The document discusses the uniform market in Canada, including an overview of the market size and key sectors such as corporate image wear, work wear, healthcare, and schools. It also covers trends in the industry such as acquisitions by large US conglomerates and a growing demand for reliable quality over lowest cost. The Canadian uniform market is valued at over $200 million annually and expected to see 5-20% growth over the next 5 years.
Neenah Paper provides an overview of their two business segments - Technical Products which produces specialty and performance-based products for filtration, industrial backings, labels and other specialties, and Fine Paper which produces high quality textured and colored papers for print communications, packaging, crafting and labels. The company discusses their strategy to lead in profitable niche markets through organic growth and acquisitions, deliver consistent returns to shareholders, and segment financial trends showing sales and profit growth across both businesses.
A contestable market is an imperfectly competitive market where the threat of potential competition from new entrants keeps prices low and forces firms to produce efficiently. Key conditions for contestability include easy entry and exit from the market with few sunk costs. This encourages "hit and run entry" where firms briefly enter to earn profits before exiting. Contestable markets can achieve allocative efficiency like perfect competition through potential competition even if few firms dominate, bringing economic benefits over monopolies.
Students should be able to:
Understand the characteristics of this model and be able to use them to explain the behaviour of firms in this market structure
Explain and evaluate the differences in efficiency between perfect competition and monopoly
Explain and evaluate the potential costs and benefits of monopoly to both firms and consumers
The document discusses market structure and identifies its key characteristics, including the number of firms in an industry, nature of products, barriers to entry, and degree of monopoly power. It outlines a spectrum from perfect competition to monopoly and describes several market structures along this spectrum, including their distinguishing features. In particular, it provides detailed diagrams and explanations of perfect competition, monopolistic competition, and oligopoly market structures.
This document discusses contestable markets and provides examples of industries with varying degrees of contestability. It defines a contestable market as one where entry and exit decisions can be made without cost. Key factors that determine contestability include the absence of sunk costs, access to technology, consumer loyalty, and size of entry barriers. Various industries like movies on demand, retail coffee stores, and budget hotels are assessed as having high contestability, while industries like household mail services currently have low contestability but this may be rising. The document also examines pricing strategies in highly contestable markets and discusses concepts like hit-and-run entry and barriers to exit.
The document discusses contestable markets, where actual and potential competition exists and entry and exit decisions can be made without cost. Conditions for contestability include an absence of sunk costs, access to technology, low consumer loyalty, and low legal barriers. A contestable market may have a low minimum efficient scale and limited scale economies. Policies like deregulation and open access networks can make markets more contestable by reducing barriers to entry and exit. The threat of potential competition in a contestable market can influence incumbent firms' pricing and output decisions similar to a competitive market.
Bec doms ppt on monopolistic competitionBabasab Patil
The document discusses monopolistic competition and oligopoly market structures. It defines monopolistic competition as a market with many firms that produce differentiated products and engage in non-collusive competition. Oligopoly is characterized by a small number of interdependent firms where barriers to entry exist. The document provides examples of oligopolistic industries and outlines various firm behaviors in oligopoly markets, including cartel behavior, price leadership, and informal collusion.
The document discusses different market structures including perfect competition, monopoly, monopolistic competition, and oligopoly. It provides details on key characteristics of each market structure such as the number of buyers and sellers, level of product differentiation, barriers to entry, and availability of information. Graphs and diagrams are used to illustrate concepts like competitive firm profit maximization by producing at the quantity where marginal revenue equals marginal cost. The impacts of supply and demand shifts on market equilibrium price and quantity are also examined.
Neenah Paper provides an overview of their two business segments - Technical Products which produces specialty and performance-based products for filtration, industrial backings, labels and other specialties, and Fine Paper which produces high quality textured and colored papers for print communications, packaging, crafting and labels. The company discusses their strategy to lead in profitable niche markets through organic growth and acquisitions, deliver consistent returns to shareholders, and segment financial trends showing sales and profit growth across both businesses.
