Mountain Equipment Co-op: The Private Label Strategy
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MEC is a Canadian outdoor equipment retailer with 1.2% market share in a fragmented market dominated by larger competitors. It focuses on sustainability and sells 50% private label goods but faces challenges due to higher Canadian manufacturing costs. To address this, MEC is considering expanding its private label offerings by outsourcing production to lower-cost Asian countries. However, this may damage its brand image if not handled carefully by emphasizing ethics and quality over low prices alone. The presentation recommends MEC focus on its strengths of ethics and developing private label goods while using social media, but avoid tactics like overpricing competitor brands.
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MEC is a Canadian retailer that sells outdoor gear and holds only 1.2% of the sporting goods market. It developed a private label strategy to increase market share and profits. This included manufacturing products overseas where labor is cheaper, undercutting competitors' prices. However, this has negatively impacted MEC's brand by cutting Canadian jobs, souring supplier relationships, and being seen as unethical. To improve, MEC must refrain from unfair practices, rebuild local partnerships, and reconnect with customers through its stated sustainable values.
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Mountain Equipment Coop: the private label strategy case study solution
- Mountain Equipment Co-op (MEC) is a Canadian retailer of outdoor gear founded in 1971 by climbers committed to philanthropy.
- MEC began producing its own private-label gear by copying designs of other brands at lower prices. However, manufacturing shifted overseas, hurting quality and jobs in Canada.
- Stakeholders now question MEC's philosophy as a democratically-owned firm and its ability to achieve competitive pricing through Canadian manufacturing given rising costs. Outsourcing also generates negative reactions.
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The document discusses the private label strategy of Mountain Equipment Co-op (MEC), a Canadian outdoor gear retailer. MEC was formed in 1971 and provides equipment for mountaineering, rock climbing, skiing, hiking, and other activities. It has goals around increasing outdoor recreation and sustainability. However, it is currently losing trust among shareholders due to shifting production overseas. The recommendations are for MEC to focus on delivering its own product line, emphasizing its core strengths of quality, ethics, and competitive pricing while promoting through word-of-mouth.
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Mountain equipment co. op private label - case analysis
MEC is a Canadian retailer that sells outdoor gear and holds only 1.2% of the sporting goods market. It developed a private label strategy to increase market share and profits. This included manufacturing products overseas where labor is cheaper, undercutting competitors' prices. However, this has negatively impacted MEC's brand by cutting Canadian jobs, souring supplier relationships, and being seen as unethical. To improve, MEC must refrain from unfair practices, rebuild local partnerships, and reconnect with customers through its stated sustainable values.
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Mountain Equipment Coop: the private label strategy case study solution
- Mountain Equipment Co-op (MEC) is a Canadian retailer of outdoor gear founded in 1971 by climbers committed to philanthropy.
- MEC began producing its own private-label gear by copying designs of other brands at lower prices. However, manufacturing shifted overseas, hurting quality and jobs in Canada.
- Stakeholders now question MEC's philosophy as a democratically-owned firm and its ability to achieve competitive pricing through Canadian manufacturing given rising costs. Outsourcing also generates negative reactions.
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MEC is a Canadian outdoor retailer facing issues with its private label brand sports products. It has a small market share of 1.2% in the $8 million Canadian sporting goods industry. While MEC focuses on high quality and value, major concerns are the negative perception of its brand and failing product lines. The document discusses MEC's brand philosophy and history, market analysis, challenges with developing new innovative private label products versus branded products, and recommendations to continue launching new private labels while staying true to its brand values and ensuring high quality at low costs.
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一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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