Trader Joe 's is a developing chain of supermarkets with a distinction. Whilst not a gigantic chain store, Trader Joe 's accentuates little stores which offer a choice of merchandise hard to discover somewhere else at lower costs. The way that quality merchandise come at such low costs is only one motivation behind why the Trader Joe 's organization has turned out to be so fruitful. From humble beginnings, the organization has now developed into a multi-billion dollar monster.
1. Rivalry among existing competitors The retail industry is extremely competitive. Here in Canada we enjoy large well established retailers such as Hudson Bay, Costco, and Canadian Tire. According to Statistics Canada “Chain stores, defined as operating four or more locations within the same industry group and under the same legal ownership, have been incrementally increasing market share for more than 10 years” .
The price of raw materials is high with low consumer switching cost. However, the increasing demand for healthy and organic food is creating openings for smaller competitors to enter and hide from the pricing
This trend is projected to grow further. Consumers are becoming more health conscious. The natural and organic foods industry is promising. Whole Foods Market uses a focus differentiation strategy that focuses on high-quality products, brand reputation, strong supply chain, commitment to the social ethics of organics and developing a private label of organic products. The company’s strategy is to produce the healthiest products in the market.
As a result While Foods has the ability to gain many exclusive products and has established an effective system regarding to their premade foods. Currently Whole Foods stores are destinations for lunch and dinner, which can be seen in the article called The Un-Marketing And Re-Marketing Of Whole Foods written by Joe Debrow, “Contrary to the popular belief Whole Foods has various good deals and prices to be found at Whole Foods” Target should expand on Whole Foods "ready to eat" section in their re branding campaign and it should be heavily capitalize. Whole Foods 365 stores could solely focus on that with a mix of frozen, refrigerated, and fresh prepared meals to go. This is unorthodox of what other grocery stores currently
Trader Joe’s is a small, American grocery store chain that would benefit from expanding internationally into the Canadian market. As we have seen in recent months, Target Corp. just pulled all of their locations out of Canada, but this is largely due to the fact that their international strategy did not fit well with the Canadian market. This paper will outline why Trader Joe’s is a good retailer for international expansion, why Canada mixes well with their business strategy as a country to expand to, the strategic plan Trader Joes should engage in during expansion, and five strategic recommendations that lead to Trader Joe’s advantages in
In all Trader Joe’s is one of the leading super markets in the U.S., but after careful analysis of their operations I believe there are opportunities that are currently being ignored by the company. The company doesn’t need to act on all the recommendations that I made, however it would be in their best interest to do so. Not only would the company grow at a faster pace, but it will make strides in areas that haven’t been occupied before. Despite these current pitfalls, Trader Joe’s still is a popular option in their
TRADER JOE’S – INDUVIDUAL ASSIGNMENT 1 Part 1 – Introduction What Joe Coulombe did was opening an ordinary supermarket into the industry but the strategies he took were separating the Trader Joe’s from its rivals. What he did was to offer products targeting sophisticated costumers who were searching for good bargains. The offerings of Trader Joe’s were so unique which are not found at rival shelfs. Another crucial decision he made was to take advantage of recent environmental movements such as the rising trend of costumers searching organic foods. The company also decided on selling private labelled products with lower prices than other brands of the same product.
This policy has a unique stance within the business operations. The company approach the price change in the most favourable way for the customers. This means that the priority is given to offer the products at lowest possible prices. When the production and manufacturing costs increase, this reflects in increasing the price of the products however this step is considered as a very last resort of actions (Hanson et al. 2008). The consumer could easily perceive that offered products does not have the high quality standards as the other supermarkets.
This industry will be faced challenged when the location is not easy to be reached and the population of the areas are not much as expected. For example, the Aeon supermarket at Mid Valley Megamall Kuala Lumpur, the sales of this location is guaranteed as the population daily at Mid Valley Megamall in 120,000 peoples approximately (malaysiandigest, 2014). Other than that, most of the supermarket are operates or leasing in a popular shopping malls. This is because peoples nowadays are not going to supermarket on usual day or without purposes. For instance, Giant hypermarket at Plaza Sungei Wang is a good example.
Another company is Sysco, a food-service distributor in the U.S. Porter demonstrates that “It led the move to introduce private-label distributor brands with specifications tailored to the food-service market, moderating supplier power. Sysco emphasized value-added services to buyers such as credit, menu planting, and inventory management to shift” (Porter, 2008, p. 90). Like Paccar, Sysco knows how to make them different from their competitors in the high competitive industry. In food industry, customers is very sensitive with price because they have many options for substitute, so companies must have a competitive prices. However, Sysco decides that they should add values to their products and improve connection with their suppliers.
In the mid-1980s, Professor Michael Porter developed a framework to assess the competitiveness of regions, states and nations. This framework called “the Diamond model”. The diamond is a model for classifying multiple dimensions of micro-economic competitiveness in nations, states, or other locations, and be aware of how they interact. The Diamond model involves four elements which are: factor condition, demand condition, related, supporting industries, and strategy, structure and rivalry of the firm. The elements in the diamond that are barriers to productivity, can improve competitiveness.