A contestable market is an imperfectly competitive market where the threat of potential competition from new entrants keeps prices low and forces firms to produce efficiently. Key conditions for contestability include easy entry and exit from the market with few sunk costs. This encourages "hit and run entry" where firms briefly enter to earn profits before exiting. Contestable markets can achieve allocative efficiency like perfect competition through potential competition even if few firms dominate, bringing economic benefits over monopolies.
Students should be able to:
Understand the characteristics of this model and be able to use them to explain the behaviour of firms in this market structure
Explain and evaluate the differences in efficiency between perfect competition and monopoly
Explain and evaluate the potential costs and benefits of monopoly to both firms and consumers
The document discusses market structure and identifies its key characteristics, including the number of firms in an industry, nature of products, barriers to entry, and degree of monopoly power. It outlines a spectrum from perfect competition to monopoly and describes several market structures along this spectrum, including their distinguishing features. In particular, it provides detailed diagrams and explanations of perfect competition, monopolistic competition, and oligopoly market structures.
This document discusses contestable markets and provides examples of industries with varying degrees of contestability. It defines a contestable market as one where entry and exit decisions can be made without cost. Key factors that determine contestability include the absence of sunk costs, access to technology, consumer loyalty, and size of entry barriers. Various industries like movies on demand, retail coffee stores, and budget hotels are assessed as having high contestability, while industries like household mail services currently have low contestability but this may be rising. The document also examines pricing strategies in highly contestable markets and discusses concepts like hit-and-run entry and barriers to exit.
The document discusses contestable markets, where actual and potential competition exists and entry and exit decisions can be made without cost. Conditions for contestability include an absence of sunk costs, access to technology, low consumer loyalty, and low legal barriers. A contestable market may have a low minimum efficient scale and limited scale economies. Policies like deregulation and open access networks can make markets more contestable by reducing barriers to entry and exit. The threat of potential competition in a contestable market can influence incumbent firms' pricing and output decisions similar to a competitive market.
Bec doms ppt on monopolistic competitionBabasab Patil
The document discusses monopolistic competition and oligopoly market structures. It defines monopolistic competition as a market with many firms that produce differentiated products and engage in non-collusive competition. Oligopoly is characterized by a small number of interdependent firms where barriers to entry exist. The document provides examples of oligopolistic industries and outlines various firm behaviors in oligopoly markets, including cartel behavior, price leadership, and informal collusion.
The document discusses different market structures including perfect competition, monopoly, monopolistic competition, and oligopoly. It provides details on key characteristics of each market structure such as the number of buyers and sellers, level of product differentiation, barriers to entry, and availability of information. Graphs and diagrams are used to illustrate concepts like competitive firm profit maximization by producing at the quantity where marginal revenue equals marginal cost. The impacts of supply and demand shifts on market equilibrium price and quantity are also examined.
The document discusses marketing channels and supply chain management. It covers topics such as types of marketing channels, channel strategy decisions, vertical marketing systems, logistics and supply chain concepts, physical distribution components, transportation modes, and warehousing. The key aspects are selection and management of marketing channels, integration of the supply chain, and efficient physical movement of goods from producers to consumers.
Supported Multiple Choice Questions for Unit 3 Economicstutor2u
Maximum mark is 2/4 if the incorrect answer is given
Knock-outs / rejection explanations:
Incorrect options can be knocked out, if relevant economic reasoning is given, for 1 mark each time.
Up to two knock out marks can be awarded for each supported choice question
There must be some valid economics rationale to the answer in order to earn a mark (this is vital)
Good practice
Define key terms in the question / or in the correct answer stem
Application to the specific context is always encouraged
Draw supporting analysis diagrams (fully labelled)
Annotate clearly and fully any diagrams that are provided
Complete tables of data where necessary
Write in proper sentences but bullet them for emphasis
Practice papers to increase the speed and accuracy of your answers. Work systematically through the specification.
