Friday, May 24, 2019

Eleven, Inc. Case

Major Differences There are many differences between the situations In Japan and the U. S. That made the Japanese 7-Eleven experience with watchful foods squarely assorted than that of the U. S. Stores. First, convenience stores In Japan faced little competition from gas station mini- commercializes, and until the early sass they benefited from government regulation that limited the size and operational hours of large- and medium-size stores (Bell & Hogan, 2004, p. 4). Contrary to Japan, 7-Eleven stores In the u. s. Were faced with fierce competition from a variety of convenience stores with ere similar work models.Convenience stores in Japan made a dedication to provide expediency in all aspects of daily life. Such stores sold takeaway lunch boxes, rice balls, ready-to-serve dishes, bread and various drinks (Bell & Hogan, 2004). Japanese stores based their business model on customer needs and convenience. To ensure that customers received fresh quality products, food items wer e prepared continuously and delivered to the stores three times daily. The strategic locations of facility plants combined with the high store density, required minimal travel stance and thence facilitated the speed and ease of deliveries (Bell & Hogan, 2004, p. 7). U.S. Stores, however, failed to focus on convenience needs as they changed. According to Bell & Hogan (2004) people wanted new products and services and the bon ton did not keep pace instead, the company fell into the trap of defining market share in terms of number of stores, and they stopped creating value in each new store. Additionally, U. S. Stores never paid much attention to its Japanese licensee, and therefore never realized that 7-Eleven had reinvented the store with the fresh food concept (Bell & Hogan, 2004, p. 2). Strengths & Weaknesses Keyes shared the vision implemented in Japanese stores, concentrating on fresh food sales.He did this by adopting the fresh food concept to offer total convenience to consu mers. In order to get all franchisees on board, Keyes required stoneware to buy a significant portion of their merchandise from approved vendors, and in turn allowed for more leverage of the system (Bell & Hogan, 2004). Keyes also utilized Austin, Texas as a test market (Bell & Hogan, 2004). This allowed the company to test various lines of food and pricing options. Perhaps the most Important element of the 7-Eleven overhauls In the United States was the Implementation off chain wide proprietary retail Information system.Mulching this from 7-Eleven Japan, the system was designed to enable each store to Improve Inventory management efforts (Bell & Hogan, 2004). Keyes missed the boat by not macrocosm more in touch with the customer. According to Bell & Hogan (2004) 7-Elevens Temperamental weaknesses were Invisible Decease ten company was using ten wrong measures. The company failed to occasion value in each store and pay close attention to changing trends and customers needs. Additi onally, 7-Elevens failure to constantly innovate and change, as convenience needs changed affected the companys the success (Bell & Hogan, 2004).Marketing Efforts In order to make the most of its new capabilities and vision, 7-Eleven U. S. Should undertake various marketing efforts. First, the company should monitor customer- buying patterns to maximize sales by staying stocked on popular items, managing product assortment and merchandising effectively. Understanding that this persistence is highly competitive, 7-Eleven must(prenominal) create a marketing strategy that is urbane by tidying consumer trends and in-store traffic. This would allow the company to affectively track buying trends.Ultimately, this would keep the organization up to date on convenience needs as they change, allowing marketing efforts to be focused in both areas of strength and weakness. Furthermore, since gasoline sales contribute to increased traffic, it is imperative that 7-Eleven stores sell gasoline a t as many locations as possible. Implications Should 7-Elevens prepared food initiative prove successful, there will be a significant increase in measurable competition in the industry. universe that this sector s already highly competitive, convenience stores need to find ways to differentiate themselves from the competition.Introducing fresh foods will be one way to do so. The success fresh foods would bring to the industry would be game changing. Typically the general image of a U. S. Convenience store encompasses cigarettes behind the counter, nonfood items displayed on the counter, magazines in front (Bell & Hogan, 2004, p. 17). However changing the perception of convenience would not only attract new markets but also penetrate current markets. Ultimately, competitors in this industry would need to rethink both merchandising and arresting strategies to ensure they were aligned with the likes of 7-Eleven.As society places a larger emphasis on convenience and freshly prepared fo od, the outlook for 7-Elevens freshly prepared food offerings is promising. Specifically, recent trends indicate that while there is a push towards health conscious, yet convenient selections, consumers are favoring this option. Furthermore, the get word innovation opportunity is to keep innovating with food and taste trends surrounding convenience and health (Carroll, 2011). Since convenience stores arent typically noted for having such eating options, management must work to ensure they successfully rebind their image.

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