Hi-Value Supermarkets: Everyday low pricing General Overview SLIDE: The Meeting > In early April of 2006‚ several members of Hall Consolidated meet with the District Manager of 3 Superior stores in Centralia‚ Missouri. (The agenda of this meeting was to disuss the districts progress and to address any issues related to the 3 stores.) > The District Manager proposed EDLP for his 3 stores. (The DM thought this was appropriate because he noticed their prices were higher compared
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HI VALUE SUPERMARKET : Everyday Low Pricing BY SASA MOHAMAD NOR AZALI LAJIN ANAS PAWAN CHIK NUR RASYIDAH SHAHIRUDDIN SURIATI OSMAN INTRODUCTION SASA TEAM MEMBERS Anas ANAS PAWAN CHIK Syida NUR RASYIDAH SHAHIRUDDIN UiTM Sapura Kencana Petroleum Bhd Credit Guarantee Corporation TNB Training & Development Supply Chain Claims Strategic Management & Quality Sue SURIATI OSMAN Azali MOHAMAD NOR AZALI LAJIN Outline of Presentation 1.
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Hi-Value Supermarket Case Study Problem Statement Hi-Value Supermarkets located in the Centralia‚ Missouri area are faced with the problem of deciding whether or not to change their sales strategy to everyday low pricing. This has become an important subject for Hi-Value due to their loss in sales of the last few quarters‚ and a possible future loss in market share in their area. Hi-Value has three stores in the Centralia area and all are perceived as having a high market value in comparison
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Hi-Value Supermarkets- Everyday Low Pricing Case Analysis Kimberly Stamos MKT 601 Section 51 Professor Ivan Vernon April 11‚ 2014 Case Analysis I. Factual Summary Hi-Value Supermarkets became a division of Hall Consolidated‚ a privately owned wholesaler and retail food distributor in 1975. Hi-Value Supermarkets is considered to be the smallest of the three supermarkets chains owned by Hall Consolidated‚ with a small store distribution for its category. Hi-Value was the number one
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Kelsey Carpenter MKT 520 Hi Value Supermarket Case March 20‚ 2014 Hi-Value Supermarkets Competitive Environment - Market shares change a lot - 3 Hi-Value stores compared to only one each of competitor stores in area - 30% of shopper say that Hi Value is overpriced - Centralia trade area had total retail sales of $725 million in 2002 - There are 20 establishments in Centralia that sell food and beverages - Competitors drew their customers from larger areas outside of Centralia
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What factors are currently involved in successfully competing in the supermarket industry and how will these factors change in the next 10 years? The factors that are currently involved in successfully competing in the supermarket industry are the same factors that have led to the success of Publix supermarkets. These factors include delivering superior customer value‚ caring for people‚ and delivering quality products and service. Publix has gone a step further and developed four success
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In the case regarding Bob’s Supermarket‚ several key facts and critical issues were observed. Bob’s Supermarket was co-owned by Bob and Sam Thompson. Also‚ they had a third silent party that provided capital for the stores. Eventually‚ Bob and Sam brought out the third party and they became the sole owners. The brothers in 1998 formed a subchapter-S corporation to purchase an existing supermarket into Hanover‚ Indiana. Five years later‚ they decided to expand by purchasing a store in Westport‚ Indiana
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In 1930‚ a man by the name of George W. Jenkins founded one of the most dynamic employee-owned supermarket chains in the state of Florida. With challenging work and determination‚ George and his associates made Publix Supermarket Inc. an industry leader throughout the southeast region of the United States. It has been known to be a wonderful place to work‚ tops in customer service and satisfaction‚ while being nationally involved in the community. As of today‚ Publix has grown to over 1‚144 stores
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Reed Supermarkets – Action Plan Prepared by : Rishi Ranjan Reed Supermarket – Case Analysis Problem Statement : Meridith Collins‚ VP of marketing of Reed Supermarkets‚ is asked to increase the current market share of 14%(2010) to 16% by 2011.The following constraints are evident : 1. The market is fragmented with multiple players. 2. The operating margin is merely 2.1%‚ no scope of any error. 3. No investment plan for increasing the no. Of stores. Options available: 1. Increase
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same. 3. Focus and Maintain current Target Segment and Increase the Wallet Share: Continue focusing on the current target segment of affluent and older customers with smaller household size. Their wallet share is 8.93% only as compared to average supermarket customer’s wallet share of 10.0% (details in justification). Wallet share of Reed customers will be increased by at least 1% which will result in additional revenue of 79Mn/year. 4. Maintain current Brand Positioning: Maintain current brand positioning
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