This document discusses distribution channels and intermediaries. It provides examples of how companies like Toyota and General Motors rely on intermediaries in their distribution channels. It discusses potential conflicts that can occur both horizontally among competitors and vertically between different levels of the same channel. It also outlines factors to consider when analyzing customer needs, establishing channel objectives, and identifying alternatives in channel design.
The document discusses market power and pricing strategies in the smartphone industry, noting that average smartphone selling prices are expected to fall 9% in 2013 due to intense competition between manufacturers as well as emerging markets and substitute devices. It also explores concepts of economies of scale that can lower costs and prices for consumers as smartphone production increases.
The document discusses eFarm, an ICT-enabled agri supply chain network that aims to empower small farmers and connect them directly to consumers. It outlines the current issues with the fragmented agricultural supply chain in India, including a lack of demand/supply data, inefficient logistics and high wastage. eFarm uses various ICT tools across the supply chain to collect data, manage customer relationships and operations, provide market insights to farmers, and enable an efficient distribution network connecting farmers directly to consumers. The founder's vision is to organize the large unorganized agri sector in India through a sustainable, entrepreneurial social enterprise model.
Market structure identifies how competitive a market is based on factors like the number of firms, nature of products, degree of monopoly power, and barriers to entry. It ranges from perfect competition on the highly competitive end to pure monopoly on the less competitive end. The further right on the scale, the greater the monopoly power of firms. Market structure models are representations of reality that help analyze industry competition levels and firm behavior.
Retos y oportunidades sector de cosméticos en canadáProColombia
This document provides an overview of Bertrand Walle's experience and expertise in the beauty industry. He has over 35 years of experience, including 12 years as a senior executive at L'Oreal Canada. He also has experience managing efficacy testing of cosmetic products and ingredients in North America. He provides consulting services to suppliers, manufacturers and retailers in the cosmetics industry regarding economic development between Europe and Canada.
Este documento presenta información sobre el mercado canadiense y cómo acceder a él. Resume que Canadá tiene una población concentrada de 33.4 millones, con la mayoría viviendo en Ontario y Quebec. Explica que el consumidor canadiense es informado, consciente de los precios y la salud, y sensible a causas sociales. También proporciona datos demográficos e indicadores económicos clave sobre Canadá.
México es un importante mercado para las exportaciones colombianas. La mayoría de las exportaciones colombianas a México se transportan por vía marítima a través de puertos colombianos como Barranquilla y Buenaventura, y puertos mexicanos como Altamira, Veracruz y Manzanillo. También existe transporte aéreo de carga entre Colombia y México, principalmente hacia el Aeropuerto Internacional de la Ciudad de México. Se requieren diferentes documentos como facturas para el ingreso de mercancías a México y algunos productos neces
Colombia tiene el potencial para desarrollar una sólida industria automotriz que genere empleos de alta calidad. Actualmente es el segundo mayor productor de motocicletas y el cuarto de vehículos en Latinoamérica. Las ventas de vehículos han crecido a una tasa promedio anual de 5.8% entre 2015-2019, superando las 300 mil unidades anuales. Además, empresas automotrices extranjeras como General Motors, Hero y Johnson Controls han realizado importantes inversiones en el país.
Perfil Logístico de Exportación a CanadáProColombia
Este documento presenta un perfil logístico para exportaciones desde Colombia a Canadá. Describe la ubicación y tamaño de Canadá, su infraestructura de transporte, principales socios comerciales, y detalles sobre el transporte marítimo y aéreo de mercancías entre los dos países. También incluye información sobre documentación requerida, puertos y aeropuertos clave, y consideraciones regulatorias.
