Hero's Thrift Store aims to provide a more organized alternative to other thrift stores through excellent customer service and clear organization. The business model involves maintaining quality products at low fixed prices while supporting injured firefighters and police officers. Startup costs are estimated at $19,100 and the business expects net profits of $47,000 in the first year with sales increasing 10-15% annually.
Ethical discussion about Casas Bahia operations in Brazil.
Group Project for Business & Society class
Full-Time MBA - UCD Michael Smurfit Graduate Business School
ASDA CASE STUDY – STRATEGIC BUSINESS ANALYSIS: DEVELOPING A PLAN FOR GROWTHPeachy Essay
The blog focuses on the different business aspects of the company ASDA in the current international market. To understand the notions of business and in order to identify the objective that is to be incorporated within an organization for the accumulation of maximum profit, the company has to locate the appropriate market and plan strategies to ensure success. The discussions that the paper presents show the exact goals of the company along with the analysis of the market though the marketing mix concept. A detailed analysis of the model will provide the reader with a sound and clear understanding of the goals and targets of the firm in question.
Target Corporation Consulting Project - Growth through acquisition. Interim report.
University of Michigan, Ross School of Business, MO 470, Winter 2015.
30 Years and Growing1$ at a time30years strong, or.docxtamicawaysmith
30 Years and Growing
1
$ at a time
30
years strong, or
12 0
profitable fiscal quarters, or
1,565
weeks of sustained growth to our
14,334
locations across the U.S. and Canada, with
each store dedicated to making shopping a
fun, exciting, rewarding experience for every
of our customers.
2016 Annual Report
1986 – Opened its first five
stores - named Only $1.00
(3 VA, GA, TN)
14,334
stores at year-end,
serving customers
with great values
and convenience.
Delivering Value
and Convenience
to Customers
for 30 Years.
Dollar Tree, Inc. is the world’s leading operator
of $1 price-point variety stores. The Company
also offers value at the fixed price-point
of $1.25 CAD at its 226 stores in Canada.
Additionally, the Company operates nearly
8,000 stores under the Family Dollar banner,
which provides customers with a broad
selection of competitively priced merchandise
in convenient neighborhood store locations.
Overall, Dollar Tree operates more than 14,300
stores across the 48 contiguous states and
five Canadian provinces, supported by a
coast-to-coast logistics network and more
than 176,000 associates.
A Fortune 200 Company, Dollar Tree has
served North America for more than 30 years.
The Company utilizes store support centers
in Chesapeake, Virginia and Matthews,
North Carolina. Dollar Tree continues to grow
and is reaching new customers on-line at
www.DollarTree.com.
Dollar Tree 2016 Annual Report 1
2012 2013 2014 2015 2016
8.6
15.5
20.7
7.87.4
NET SALES
($ in Billions)
2012 2013 2014 2015 2016
$2.90
$1.26
$3.78
$2.72$2.68
EARNINGS PER SHARE
Financial Highlights
(a) On July 6, 2015, Dollar Tree acquired Family Dollar Stores, Inc. The results of operations for Family Dollar are included in Dollar Tree’s results of operations
beginning on July 6, 2015.
(b) The 2014 results include interest and expense totalling $75.2 million related to the acquisition of Family Dollar Stores, Inc. The impact of these expenses
represented $0.22 per diluted share.
(c) The 2012 results include the impact of a 53rd week, commensurate with the retail calendar, and a gain on the sale of our investment in Ollie’s Holdings, Inc.
The extra week contributed $125 million of revenue and $0.08 diluted earnings per share. The gain on the Ollie’s sale amounted to $0.16 diluted earnings
per share. All other fiscal years reported in the table contain 52 weeks.
(d) Reflects 2-for-1 stock split in June 2012.
(e) Family Dollar was not included in the determination of these items.
(f) Family Dollar was only included in the determination of these items for the year ended January 28, 2017.
