1 / 30

SUPERIOR SUPERMARKET

SUPERIOR SUPERMARKET. By: Derrick Chen, Stephanie Gomez, Keisha Jemmott and Samantha Morris. PROBLEM. Lack of strong consumer image. Communication. Pricing strategy. S.W.O.T Analysis. STRENGTHS. Over 30 years of experience Higher quality of products Best shopping convenience

orli
Download Presentation

SUPERIOR SUPERMARKET

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. SUPERIOR SUPERMARKET By: Derrick Chen, Stephanie Gomez, Keisha Jemmott and Samantha Morris

  2. PROBLEM • Lack of strong consumer image • Communication • Pricing strategy

  3. S.W.O.TAnalysis

  4. STRENGTHS • Over 30 years of experience • Higher quality of products • Best shopping convenience • More stores in operation • Exceptional Customer service

  5. WEAKNESSES • High prices compare to competitor • Geographical area • Limited selection offered • Store appearance (Cleanliness) • Lack of consumer image

  6. OPPORTUNITIES • Store expansion • Change display • Use of market research information • Improve pricing strategy • “Superior”

  7. THREATS • Market share loss • Loss of current customers • Competitors in prime retail spots

  8. Organizational Objectives • Increase annual Profits by 12% • Increase market share to 27% within 2 years • Increase profit margins by 5% • Reduce Operating Costs by 12% • Decrease debt-to-assets ratio to under $0.15 • Expand Company Operations • Recognition

  9. ALTERNATIVES

  10. Alternative 1 Implementation of an “EVERY DAY LOW PRICING STRATEGY”.

  11. PROS • Low operating costs • Low inventory handling costs • GPM increase • Possible market share increase • Pricing strategy

  12. CONS • Image change • Pricing Strategy • Direct Competition • Quality concern • Loss of market share?

  13. Alternative 2 Create a favourable store image among consumers

  14. PROS • Brand awareness • Neighbourhood image • Attracting new customers and satisfying current ones

  15. CONS • Increased Advertising • Reject new image

  16. Alternative 3 Maintain current pricing strategy and expand services and products

  17. PROS • Increase convenience • Increase Brand Awareness • Increase profits • Delivery costs

  18. CONS • Expensive • Store too small

  19. Analysis of Alternatives http://learn.senecac.on.ca/~tegomez/alternatives.html

  20. RECOMMENDATION

  21. Alternative 3

  22. TARGET MARKET

  23. Centralia Population Profile • 39.6% make $35,000-$74,999 • Largest age group19 and under Core User: • Individuals aged 25-54

  24. Young Adults: 16-25 years Students and Young Professionals Live at home or share living accommodations Professionals: 26-54 years Average Income-$40,000+ Time and convenience concerns Break Down

  25. Price Same pricing strategy Promotion Print media Broadcast media In-Store promotion Place Same store location Service Improve service by adding a bakery and a deli Marketing Mix

  26. MAP

  27. Pro Forma for Superior Supermarkets: Optimistic http://learn.senecac.on.ca/~sjmorri1/proforma.html

  28. Year One, Quarter One Develop Pricing and Marketing strategies and plans.  8 weeks Send Marketing and Strategy plans for approval.  2 weeks Develop Information and Training sessions for Management Staff  4 weeks Conduct Information and Training Sessions  2 weeks Year One, Quarter Two Develop expansion objectives  2 weeks Develop Expansion Budget  4 weeks Locate and negotiate with a Contracting company to do the renovation  2 weeks Implementation plan

  29. Year One, Quarter Three Development of Advertising Campaigns and In-Store Promotions  10 weeks Advertising campaigns subject to approval  2 weeks Final Negotiations with the contracting company  2 weeks Year One, Quarter Four Store Closures, 3 weeks for each store, at alternating times  9 weeks Advertising (print media, radio and television) should coincide with store closures Grand Re-opening of newly renovated stores *Process to be completed in 1 full fiscal year

  30. THANK YOU!!!

More Related