El sistema de moda en Colombia es un sector prioritario impulsado por un programa de transformación productiva del gobierno. El mercado de la moda en Colombia ha crecido a una tasa anual del 4.2% en la última década, ubicando al país como el tercero en la región. El sector se ha consolidado con un importante crecimiento gracias a 13 tratados de libre comercio y acuerdos de inversión que ofrecen beneficios arancelarios.
El documento describe las oportunidades de inversión en el sector de cosméticos y artículos de aseo en Colombia. Colombia tiene una ubicación geográfica estratégica con acceso a más de 1.500 millones de consumidores a través de 13 acuerdos comerciales. El mercado colombiano de cosméticos y artículos de aseo ha crecido a una tasa promedio anual del 7% en los últimos 5 años y se espera que alcance los $4.735 millones en 2019. Colombia ofrece ventajas para la investigación, producción e innovación en
This document provides an outline for summarizing a company's market and competitive position. It includes sections for describing the sales organization by employee type and industry teams, VAR channel strategy including distributors and reseller programs, VAR satisfaction levels, retail channel strategy and retailers, pricing tactics, and end user satisfaction and opinions.
This document provides an outline for summarizing a company's market and competitive position. It includes sections for describing the sales organization by employee type and industry teams, VAR channel strategy including distributors and reseller programs, VAR satisfaction levels, retail channel strategy and retailers, pricing tactics, and end user satisfaction and opinions.
Basics of business monopoly and competitive marketsShweta Iyer
The document discusses different market structures including perfect competition, monopoly, monopolistic competition, oligopoly, and duopoly. It provides characteristics and diagrams to analyze each structure. A monopolistic market is described as having many firms differentiating similar products, with relatively easy entry and exit into the industry and imperfect consumer and producer knowledge. Firms in monopolistic competition can earn abnormal profits in the short run but normal profits in the long run as entry of new firms causes prices to fall.
Canada has a population of over 34 million people and a GDP of over $1.3 trillion, relying heavily on exports such as vehicles, machinery, and oil to the US and imports of similar goods. The US and Canada have strong economic ties and trade over $1 trillion annually due to NAFTA. Exporting companies should establish local partnerships in Canada to navigate customs requirements and sell to specific sectors like aerospace in Montreal or automotive in Toronto.
Kmart was founded in 1899 and filed for Chapter 11 bankruptcy in 2002. It was acquired by Sears in 2005. Sears Holdings Corporation's strategy is to focus on being a member-centric retailer by leveraging its Shop Your Way rewards program and integrated retail approach across Kmart and Sears stores and online. Its five strategic pillars are creating lasting customer relationships, attaining productivity and efficiency, building its brands, reinvention through technology and innovation, and living its values. The plan is to transform by focusing on Shop Your Way, business realignment, and enhancing financial flexibility. However, its financial performance from 2009-2013 shows declining revenues and increasing losses. It faces high competition from retailers like Walmart.
The document discusses Caterpillar's customer classification system which aims to classify customers based on their primary industry in order to better understand customers, align product development, and enhance profitability. The classification system involves categorizing customers into industries such as mining, construction, waste, and assigning a representative to be the primary contact based on the customer's classification. The goals are to improve communication, accountability and recognize the full value chain of customers' businesses. Guidelines are provided for determining a customer's primary industry and whether they are a large contractor, local contractor, rental company or governmental entity.
Hagemeyer North America is a distributor founded in 1969 with headquarters in Paris, France and over $13 billion in annual revenue. It has over 32,000 associates working across 153 operating companies in 35 countries. The presentation provides an overview of Hagemeyer's capabilities including its geographic reach and product offerings in areas like industrial and safety supplies, electrical products, and MRO supplies. It also describes Hagemeyer's Value Plus Program which is focused on identifying cost savings initiatives for customers through strategies like reducing inventory costs, lowering product prices, and improving business processes.
