Case: 7-Eleven Japan Co. Table of Contents Question 1: 3 Question 2: 3 Question 3: 4 Question 4: 4 Question 5: 4 Question 6: 4 Question 7: 6 Question 1: A convenience store chain attempts to be responsive and provide customers what they need‚ when they need it‚ where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? A convenience store can be more responsive by doing exactly what Seven-Eleven
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October 7 2013 Team members: Hoai Thu Nguyen Izabela Wac Mihail Stan Radka Volkova Number of characters (including spaces‚ footnotes‚ end notes and text boxes): _22‚999_ Signatures of all the participating group/team members: _____________________________ _____________________________ _____________________________ _____________________________ _____________________________ ____________________________
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Owning and Operating a Convenience Store By is an undergraduate student at Abstract Convenience stores have become very popular in this new era. Individuals rely a lot on convenience stores because they live in a world where everyone works‚ or has something going on in their lives all the time. For this reason‚ they sometimes don’t have the time to stop at a bigger store and get what they can get at a convenience store and not spare much of their busy time. Convenience stores are major contributors
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potential competitors of convenience store market. In Guangzhou‚ 7-Eleven‚ Ok and C-store are the three pillars of convenience stores. So our project will focus on the existing competitors 7-Eleven and OK convenience stores to analyze. In this part‚ I am going to identify the distinctive characteristics and values of 7-Eleven and OK with the theory of brand triangle‚ to see what make them a brand. And then I will analyze the scale and goals of 7-Eleven and OK convenience stores with the theory of SWOT
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OUTLINE I. COMPANY NAME or ORGANIZATION’S NAME II. COMPANY PROFILE a. Background of the Company b. Organizational Chart and Work Description c. Vision / Mission d. SWOT Analysis. III. BUSINESS OPERATIONS a. Main Business Processes b. Sub Business Operational Processes c. Data flow Diagram of Operational Processes d. Input / Process / Output Processes and Forms Used IV. Current Technology in Use V. Current Installations of Technology VI. Current Operational Use of Technology VII. Identified
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CENTER FOR INFORMATION SYSTEMS RESEARCH Sloan School of Management Massachusetts Institute of Technology Cambridge Massachusetts 7-ELEVEN Japan Co.‚ Ltd.: Reinventing the Retail Business Model Kei Nagayama and Peter Weill January 2004 CISR WP No. 338 and MIT Sloan WP No. 4485-04 2004 Massachusetts Institute of Technology. All rights reserved. Research Article: a completed research article drawing on one or more CISR research projects that presents management frameworks‚ findings and recommendations
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1.0 Introduction 7 Eleven or also known as 7-11‚ is part of an international chain of convenience stores. 7 Eleven is the world’s largest operator‚ franchisor‚ and licensor of convenience stores with more than 50‚000 outlets. 1.1 Objective and Scope The purpose of this report is to analyze and evaluate 7 Eleven’s marketing strategies and practices to demonstrate that 7 Eleven is “marketing-oriented”. The scope of the report includes PESTEL analysis and Porter’s 5 Forces analysis to confirm its threats
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7 Eleven Inc. Case Study ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- 7-Eleven experienced years of success both home and abroad. In North America they were successful as a ‘typical’ convenience store selling gasoline‚ convenience items and their flagship ‘Big Gulps’ and ‘Slurppees’. While there were many 7-Eleven stores in North America‚ the dispersion of stores was not dense like
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1. In order for a convenience store chain to be responsive‚ which mean providing customer with what they need‚ when they need it and where they need it‚ some different ways to do are: a) Have large inventory in terms of quantity‚ variety and quick replenishment in order to be able to respond quickly to customer demand Risk associated: high cost: warehouse‚ transportation high Implied Demand Uncertainty: little time to react‚ risk of inventory that cannot be sold b) Provide highly innovative
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1) A convenience store chain attempts to be responsive and provide customers what they need‚ when they need it‚ where they need it. What are some different ways that a convenience store supply chain can be responsive? What are some risks in each case? In order to be response‚ a store has to make a selection between holding large inventory or frequent orders & frequent delivery routes. With holding large inventory‚ risks would be: risk of unsold products; inventory costs (in terms of money)
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