Mountain equipment coop case study
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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
This document discusses Mountain Equipment Co-op (MEC), a Canadian retail co-operative that sells outdoor equipment. It outlines MEC's business model, challenges, and financial performance. Key points include: MEC has 15 stores and over 3.6 million members; it aims to offer eco-friendly, high-quality gear at fair prices; and it has diversified into private label products but faces criticism for lacking originality and copying other brands. The document recommends that MEC reduce product lead times through just-in-time manufacturing, launch an education campaign about its mission and objectives, and reduce the percentage of private label SKUs it offers.
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.
Case Analysis of Mountain Equipment Co-op
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.
Mountain Equipment Co-operative: The private Lable Strategy Case analysis
This case study is an excellent piece of material by Richard Ivey Business school.
The case is analyzed on the basis of :
Case Synopsis
Case Facts
Situation Analysis
Problem Definition
Recommendations/ Conclusion.
Please go through this case and gain excellent piece of Knowledge.
Mountain Equipment Co.Op.
This presentation explains about the canadian sports industry and well about the MEC brand and how they overcome the negative impression in the public and their strategies used to achieve their goals.
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.
Mountain Equipment Co-op: The Private Label Strategy
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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Mountain equipment co op
This document discusses Mountain Equipment Co-op (MEC), a Canadian retail co-operative that sells outdoor equipment. It outlines MEC's business model, challenges, and financial performance. Key points include: MEC has 15 stores and over 3.6 million members; it aims to offer eco-friendly, high-quality gear at fair prices; and it has diversified into private label products but faces criticism for lacking originality and copying other brands. The document recommends that MEC reduce product lead times through just-in-time manufacturing, launch an education campaign about its mission and objectives, and reduce the percentage of private label SKUs it offers.
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.
Case Analysis of Mountain Equipment Co-op
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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This case study is an excellent piece of material by Richard Ivey Business school.
The case is analyzed on the basis of :
Case Synopsis
Case Facts
Situation Analysis
Problem Definition
Recommendations/ Conclusion.
Please go through this case and gain excellent piece of Knowledge.
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This presentation explains about the canadian sports industry and well about the MEC brand and how they overcome the negative impression in the public and their strategies used to achieve their goals.
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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.
Mountain Equipment Co-op: The Private Label Strategy
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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Introduction Harley-Davidson, America’s largest motorcycle produc.docx
Introduction
Harley-Davidson, America’s largest motorcycle producer, is an iconic brand worldwide that provides a unique customer experience. The company produces custom, cruiser, and touring motorcycles, and offer parts, accessories, riding gear, apparel, and general merchandise. The latter provides wholesale and retail financing and insurance to Harley-Davidson dealers and riders located in the United States, Canada, and other international markets. (David & David, 2016). The motor cycle industry is an intensely competitive industry with many big competitors, which is why Harley had struggled over the last few years. This report will cover the following; 1) Harley’s vision and mission statements, 2) Internal/external strengths and weaknesses, SWOT Analysis, and lastly, a recommendation on the strategic direction for the company supported by the two Matrices, SPACE Matrix and the SWOT Matrix. Company Background
Harley Davidson is America’s largest motorcycle producer that was first incorporated in 1907 by William S. Harley and Arthur Davidson. It started off in a small shed in Milwaukee, Wilsconsin with its first dealership opening in Chicago, 1904. They targeted customer needs with its unique offerings and earned price premiums. Harley operates in two primary business segments, Motorcycle & Related Products (Harley-Davidson Motor Company), and Financial Services (Harley-Davidson Financial Services). In 2014, Harley’s worldwide retail sales increased by 2.7% versus the prior year. The company has sales in almost 90 countries, with one-third of its sales coming from outside the United States. (David & David, 2016). Today, Harley remains a dominant force in the market but faces challenges in creating products relevant to younger riders and women, as well as developing international sales in countries such as India. (David & David, 2016).Mission and Vision Statement
Many organizations today develop a vision statement that answers the following question, “What do we want to become?” “Developing a vision statement is often considered the first step in strategic planning, preceding even development of a mission statement.” (David & David, 2016). Whereas, a mission statement identifies the scope of a firm’s operations in product and market terms. It addresses the standard question which is, “What is our business?”
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Mountain equipment coop case study
- 1. The Private Label Strategy By Ansh Aggarwal
- 2. CASE SYNOPSIS Brief overview Company Goals Current position
- 3. Canada- Sports goods Market- $7.5 billion-2008 Major players: Wal-Mart, Canadian Tire, Forzani. MEC formed in 1971, providing gears for mountaineering, rock climbing, ski touring &hiking. Membership at $5 with the Advantage of “Patronage return”.
- 5. Goals: Increase participation in self propelled wilderness-oriented recreation. Emphasis on Outdoor recreation opportunities. Bring change in Environmental, social & Economic sustainability. MEC brands produced eco-friendly products in 63 factories in 15 countries.
- 6. What’s Next?
- 7. Presently loss of trust among shareholders due to shift of production from Canada to other countries. Loosing on its primary objectives: ethics, quality goods, Competitive pricing. Have got mixed reviews on different forums but people are their to support the co-operative.
- 8. INFERENCES MarketGrowth MECmarket Share Comparison MECproduction Units Productsoverview
- 9. 6887 7000 7409 7494 7572 3825 3920 4068 4140 4199 1360 1279 1388 1378 1396 1702 1800 1953 1977 1977 0 2000 4000 6000 8000 10000 12000 14000 16000 2004 2005 2006 2007 2008 Footwear Apparel Equipment Sporting Sales Goods Canadian Sporting Goods in $ million-year growth-2.4%
- 10. 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 2005 2006 2007 2008 18.20% 18.90% 19.60% 20.20% 11.60% 12.60% 12% 11.40% 6.90% 9.50% 9.50% 9.90% 0.90% 1% 1.20% 1.20% Overall Market Share Forzani Canadian Tire Walmart MEC
- 11. 33.82% 30.24% 22.28% 3.85% 3.85% 3.67% 0.65% MEC- Branded Products China Canada Vietnam India Thailand Taiwan USA
- 12. PRODUCT LINE: Cycles Jackets Climbing Shoes Back Packs Haul Bags
- 14. Lack of Originality in the Product line. Creation of Negative perception in the minds of the Consumers. Shifting of Basic beliefs in the Cooperation to more profit oriented organization.
- 15. What to do Now?
- 16. RECOMMENDATIONS
- 17. Need to shift from just Stereotypical Organization to serve for the goodwill of the people. Need to deliver its own product line. Focus on its Core strengths of Quality : ethics, quality Goods and Competitive prices. Promotion through Word-of–mouth with its pre-existing customers.