Walmart entered the Chinese market in 1996 and has since expanded to over 189 stores across China. While Walmart has had success replicating aspects of its US model in China, it has faced key issues in distribution and targeting the right customers. Walmart built early distribution centers in China despite infrastructure challenges to signal long-term commitment and scare off competitors, though this approach was more successful in Shenzhen than Tianjin due to timing and credibility differences. Overall, Walmart has had to adapt its model to the Chinese market by selling more local products, focusing on quality over low prices, and utilizing a multi-tier store strategy to target different income levels.
This document provides information on international business and exporting terms and strategies. It defines key terms like exports and exporting. It discusses reasons for exporting like expanding sales and achieving economies of scale. It also outlines strategic advantages and factors to consider in developing an export strategy. The document then discusses export plans, potential pitfalls, export processes and documentation, customs codes, intermediaries, modes of exporting, and export incentives.
The document discusses marketing channels and supply chain management. It covers topics such as types of marketing channels, channel strategy decisions, vertical marketing systems, logistics and supply chain concepts, physical distribution components, transportation modes, and warehousing. The key aspects are selection and management of marketing channels, integration of the supply chain, and efficient physical movement of goods from producers to consumers.
Supported Multiple Choice Questions for Unit 3 Economicstutor2u
Maximum mark is 2/4 if the incorrect answer is given
Knock-outs / rejection explanations:
Incorrect options can be knocked out, if relevant economic reasoning is given, for 1 mark each time.
Up to two knock out marks can be awarded for each supported choice question
There must be some valid economics rationale to the answer in order to earn a mark (this is vital)
Good practice
Define key terms in the question / or in the correct answer stem
Application to the specific context is always encouraged
Draw supporting analysis diagrams (fully labelled)
Annotate clearly and fully any diagrams that are provided
Complete tables of data where necessary
Write in proper sentences but bullet them for emphasis
Practice papers to increase the speed and accuracy of your answers. Work systematically through the specification.
This document discusses distribution channels and intermediaries. It provides examples of how companies like Toyota and General Motors rely on intermediaries in their distribution channels. It discusses potential conflicts that can occur both horizontally among competitors and vertically between different levels of the same channel. It also outlines factors to consider when analyzing customer needs, establishing channel objectives, and identifying alternatives in channel design.
The document discusses market power and pricing strategies in the smartphone industry, noting that average smartphone selling prices are expected to fall 9% in 2013 due to intense competition between manufacturers as well as emerging markets and substitute devices. It also explores concepts of economies of scale that can lower costs and prices for consumers as smartphone production increases.
The document discusses eFarm, an ICT-enabled agri supply chain network that aims to empower small farmers and connect them directly to consumers. It outlines the current issues with the fragmented agricultural supply chain in India, including a lack of demand/supply data, inefficient logistics and high wastage. eFarm uses various ICT tools across the supply chain to collect data, manage customer relationships and operations, provide market insights to farmers, and enable an efficient distribution network connecting farmers directly to consumers. The founder's vision is to organize the large unorganized agri sector in India through a sustainable, entrepreneurial social enterprise model.
Market structure identifies how competitive a market is based on factors like the number of firms, nature of products, degree of monopoly power, and barriers to entry. It ranges from perfect competition on the highly competitive end to pure monopoly on the less competitive end. The further right on the scale, the greater the monopoly power of firms. Market structure models are representations of reality that help analyze industry competition levels and firm behavior.
Retos y oportunidades sector de cosméticos en canadáProColombia
This document provides an overview of Bertrand Walle's experience and expertise in the beauty industry. He has over 35 years of experience, including 12 years as a senior executive at L'Oreal Canada. He also has experience managing efficacy testing of cosmetic products and ingredients in North America. He provides consulting services to suppliers, manufacturers and retailers in the cosmetics industry regarding economic development between Europe and Canada.
Este documento presenta información sobre el mercado canadiense y cómo acceder a él. Resume que Canadá tiene una población concentrada de 33.4 millones, con la mayoría viviendo en Ontario y Quebec. Explica que el consumidor canadiense es informado, consciente de los precios y la salud, y sensible a causas sociales. También proporciona datos demográficos e indicadores económicos clave sobre Canadá.