2016 2015(a) 2014(b) 2013 2012(c)
Income Statement Data:
Net sales $20,719.2 $15,498.4 $ 8,602.2 $ 7,840.3 $ 7,394.5
Gross profit 6,394.7 4,656.7 3,034.0 2,789.8 2,652.7
Selling, general and administrative expenses 4,689.9 3,607.0 1,993.8 1,819.5 1,732.6
Operating income 1,704.8 1,049.7 1,040.2 970.3 ...
Consumer M&A activity continued to surge with the highest valuations not seen since the economic downturn of 2008 and over $137 billion in total transaction value. Consumer confidence continued to rise, with U.S. retail sales increasing by 4.2% in 2017, bolstered by one of the strongest holiday seasons in recent years. Despite its challenges, the apparel sector could be seen as experiencing a year of growth. Read the apparel report for an in-depth analysis of the global industry, focusing on themes, issues, and opportunities impacting the sector and its performance. We hope you will find this report, and the other reports to follow, a useful source of information.
Ethical discussion about Casas Bahia operations in Brazil.
Group Project for Business & Society class
Full-Time MBA - UCD Michael Smurfit Graduate Business School
ASDA CASE STUDY – STRATEGIC BUSINESS ANALYSIS: DEVELOPING A PLAN FOR GROWTHPeachy Essay
The blog focuses on the different business aspects of the company ASDA in the current international market. To understand the notions of business and in order to identify the objective that is to be incorporated within an organization for the accumulation of maximum profit, the company has to locate the appropriate market and plan strategies to ensure success. The discussions that the paper presents show the exact goals of the company along with the analysis of the market though the marketing mix concept. A detailed analysis of the model will provide the reader with a sound and clear understanding of the goals and targets of the firm in question.
Target Corporation Consulting Project - Growth through acquisition. Interim report.
University of Michigan, Ross School of Business, MO 470, Winter 2015.
30 Years and Growing1$ at a time30years strong, or.docxtamicawaysmith
30 Years and Growing
1
$ at a time
30
years strong, or
12 0
profitable fiscal quarters, or
1,565
weeks of sustained growth to our
14,334
locations across the U.S. and Canada, with
each store dedicated to making shopping a
fun, exciting, rewarding experience for every
of our customers.
2016 Annual Report
1986 – Opened its first five
stores - named Only $1.00
(3 VA, GA, TN)
14,334
stores at year-end,
serving customers
with great values
and convenience.
Delivering Value
and Convenience
to Customers
for 30 Years.
Dollar Tree, Inc. is the world’s leading operator
of $1 price-point variety stores. The Company
also offers value at the fixed price-point
of $1.25 CAD at its 226 stores in Canada.
Additionally, the Company operates nearly
8,000 stores under the Family Dollar banner,
which provides customers with a broad
selection of competitively priced merchandise
in convenient neighborhood store locations.
Overall, Dollar Tree operates more than 14,300
stores across the 48 contiguous states and
five Canadian provinces, supported by a
coast-to-coast logistics network and more
than 176,000 associates.
A Fortune 200 Company, Dollar Tree has
served North America for more than 30 years.
The Company utilizes store support centers
in Chesapeake, Virginia and Matthews,
North Carolina. Dollar Tree continues to grow
and is reaching new customers on-line at
www.DollarTree.com.
Dollar Tree 2016 Annual Report 1
2012 2013 2014 2015 2016
8.6
15.5
20.7
7.87.4
NET SALES
($ in Billions)
2012 2013 2014 2015 2016
$2.90
$1.26
$3.78
$2.72$2.68
EARNINGS PER SHARE
Financial Highlights
(a) On July 6, 2015, Dollar Tree acquired Family Dollar Stores, Inc. The results of operations for Family Dollar are included in Dollar Tree’s results of operations
beginning on July 6, 2015.
(b) The 2014 results include interest and expense totalling $75.2 million related to the acquisition of Family Dollar Stores, Inc. The impact of these expenses
represented $0.22 per diluted share.
