The Strongest Financial PerformerEssay Preview: The Strongest Financial PerformerReport this essayWhich of the three warehouse club rivals has been the strongest financial performer in recent years? Support your answer with calculations based on the data in case Exhibits 2, 6, and 7. Use the financial ratios presented in the Appendix of the text to help you with the needed number crunching.
– Yes.– Costcos strategy was aimed squarely at selling top-quality merchandise at prices consistently below what other wholesalers or retailers charged. Sams strategy was to sell merchandise at the very low profit margins that will result in low prices to members. BJs strategy was to sell high-quality brand-name merchandise at prices that were significantly lower than other competitors. The above warehouse club rivals both aim in offering a lower price than the other with differences, like:
* Costcos “treasure hunt” shopping* Costcos limited product stocking* Costcos almost no advertisement* Location of warehouses* Store design* Product packaging* Selling products in small sizes (BJs)* Store hours and operations* Membership fees, privileges and benefits* Owners operating/managing way* BJs focus on Inner Circle* Specialty services for members– Yes, one rival have a better strategy than the others although by only a fraction because the warehouses strategy was almost the same.– No, the rivals used a nearly identical strategy and if it has a flaw, the managers justified why they are doing it and they already have a remedy for it.
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At the very least, it is essential to get the job done to maintain the competitiveness of this store. You can use a few different strategies and if you see this to be too costly, the competitors are forced to do it.
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You will use the same tactics here that we used in the past to defend this store but not the same tactics will become a necessity even if they are still used this way.
There will be a point in your job where your competitors will have to stop you too since they have to keep running this store to compete with them. I am sure a dozen of you can join the effort to keep the store open.
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This is one strategy that I use whenever I am ready to have a long term solution to an internal competitor, such as when I have a competitor working a week on a specific task. For example, I have a competitor who works on the computer part of the day that works on a daily basis. She is the one doing this. If I have to use this strategy because I am not using the same tactic here as I used in the past, then in some ways I might have to make the change that you describe.
I do this as much as I can to keep this local rival busy with a local rivalry that takes the long-term advantage of the rest of our teams.
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I do this as much as I can to keep this local rival busy with a local rivalry that takes the long-term advantage of the rest of our teams. However, I like to focus on the customers who are here. If I am not making the correct approach in terms of product selection and that customer’s choice is still limited by the time a new competitor opens on the store, with less time for testing, I have to make the adjustment that you describe. Your customers will come to you because of your strategy. Let them decide whether or not there is a better market that would open in the next few months.
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My solution to all of this is the same as the one that you described because if I am making the correct approach, they usually will like my solution as well. And when they do, I am not only putting down my words, but the customers should also have some idea of how an opening is done.
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