During the 2015 fiscal year, Costco’s membership base grew by six percent and has more than 81 million members worldwide. 88% of their members from 2014 renewed their membership and the members’ average shopping frequency increased 4%. In addition, Costco continued to open new warehouses in different locations to attract more consumers and provides a greater availability for its members. At December 31, 2015, Costco has 698 warehouses worldwide. All these factors contributed to Costco’s
Supply Chain Analysis: Bloomex Case Study Group 7: Benjamin Byeon Weiwei He Hunter Riebesehl Yehao Zhang Section1 5/13/16 In recent years, globalization has become increasingly important for many corporations. With such ever growing significance in global trade, companies need to factor in the trend to their supply chain network. Bloomex is a leading Canadian e-commerce firm that sells different types of floral and gift products. The company offers great service levels through live chats online and highly responsive due to same-day delivery in most areas in Canada. To improve the network designs, Bloomex is considering opening transshipments centers in other locations, aside from the current Toronto facility.
This was a result of an increase in cash generated by operating activities that increased 11.2% from last year’s same period. Moves to drive growth Armed with a strong fundamental and cash position, Chipotle is making moves to improve its financial performance going forward. In order to sustain its competitive edge, Chipotle has taken various measures. For instance, Chipotle’s has expanded its delivery partnership with Tapingo, which will allow it to deliver to 40 college campuses by this year and more than 100 colleges by the end of 2016. Additionally, the company also added 48 new restaurants in the quarter, bringing its total count to 1,878.
The cash-flows represent financial viability and vulnerability of the company. Demand flow: Reflects the growth in technology which provides the companies to efficiently manage the supply and demand cycle which further improves the production cycle. Therefore, provides an opportunity for the companies to reduce cost and increase revenue by providing effective customer service. The four flows-products and services, information, financials, and demand --are very important for a company like Amazon. Amazon business model success of supply chain management.
Lowe’s continually receives awards for customer service and leads the industry with knowledgeable employees that focus on taking care of the customers needs. 2. Financial Highlights As you can see from the chart below Lowe’s has been able to have sustainable growth over the last five years. They have grown their total Revenue in 2010 which was $48.8 billion dollars to over $56 billion dollars in 2014. This growth has been contributed to three main focuses over the last five years; enhanced sales and operations planning, building their customer experience design capabilities, and improving their relevance to the professional contractor as a customer.
CKE developed a marketing strategy that increased sales even more. According to Pearlson (2012), “CKE developed a $7 million dollar advertising campaign to launch its nationwide introduction. Monster Thickburger sales exceeded expectations, and Hardee’s sales revenues increased immediately, eventually growing by 8%.” (p. 348). All this information and decisions rescued the company form bankruptcy and increased sales at their restaurants notoriously. Finally, the BIS helped the company to make better decisions in regards to menus items, closing underperforming restaurants, the renegotiation of contracts to add value to the supply chain.
During the last 18 months, companies in the retail sector, manufacturing, construction, and technology areas have realized the extreme potential of Big Data and are trying to gain maximum advantage from it. Amazon is no exception. Amazon uses big data services to analyze consumer trends, marketing strategies, planning the development of new products, and other insights related to marketing their products and offerings.
As it stands, 81% of around 110 000 personnel of the Group who work outside France share the company’s beliefs and ethics. Furthermore LVMG constantly nurture growth by strongly imposing itself into developing markets like Brazil, Russia, India, Indonesia, China, and South Africa. In 2011, the Group implemented 495 outlet around the world, which mean that they had a rise of 19.5% from 2010. 2. Case Background: LVMH Strategies and Competitive Advantages Bernard Arnault (Chairman and
The company works hard to increase its capacity with the strategic plans. Over the years it increased for sure and also increased in every way includes sales, quality, market value and profit. And we can see the chart for the see some results; The chart above shows the total returns of Unilever and Unilever’s the biggest competitor Procter & Gamble. We can clearly see the increasing total returns of the company every year. But this year (2015) Unilever’s price change percentage moves are bouncing.