(c) The 2012 results include the impact of a 53rd week, commensurate with the retail calendar, and a gain on the sale of our investment in Ollie’s Holdings, Inc.
The extra week contributed $125 million of revenue and $0.08 diluted earnings per share. The gain on the Ollie’s sale amounted to $0.16 diluted earnings
per share. All other fiscal years reported in the table contain 52 weeks.
(d) Reflects 2-for-1 stock split in June 2012.
(e) Family Dollar was not included in the determination of these items.
(f) Family Dollar was only included in the determination of these items for the year ended January 28, 2017.
2016 2015(a) 2014(b) 2013 2012(c)
Income Statement Data:
Net sales $20,719.2 $15,498.4 $ 8,602.2 $ 7,840.3 $ 7,394.5
Gross profit 6,394.7 4,656.7 3,034.0 2,789.8 2,652.7
Selling, general and administrative expenses 4,689.9 3,607.0 1,993.8 1,819.5 1,732.6
Operating income 1,704.8 1,049.7 1,040.2 970.3 ...
Consumer M&A activity continued to surge with the highest valuations not seen since the economic downturn of 2008 and over $137 billion in total transaction value. Consumer confidence continued to rise, with U.S. retail sales increasing by 4.2% in 2017, bolstered by one of the strongest holiday seasons in recent years. Despite its challenges, the apparel sector could be seen as experiencing a year of growth. Read the apparel report for an in-depth analysis of the global industry, focusing on themes, issues, and opportunities impacting the sector and its performance. We hope you will find this report, and the other reports to follow, a useful source of information.
Franchising- investment opportunity vs. current economic conditions;
What is the size of the Retail Apparel Industry in Brazil;
The fashion franchising market in numbers;
What is the potential for apparel franchising?;
Brand movement away from capital cities: opportunities for franchisers and franchisees;
Shopping centers as the driving force for fashion franchise growth;
Foreigners also want to franchise fashion in Brazil!!!!!
Challenges in fashion franchise operation;
The new fashion consumer – What’s changing in this market?
What does the market expect with the arrival of major international apparel store chains to Brazil ?
Why are franchises in the Fashion Business market so attractive?
A complex multinational trading & logistics business had some trouble explaining its operations and value proposition to its stakeholders. Not when Unicorn Business Plans got done with the Pitch Deck!
Grocery stores compete for attention | JLL RetailJLL
As the battle between limited assortment discount grocers, high-end grocers and web-based sales from old and new retailers alike continues, the overall grocery industry is seeing major growth opportunities—especially in the short term.
2015 was a banner year for the grocery industry, led by $10 billion in profits and 77.5 percent of new yearly retail space being built in categories dominated by grocers.
Southern California remains the top destination for retailers—including grocery sellers—with financial struggles for grocery chain Haggen helping to fuel other retailers to expand in the market.
Read more about evolving shopping trends for millennials, how neighborhood and community centers feel the impact of increased grocery competition and why lower-cost grocery options continue to grow nationwide by downloading our complete report.
Chapter16In This Chapter, WeWill Address theFo.docxtiffanyd4
Ch
ap
ter
16
In This Chapter, We
Will Address the
Following Questions
1. What major types of marketing
intermediaries occupy this
sector?
2. What marketing decisions do
these marketing intermediaries
make?
3. What are the major trends with
marketing intermediaries?
4. What does the future hold for
private label brands?
Cofounder Tony Hsieh has ensured that a
strong customer-service culture is at the
heart of operations at Zappos, the online
footwear and accessories retailer.
446 PART 6 DELIVERING VALUE
In the previous chapter, we examined marketing intermediaries from the
viewpoint of manufacturers who wanted to build and manage marketing channels. In this chapter,
we view these intermediaries—retailers, wholesalers, and logistical organizations—as requiring
and forging their own marketing strategies in a rapidly changing world. Intermediaries also strive
for marketing excellence and can reap the benefits like any other type of company.
