Muebles Case

Topics: Home improvement, Home, Customer Pages: 3 (917 words) Published: January 31, 2011
Retail Strategic Planning
To reduce the trauma of home building
* To provide all the merchandise under one roof
* To provide merchandise with improved design content, aesthetics, and functionality * To provide goods of assured quality at reliable price
* To provide information and customer service for facilitating decision making * To assure a pleasant shopping experience unique in this product category Competitive Environment
Organized retailing in home and building sector was expected to face stiff challenge from the existing small, independent, and powerful local retailers. Many international retailers like Home Depot, IKEA and Lowe were also eyeing the Indian market which was untapped by organized retailers. They provided all the product categories and services that were required to build a new home or for home improvement or renovation under one roof. Muebles belonging to Casa Moblaje group was a pioneer in this segment. Homepro was the first building mall, which offered a wide range of building materials, home improvements products, and furnishings. They provided information about land availability and selection, and housed offices of architects, designers and financiers. The Home Store and Zeba were in home furnishing segment; Gautier dealt in furniture; and Johnson Tiles was in the sanitary ware sector. Identify Strategic Alternatives

Ansoff’s Matrix

Muebles had captured a large market of the home building and construction business in Ahmedabad as well as the home improvement business of the surrounding cities and towns. The ideal strategy for Muebles would be to develop the market. The areas surrounding Ahmedabad like Baroda, Surat etc is highly industrialized and lot of construction takes place in these areas. Muebles can target these cities and can increase the size of the market to get larger sales. Retail Mix Variables

The store stocked products under five major categories
Kitchen accessories:...
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