México es un importante mercado para las exportaciones colombianas. La mayoría de las exportaciones colombianas a México se transportan por vía marítima a través de puertos colombianos como Barranquilla y Buenaventura, y puertos mexicanos como Altamira, Veracruz y Manzanillo. También existe transporte aéreo de carga entre Colombia y México, principalmente hacia el Aeropuerto Internacional de la Ciudad de México. Se requieren diferentes documentos como facturas para el ingreso de mercancías a México y algunos productos neces
Colombia tiene el potencial para desarrollar una sólida industria automotriz que genere empleos de alta calidad. Actualmente es el segundo mayor productor de motocicletas y el cuarto de vehículos en Latinoamérica. Las ventas de vehículos han crecido a una tasa promedio anual de 5.8% entre 2015-2019, superando las 300 mil unidades anuales. Además, empresas automotrices extranjeras como General Motors, Hero y Johnson Controls han realizado importantes inversiones en el país.
Perfil Logístico de Exportación a CanadáProColombia
Este documento presenta un perfil logístico para exportaciones desde Colombia a Canadá. Describe la ubicación y tamaño de Canadá, su infraestructura de transporte, principales socios comerciales, y detalles sobre el transporte marítimo y aéreo de mercancías entre los dos países. También incluye información sobre documentación requerida, puertos y aeropuertos clave, y consideraciones regulatorias.
El sistema de moda en Colombia es un sector prioritario impulsado por un programa de transformación productiva del gobierno. El mercado de la moda en Colombia ha crecido a una tasa anual del 4.2% en la última década, ubicando al país como el tercero en la región. El sector se ha consolidado con un importante crecimiento gracias a 13 tratados de libre comercio y acuerdos de inversión que ofrecen beneficios arancelarios.
El documento describe las oportunidades de inversión en el sector de cosméticos y artículos de aseo en Colombia. Colombia tiene una ubicación geográfica estratégica con acceso a más de 1.500 millones de consumidores a través de 13 acuerdos comerciales. El mercado colombiano de cosméticos y artículos de aseo ha crecido a una tasa promedio anual del 7% en los últimos 5 años y se espera que alcance los $4.735 millones en 2019. Colombia ofrece ventajas para la investigación, producción e innovación en
This document provides an outline for summarizing a company's market and competitive position. It includes sections for describing the sales organization by employee type and industry teams, VAR channel strategy including distributors and reseller programs, VAR satisfaction levels, retail channel strategy and retailers, pricing tactics, and end user satisfaction and opinions.
This document provides an outline for summarizing a company's market and competitive position. It includes sections for describing the sales organization by employee type and industry teams, VAR channel strategy including distributors and reseller programs, VAR satisfaction levels, retail channel strategy and retailers, pricing tactics, and end user satisfaction and opinions.
Basics of business monopoly and competitive marketsShweta Iyer
The document discusses different market structures including perfect competition, monopoly, monopolistic competition, oligopoly, and duopoly. It provides characteristics and diagrams to analyze each structure. A monopolistic market is described as having many firms differentiating similar products, with relatively easy entry and exit into the industry and imperfect consumer and producer knowledge. Firms in monopolistic competition can earn abnormal profits in the short run but normal profits in the long run as entry of new firms causes prices to fall.
Canada has a population of over 34 million people and a GDP of over $1.3 trillion, relying heavily on exports such as vehicles, machinery, and oil to the US and imports of similar goods. The US and Canada have strong economic ties and trade over $1 trillion annually due to NAFTA. Exporting companies should establish local partnerships in Canada to navigate customs requirements and sell to specific sectors like aerospace in Montreal or automotive in Toronto.
