Wawa Research Paper
Case Analysis (paper #1)
Sharuk Mehta – 11485078
Mgmt – 364
10/20/10
Wawa is a highly adaptable and fiercely competitive organization. Wawa has a history of changing as society changes. They tried many different things but the abandoned the ideas which did not work and this made the organization very flexible over the years. Wawa once discontinued selling lottery tickets because the long lines in anticipation of the mega-pay off inconvenienced a lot of the regular customers. They started of as a small diary delivering doctor certified milk to homes and then evolved into a ‘Wawa food markets’ store and entered the convenience store industry. They were committed in developing and maintaining a long-term relationship with their customers. Wawa focused on high value added products while most of their competitor focused on commodity products. Eventually they started offering their private label products. Wawa’s mission as an organization was to simplify the daily lives of the customers. They used FIQE method i.e. Frequent, Immediate, Quick and Easy.
Wawa had five channels and they were going to be integrated under one banner. The five channels were: 1) WBC (Wawa Beverage Company) Channel, 2) Fuel Channel, 3) DSD (Direct Store Delivery) Channel, 4) NJDC (New Jersey Distribution Centre) Channel and 5) Fresh Channel. The Fresh Channel was not yet operational back then but was supposed to be launched in 2008.
Wawa’s technology strategy was a 3-tier information technology hierarchy, which would cohere WBC, NJDC and the fresh channel. The top of the hierarchy was still under development but included sales/production, forecasting and replenishment system. In the middle was an under development strategic sourcing program. At the bottom was the operational master data set: articles files for warehousing, ordering, pricing and scanning up to 45000 SKUs. This technology was used to keep records of inventory, orders being processed for
Sharuk Mehta – 11485078
Mgmt – 364
10/20/10
Wawa is a highly adaptable and fiercely competitive organization. Wawa has a history of changing as society changes. They tried many different things but the abandoned the ideas which did not work and this made the organization very flexible over the years. Wawa once discontinued selling lottery tickets because the long lines in anticipation of the mega-pay off inconvenienced a lot of the regular customers. They started of as a small diary delivering doctor certified milk to homes and then evolved into a ‘Wawa food markets’ store and entered the convenience store industry. They were committed in developing and maintaining a long-term relationship with their customers. Wawa focused on high value added products while most of their competitor focused on commodity products. Eventually they started offering their private label products. Wawa’s mission as an organization was to simplify the daily lives of the customers. They used FIQE method i.e. Frequent, Immediate, Quick and Easy.
Wawa had five channels and they were going to be integrated under one banner. The five channels were: 1) WBC (Wawa Beverage Company) Channel, 2) Fuel Channel, 3) DSD (Direct Store Delivery) Channel, 4) NJDC (New Jersey Distribution Centre) Channel and 5) Fresh Channel. The Fresh Channel was not yet operational back then but was supposed to be launched in 2008.
Wawa’s technology strategy was a 3-tier information technology hierarchy, which would cohere WBC, NJDC and the fresh channel. The top of the hierarchy was still under development but included sales/production, forecasting and replenishment system. In the middle was an under development strategic sourcing program. At the bottom was the operational master data set: articles files for warehousing, ordering, pricing and scanning up to 45000 SKUs. This technology was used to keep records of inventory, orders being processed for