Online footwear retailer Zappos was co-founded by Tony Hsieh in 1999 with superior
customer service and an improved customer experience at the core of its corporate cul-
ture. With free shipping and returns, 24/7 customer service, and fast turnaround on a
wide selection of 200,000 shoe styles from 1,200 makers, Zappos finds that three-
fourths of purchases during any one day are by repeat customers. Unlike many other
companies, Zappos has not outsourced its call centers; Hsieh sees that function as too important. In
fact, Zappos empowers its customer service reps to solve problems. When a customer called to com-
plain that a pair of boots was leaking after a year of use, the customer service rep sent out a new pair
even though the company’s policy is that only unworn shoes are returnable. Every employee has a
chance each year to contribute a passage to the firm’s Culture Book,
about life at Zappos, and how each department implements superior
customer service from selling to warehousing and delivery, to pricing
and billing. Half the interview process for potential new hires is devoted
to finding out whether they are sufficiently outgoing, open-minded, and
creative to be a good cultural fit for the company. Bought by
Amazon.com in 2009 for a reported $850 million but still run separately,
the company now also sells clothing, handbags, and accessories.
Thanks to its success, it even offers two-day, $4,000 seminars to busi-
ness executives eager to learn about the secrets behind Zappos’s
unique corporate culture and approach to customer service.1
Managing Retailing,
Wholesaling, and Logistics
447
While innovative retailers such as Zappos, Sweden’s
H&M, Spain’s Zara and Mango, and Britain’s Topshop have
thrived in recent years, others such as former U.S. stalwarts
Gap, Home Depot, and Kmart have struggled. The more
successful intermediaries use strategic planning, advanced
information systems, and sophisticated marketing tools. They
segment their markets, improve their market targeting and
positi.
2. This place is very unorganized. How can anybody shop here. Thrift stores are flooded with messy unorganized stores. These stores offer a poor experience and quality Hard to tell the good from the from the bad
3. We Keep It Clean and Simple Our Solution: Excellent service and superior organization Our Mission: understand what our customers' needs and hopes are after buying from the Hero's Thrift Store. Vision: Organization to thrift stores Values: Big harts, superior service Strategy: Organize one item at a time
4. The Industry A shop that sells used articles, especially clothing, as to benefit a charitable organization. The number of private sector thrifts supervised by OTS stood at 765 with assets of $941.7 billion at the end of 2009. Thrift earnings showed signs of stabilizing in 2009 as the industry posted a profit of $505 million in the fourth quarter and essentially broke even for the year. Office of Thrift Supervision / 2009 Fact Book
5. The Market Today’s economy is helping the resale industry continue to grow at record rates. In fact, there are more than 25,000 consignment, resale and thrift stores in the United States. Society’s increasing awareness of the importance of reducing waste and recycling will influence the entire resale industry in a positive way. According to America’s Research Group, approximately 16 - 18% of Americans will shop at a thrift store during a given year.
6. The Competition The Goodwill- Strong customer base with strong reputable name. The Salvation Army- recognizable name with a great cause. Thrift Mart- Huge store with a verity of products.
7. Business Model Provide an organized alternative to other thrift store shoppers. Hero's Thrift Store will maintain our service and balance while delivering a quality product to our customers. We encourage our customers to help our cause and support injured firefighters and police officers. Provide a excellent product at a low fixed price that will beat the competition.
8. Start Up Cost All cost will vary with sponsorships and donations, but a rough estimate: Startup Expenses: $10,000 Startup Assets: $5,500 with many donations Cash for Recurring Costs:$3,600 Total Startup Costs:$19,100
10. Sales forecast Sales are expected to increase by 10 to 15% by year two Net profit of $47,000 in the first year of opening. Start up cost of about $20,000 will be paid in about 5 years with an interest rate of 6.5%