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Costco business study
What makes a successful organization
Costco wholesale business modelo case study
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Analysis of an International Organization Nature of the Organization Costco’s business strategy is different from their competitor’s in the wholesale retail industry because their purpose is to keep overhead down and pass the savings to their customers. They do this by choosing not to advertise, sell fewer brands and having an innovative approach by having their own manufacturing facilities for a variety of merchandise. Costco does not market their warehouses and their marketing is through word of mouth from current customers who also must have a membership to shop at Costco. When compared to Walmart Costco sells four brands of toothpaste and Walmart sells sixty brands of toothpaste. Costco can buy more for less from the manufacturer of the four brands of toothpaste and pass the savings on to their customers. Costco’s strategy is to sale a limited number of items because this strategy according to (Lutz, 2013) “increases sales volume and helps drive discounts.” Because of Costco’s profitability in the retail market they have managed to continue to be profitable even in an oppressed economy. Costco’s focus is on high-end customers indicated by some of the brands they carry such as Coach Handbags. Costco offers three different levels of membership and is only open to customers who have a membership. Costco’s philosophy is they do not advertise or markup items more than 15% in order to save their customer’s money. These practices lowers the overhead costs and continues passing the savings to the customer. Costco is an international company and has (Costco Wholesale Corporation, n.d.) “462 locations in 43 U.S. States & Puerto Rico; 87 locations in nine Canadian provinces; 25 locations in the United Kingdom; 10 locations in Taiwan; 9... ... middle of paper ... ...les-gender-discrimination-lawsuit-for-8-million/ Gullo, K., & Fisk, M. C. (2009, May 16 Karen Gullo and Margaret Cronin Fisk). Costco Sued by Worker for False Imprisonment After Stores Close. Retrieved from Bloomberg: http://www.bloomberg.com/apps/news?pid=newsarchive&sid=arFyn8XqNe4g Keahay, M. (2013, June 24). Costco manager files age discrimination lawsuit. Retrieved from Southeast Texas Record: https://setexasrecord.com/news/286696-costco-manager-files-age-discrimination-lawsuit Lutz, A. (2013, November 7). Costco's Unorthodox Strategy To Survive The Big Box Apocalypse. Retrieved from Business Insider: http://www.businessinsider.com/costcos-unorthodox-business-strategy-2013-3?op=1#!HLSsM SANTOS v. COSTCO WHOLESALE, INC. (2003, July 9). Retrieved from Leagle: http://www.leagle.com/decision/2003836271FSupp2d565_1789.xml/SANTOS%20v.%20COSTCO%20WHOLESALE,%20INC.
Kohl’s also boasts a loyal customer base and strong brand equity. These strengths are critical to offset their weaknesses. Flaws include an imbalance on sales for men’s products and a lacking online presence. (Kohl's Corporation, n.d.) Another way that Kohl’s is actively counterbalancing their negatives is by capitalizing on opportunities. Kohl’s has found that their beauty sections are an immense source of opportunity. As a result, the company is expanding those departments in an effort to capture those sales that would otherwise go elsewhere. (Wahba, 2014) Finally, Kohl’s keeps the knowledge of their threats at the forefront of their decision-making. They understand that their coupon system can be abused and cause profit losses. They also recognize that price wars in their industry can also be very damaging. As a result, they are working towards more secure methods of offering savings and strategically making efforts to remain the leader for price setting. (Wahba,
Due to the small size of their stores they are able to focus on customer interaction and making every customer feel welcome and valued. The next advantage is their control over inventory. Trader Joe’s carries approximately 4,000 SKU’s per location compared to big grocery stores who carry approximately 50,000 SKU’s per location. The smaller amount of inventory allows them to keep better records of inventory. Trader Joe’s is also able to eliminate products less often than big grocery stores who generally eradicate 10 to 15 products per week. The next competitive advantage that Trader Joe’s has is their private label. Approximately 80 percent of Trader Joe’s inventory is comprised of their private label. This is considered a competitive advantage because they are able to create a customer base who wants only Trader Joe’s private label products which cannot be found elsewhere. They are successful with the private label because they not only use healthier ingredients they try to identify products that their customers haven’t experienced before. This leads to the last competitive advantage, Trader Joe’s huge fan base. Trader Joe’s has extremely loyal customers; in fact, many of them have launched online efforts to persuade Trader Joe’s to open stores in their regions. Customers have not only created fan pages, but also cookbooks featuring meals prepared with Trader Joe’s private label products. Trader Joe’s customers are considered a competitive advantage because most people shop at big grocery stores because they have everything one could need for a meal. Whereas Trader Joe’s customers shop there because they love the store, allowing Trader Joe’s more freedom in product choice and inventory amount.
