Wal-Mart also strives and lives on the motto of “Every day Low Prices.” This motto has gone so far that they now price match to other stores for the customers. This simply means that if the same product is found at another store for a cheaper price Wal-Mart will sell it to the customer for the price that it was found listed as at the other store. Customer
The article “Labouring the Walmart Way,” author Deenu Parmar talks about how Walmart is able to achieve selling goods at a lower price then any average superstore. The author goes on to explain that Walmart’s antiunion efforts, employee selection, low prices and high retention rate all contribute to their major success. Walmart’s stance on ant unionism allows them to keep wage cost down and keep all their profits up. Not allowing a union keeps Walmart with the power to keep low wages and force unpaid overtime. The author goes on in detail about Walmart’s employee selection process and the unique attributes they look for.
Wal-Mart has been one of the largest discount stores in the country in recent years surpassing all others with their discount prices and availability of multiple items and brands. In 2006, Wal-Mart Stores saw their performance fall to numbers never seen before since their beginning (Ferrell, Hirt, Ferrell, 2009). Increased competition from Kroger, Safeway, and Costco challenged Wal-Mart for the middle-income customers that they had long serviced. Top competitor, Target, emerged with a more appealing store presence and fashionable merchandise than that of Wal-Mart. When it came down to it, the difference in cost of similar items between both Target and Wal-Mart stores were only a few cents, not enough to make a difference for the consumer.
Consumer Reports magazine reports that Costco is the leader and is the preferred retailer in the opinion of the readers based on factors such as product quality, value, friendliness of store and staff, ease of returning items, and overall service. Costco was also considered the value leader by providing the best bang for the buck. Walmart, Sam’s Club, and Target fell below Costco’s ranking in terms of popularity and value for consumers (Keshner, 2010). Psychographic characteristics typically go beyond the external focus and are not as easy to quantify but do identify why consumers buy a particular product or service (All Business,
Support activities of Amazon include administrative and finance infrastructure; human resources management; product & technology development and procurement. This leads to less cost and more profit margins. The Walmart value chain is also almost the same except there are physical stores involved in between while Amazon has everything through online platform. Thus if we analyse the value chain is almost the same for Walmart, Amazon and eBay. Condiering the comeptetive forces anlaysis ofr all three : • Rivalry in the industry: This is fairly weaker; however Wal-Mart enjoys the topmost slot because of lowest cost, prices and more profits and market share as compared to Amazon and eBay.
Amazon’s competitive strategy is cost leadership. Amazon has achieved a lot on a great scale that it gets the best prices from its vendors so they can operate in very flexible and thin margins and sell their items easily at retail prices and make money. They also provide shipping products for a reasonable cheap price. They also have improved their warehouses by giving some space to other sellers who want to sell their items through Amazon. They differentiate and provide better quality than their competitors across the industry.
To find the main sources of competitive advantage that Tesco has over its competitors an analysis of the structure of the industry should be under-taken (Porter, 1980). In order to analyse what extent Tesco U.K’s performance is attributa-ble towards industry characteristics, Porter’s five forces are broken up into competition, potential of new entrants, power of suppliers, power of customers and the threat of sub-stitute products. Below is an image of Porters 5-forces in relation to the U.K supermarket industry. 1. Rivalry amongst competitors The intensive rivalry in the U.K’s grocery sector is remarkably high.
Vision, Mission Statement "Price Leadership Drives Global Performance" is the Wal-Mart visualization statement. The management of Wal-Mart emphasises on price leadership in every market since pricing strategy is the direct approach to reach performance and attract customers. In order to implement price leadership, they stated "Save Money, Live Better", which remains as relevant now as it was in 1962 by Sam Walton. The mission is that everybody is able to purchase products in Wal-Mart because the stores offers low price products to them. On the other hand, with affection to internal customers, employees and management should reduce cost, and achieve economies of scale, as well as help people who need
Since both the company’s market share so large, the market is very close to a duopoly (other players having a very small impact on the market). Hence we assume this to be a situation of duopoly. The 2 companies sell products which are very close substitutes and are constantly fighting for greater market share. A person may buy a Coke product instead of a Pepsi one, and vice versa. The objective of both is to maximize their profit.
This gives them a sense of pride to buy a limited edition of products which they find at Zara stores only. Zara invests around .3 % of its revenues in advertising as compared to its competitors who invest around 3-5 % of their revenues in advertising. This increases its availability of funds for investments in design and in-house manufacturing rather than cutting the cost on these crucial operations. The lack of advertising is compensated by placing the stores at popular locations with good footfall and thus raising the customer inflow by the virtue of its store locations. Zara has been able to maintain a loyal relationship with its