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Easy on starting a business
Easy on starting a business
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Wicks n ' More is known for their high-quality, hand-poured fragrance candles. I had the chance to sit down with the co-founders and former owners, Beckey and Kim Neal. Wicks n ' More was founded in 1998 by mother and daughter, in their home garage as a hobby. Both, Beckey and Kim, gave their opinion about a small family business and about their business experience. Our discussion of their business growth, product line, product strategy, and new inventions relates to the product development of a small business. Their business is successful and is now a multi-million dollar business where fragranced candles are sold all over the world. Beckey and Kim worked full time as a nurse and a medical tech, respectively in Tupelo, MS. They faced a …show more content…
According to the book, to gain competitive advantage a few rules to follow are: basing innovations off of experience, focusing on products that have been overlooked, be sure that there is a market for the product, and focusing on new ideas that lead to more than one product. Once the company was able to get the equipment they needed, the candles came in all shapes and sizes to extend the product line. Beckey and Kim knew that they needed to create different types of candles with different scents. Beckey 's twenty years of experience in oil landscape painting gave the company the advantage to know what types of oils that needed to be used. Kim 's decorative touch gave the company an advantage to keep the product line elegant, which is what they are known for. They wanted to keep the elegant look of the candles, but hopefully give more options to customers and wholesalers. This gave the company the competitive advantage over their …show more content…
My question to them "what would you recommend to those who want to be future business owners?" They responded with "be sure you have the funds and that you trust the people you are in business with." Beckey also said to focus on a niche and the target market that you want to acquire. "One of the best things and worst things about being in a family business is seeing your family every day," Beckey said. She went into detail about the different examples where the family would begin to disagree on things due to the emotions that were outside of business. Beckey decided it was time to sell the company to another family that would carry on the legacy of Wicks n ' More and further it in business. The company is currently owned by a small family that has kept the business running for the three years after Beckey and Kim sold
The competitive analysis sought to establish Kendra Scott’s competitive rivalry, buyer power, supplier power, threat of new entrants, and threat of substitutes. Kendra Scott has various major competitors, but it has preserved its leadership in the jewelry industry by maintaining a brand that is associated with superior and consistent customer experience, authenticity, superior core values, and flexibility in responding to changing tastes. The consumers have weak bargaining power largely due to the emotional attachment they have for particular jewelry brands. Besides, they do not rely on market forces and pricing levels to make purchasing decisions. The jewelry company and its main competitors depend on a few suppliers for their raw materials
The strategy for competing in the market was a broad-differentiation strategy. It was broad because it produced a large variety of products such as clamps, inserts, knobs, and similar items. Also, it differentiates from the other metal companies because of its good quality, good delivery, and reasonable price.
They had several questions that they would like answered. If they do proceed with the sale, how should they negotiate for a maximum price? How could they hold the meetings with the prospective buyers and not let the employees find out about the transaction prematurely? Should they organize an auction to sell the company? Will it generate adverse publicity if they decided not to sell after the auction?
The key issues for K-Mart strategies are finding the right cost level for an opportunity to be aggressive, and differentiating the product for consumer in terms of different consumer and different intangible product attributes. K-Mart and Sears should be combined with a new overall corporate competitive strategy using a cost focus. This may turn out to be the only sensible strategy, and the one which best describes the strategy adopted. Strategies of cost leadership and product differentiation are often described as if they were mutually exclusive you can either pursue one or the other, but not both.
I agree with this statement. When it comes to trying to break into an industry and have a competitive advantage over the rest, the strategy we have to use has to be distinctive. This means we have to come up with a different approach to capture our customers to make them want to use our product rather than product’s from the industry’s leaders. The best competitive position is always to have no competition. To achieve that level, organizations should not be following what the leaders are doing instead they should formulate, implement and deploy a distinctive strategy that changes the rules of the business game in their favor.
When looking at YourFire Inc. and its five-competitive force we can see what is more profitable to the company and industry. For instance, they have a low barrier to entry, but more expensive to start up in the market for camp stoves. Therefore, rivalry among existing firms is strong. Although, they will not have to worry about new entrants due to their unique product. In addition, the threat of substitute camping stoves is limited. It will be more difficult for competitors to manipulate such engineering skills that produced in Yourfire. Whereas, perhaps customers relatively strong with the ability to select other camping stoves based on their performances and price. Their power of suppliers with raw materials is a strong force since the company
When the 1980’s rolled around, it was a thriving company, in the Seattle area. However, the co-founders began to have other interests and were involved in other careers simultaneously. Despite that, the company was about to undergo a major turnaround. A man by the name of Howard Schultz started to pursue an interest in the company. He noticed that the coffee shop had a wonderful environment.
In general, it can be seen that Burberry organized to capture its value and thus obtain a temporary competitive advantage in the market. If others try to imitate it, they will lose the competitive advantage. In order to avoid this, Burberry can compete with others with differentiation advantage by creating superior products, lunching more features like customization service to satisfy the customer
Hendersern and Stern 2000, ‘Untangling the origins of competitive advantage’,Strategic Management Journal, Vol. 21, pp. 1123-1145.
of a firm to attain new forms of competitive advantage (Müller, 2011). It is due to these
(2015), indicates that feasibility analysis is conducting preliminary research to determine if there is a potential problem in the market. A market analysis and lifecycles will define the industry strengths, weakness, innovation, cost, maturity and decline phases. The product development cycle and market strategies must be in place during the introduction of the service or product in order to be competitive. The text book, Bessant, J., & Tidd, J. (2015), it states: “An effective competitive strategy either differentiates the new venture from existing ventures, creates a niche in the market that other companies are not serving, or has access to resources that others in the industry do not”. For Deb’s Event /Party Planning business the company our goal is to outperform the rivals and have a competitive advantage of the product. The text indicates that using the Porte’s five that provides an effective way of looking at the structure of a business and the competitive strength and positioning to the
Competitive strategy is the approach that an organisation takes in order to gain advantage over its competitors. According to Porter, there are two major sources of competitive advantages: costs and differentiation. Cost-based competitive advantage involves reducing production costs so that an organisation can earn higher profit margin or offer products at lower price compared to competitors. Differentiation-based competitive advantage involves offering unique properties that are not offered by competitors’ products. Differentiation allows an organisation to charge a premium for their products because they offer additional benefits to buyers.
We can define competitive advantage as simply what a given company excels best at. This could be the distinguishing factor as to why consumers purchase from your company and not the competition. This could also be understood from the perspective of quality that a business can create for the consumer.
When you do find your answers, be sure to include every factor that can contribute to your success – your products and services, your operating method, your unique company qualities and customer service attitude, your values, etc. Whatever you learned from your competitive analysis can definitely help you create powerful marketing campaigns that will help you more effectively sell your products and services to your target
Our group approached a set of critical analyses to examine the company’s competitive advantages, to analyse the oppor...