Historically, Dollar General operated in a highly price sensitive market segment, with 55% of its consumer base earning an average annual gross income of less than $40,000.[2] To attract these customers, Dollar General employed an Everyday Low Price strategy similar to Wal-Mart’s. Thus, keeping costs low and driving high traffic volumes were critical to the company’s financial success. Dollar General achieved this strategy in several ways, including keeping rents and labor costs low, locating in low-income, high traffic areas that offered consumers few substitutes, and offering a wide variety of popular CPG and white label goods.
Costco was founded on September 15th, 1983 by Jeffery Brotman and James Sinegal (Chesley). It became renowned for its warehouse club retail model, pioneered by former competitor Price Club. After a major merger in 1993 with Price Club, Costco expanded to 206 locations, doubling the size of the company (“Costco Wholesale Historical Highlights”). The decision was based on the fact Costco and Price Club shared similar business philosophies, operations, and the looming threat of being taken over by Sam’s Club. Operating as PriceCostco, international expansion began with development of stores in Mexico, the opening of two stores in England, and the licensing of a Price Club in South Korea ("Costco Wholesale Corporation").
“Culture is not the most important thing. It’s the only thing.” (Gabler, The Magic in the Warehouse, 2016). It has been said that “Costco acts more like a cheerful cult than a hard-driving business.” (Gabler, The Magic in the Warehouse, 2016). Costco hasn’t wavered from their founder’s strategy of promoting within; over 98% of their management started their careers with Costco. This strategy clearly works; the environment is one of family not just coworkers. They are loyal to the brand and motivated to work hard and climb the corporate ladder. Costco sees this as ensuring the future of their values which in turn ensures their
Despite the uncertainty in the economy in 2010, members who shopped in the Costco warehouses increased by four percent spending three percent more than they did in 2009. Most of the members shop in their fifty-six stores, which recorded over two hundred million dollars in sales in 2010 with two of them giving more than three hundred million dollars. In terms of expenditures, the letter estimates Costco’s costs to be nearly one billion dollars on capital expenditures. This big capital expenditure is justified in Costc...
Price: All the Costco products have a maximum mark up of 15%, keeping their prices competitive and almost always cheaper than their competitors which usually mark up at 25%. In the video the founder is seen comparing the price of one of their products (a toy truck) to Sam’s Club which was offering it at a lower price, and reconsidering their pricing for it. Their pricing does however force the consumer to buy the product in bulk- making them assume that they are getting the best possible price.
Costco sells its products in bulk, and many households and small businesses do not need to shop in bulk. Customers do not a loyalty to buy at Costco; they will shop where it is more convenient for them, without having the price be extremely high. There are many alternative channels of distribution for products such as supermarkets, retailers, online retailers, specialty stores, etc. Costco has a limited selection on what items it stocks. Customers are willing to pay a little more to shop at retailers that have a larger selection of items. There are far more locations for supermarkets, retail stores and convenient stores than there are of Costco locations. One of the new substitutes that emerged in this industry is the online retailer. Amazon Fresh is one of the new ones, providing customers with the ability to shop from home and get groceries deliver that same day straight to their homes. Eliminating hassles such as driving to the store, looking for parking, waiting in long lines and being in a crowded store. There is no product differentiation between the products sold at Costco and those sold at other
Costco is into Services Sector. It is part of Industry which deals with Discount &Variety Stores. Costco operates membership warehouses where it offers various types of merchandise like household consumables, Electronics, Automobile, garden etc. to its members. Costco is well diversified and also operates Pharmacies, Gas stations, Travel business etc. Thus it fulfills almost every need of its members. It boasts of 600+ warehouses across 8 countries with earnings in excess of $2 Billion on Sales of $100 Billion. It has 184,000 employees worldwide and more than 1000 suppliers who have to follow a rigid & comprehensive supply chain & quality policy.
Maria DeSimone, 40 years old; wife and mother of two children of Palm Bay, Florida, was refused employment at the establishment in which she applied to. The circumstances surrounding the case were as follows. Ms. DeSimone possessed two years of previous restaurant experience, she applied for a position at Texas Roadhouse of Palm Bay to the manager of the facility. When she never heard back from the manager (who said he would get back to her); she happened to be discussing the situation with a friend; the friend told her that Texas Roadhouse had just hired her 19-year-old daughter to the position in which she had just applied for. Previously when she had not heard back from the manager about the position, he told her that “they weren’t hiring at this time” (Lee and Hymowitz,
Costco is one of the companies that have started from humble beginnings to become one of the most recognized institutions in the wholesale industry. Based on the Costco case, there are valuable lessons I have learned and the look of things is that Costco is here to stay. One of the insights I have gained from the Costco case is that organizations should understand their value chains and focus on their strengths to drive competitiveness. Another lesson that I have learned is that information technology can be used by organizations to improve their levels of competitiveness. Also, the Costco case study has enabled me to realize that the management of organizations should constantly evaluate the impacts of the strategies they employ because it is through such evaluations that the best practices can be adopted to improve the performances. Costco has applied these aspects in its different areas of operations, and they have advanced the organization since its inception days to present. From the strategic management practices, the organization has grown from strength to
In the warehouse segment, Wal-Mart’s Sam’s Club competes harshly with Costco. Costco has fewer warehouses but greater sales and revenues. Costco customers also shop at Costco more frequently than Sam’s Club customers and, on average, spend more each visit as well. Costco’s dominance may be the result of better innovation. Costco offers luxury items and was the first to sell fresh meat and produce, and gasoline. This is important because innovation is a key factor in assessing competitors in an industry.
As for the second issue, it seems that Costco’s efforts to become an international company are moving slowly. They have not reached a point where their US and Canadian warehouses provide a backbone for their finances. Costco’s third issue is their expenses, which include merchandising costs and pre-opening expenses, have been increasing steadily and they need to balance this out to keep a positive net income. Analysis: Key Issue #1: Costco has many competitors, with the primary two being Sam’s Club, a wholesale business managed by Walmart, and BJ’s wholesale club. Sam’s Club offers the same services as Costco.
It provides a variety of products but it choose products on the basis of quality, price and brands in order to provide better satisfaction to its customers. Moreover, the reason behind the success of Costco Wholesale is the effective marketing strategies of the Costco Wholesale company. (m.costco.com, n.d.)
Every month, Wal-Mart de Mexico executives received a detailed schedule of the payments performed. These payments, however, were then “purified” in accounting records as simple legal fees. These were basically Mr. Cicero’s allegations. However, this was not the first indication of corruption in Wal-Mart de Mexico. In an investigation in 2003, it was found that Wal-Mart de Mexico had systematically increased sales by aiding favored high-volume customers avoid sales taxes. Wal-Mart de Mexico had failed to enforce their own anticorruption policies. As the investigation from Mr. Cicero’s allegations moved forward, there was corroborating evidence in Decemeber 2005 that there were hundreds of gestor payments, mystery codes, rewritten audits, evasive responses from Wal-Mart de Mexico executives, donations for permits, and evidence gestores were still being used. At last, Mr. Rodriguezmacedo wrapped up the case saying that there was no evidence or indications of the bribes. Instead, he attacked the integrity of his accuser, Mr. Cicero. They attacked it by saying his conduct was typical of someone who engaged in fraud.