Kmart was founded in 1899 and filed for Chapter 11 bankruptcy in 2002. It was acquired by Sears in 2005. Sears Holdings Corporation's strategy is to focus on being a member-centric retailer by leveraging its Shop Your Way rewards program and integrated retail approach across Kmart and Sears stores and online. Its five strategic pillars are creating lasting customer relationships, attaining productivity and efficiency, building its brands, reinvention through technology and innovation, and living its values. The plan is to transform by focusing on Shop Your Way, business realignment, and enhancing financial flexibility. However, its financial performance from 2009-2013 shows declining revenues and increasing losses. It faces high competition from retailers like Walmart.
The document discusses Caterpillar's customer classification system which aims to classify customers based on their primary industry in order to better understand customers, align product development, and enhance profitability. The classification system involves categorizing customers into industries such as mining, construction, waste, and assigning a representative to be the primary contact based on the customer's classification. The goals are to improve communication, accountability and recognize the full value chain of customers' businesses. Guidelines are provided for determining a customer's primary industry and whether they are a large contractor, local contractor, rental company or governmental entity.
Hagemeyer North America is a distributor founded in 1969 with headquarters in Paris, France and over $13 billion in annual revenue. It has over 32,000 associates working across 153 operating companies in 35 countries. The presentation provides an overview of Hagemeyer's capabilities including its geographic reach and product offerings in areas like industrial and safety supplies, electrical products, and MRO supplies. It also describes Hagemeyer's Value Plus Program which is focused on identifying cost savings initiatives for customers through strategies like reducing inventory costs, lowering product prices, and improving business processes.
Walmart entered the Chinese market in 1996 and has since expanded to over 189 stores across China. While Walmart has had success replicating aspects of its US model in China, it has faced key issues in distribution and targeting the right customers. Walmart built early distribution centers in China despite infrastructure challenges to signal long-term commitment and scare off competitors, though this approach was more successful in Shenzhen than Tianjin due to timing and credibility differences. Overall, Walmart has had to adapt its model to the Chinese market by selling more local products, focusing on quality over low prices, and utilizing a multi-tier store strategy to target different income levels.
This document provides information on international business and exporting terms and strategies. It defines key terms like exports and exporting. It discusses reasons for exporting like expanding sales and achieving economies of scale. It also outlines strategic advantages and factors to consider in developing an export strategy. The document then discusses export plans, potential pitfalls, export processes and documentation, customs codes, intermediaries, modes of exporting, and export incentives.
This document summarizes various aspects of a company's sales organization, channel strategy, and competitive landscape. It outlines the company's sales organization structure segmented by roles. It also describes the company's VAR channel strategy including identified distributors, reseller programs, dealer selection process, and VAR satisfaction. Additionally, it outlines the retail channel strategy, pricing tactics, and collects information on end user satisfaction and opinions.
Copy of laudon-traver_ec17_ppt_ch09_accessible.pptxramidhavsclas
This document summarizes key topics from Chapter 9 of the textbook "E-commerce 2023: business, technology, society". It discusses online retail and service business models and trends. The chapter analyzes how to evaluate the economic viability of online firms using strategic and financial factors. It also describes the major types of online retailers like virtual merchants, omnichannel merchants, catalog merchants, and manufacturer-direct merchants. Finally, it examines current trends in various online service industries such as financial, travel, jobs and on-demand services.
Accel Sourcing Credentials 2009 July [Compatibility Mode]hrobins3
This document provides information about Accel Advisors, a management consulting firm that helps companies reduce costs through strategic sourcing and process optimization. It offers proven cost reduction services including strategic sourcing, G&A cost reduction, contact center optimization, and next generation cost transformation. Recent initiatives have yielded over 11% annual savings on $300 million in addressed spending categories. The document also provides details on the experience and credentials of Accel Advisors' consultants, including a resume for the sourcing and procurement practice leader with almost 20 years of relevant industry experience.
VF Image is a division of VF Corporation, the world's largest apparel company and home to The North Face, Wrangler, Lee, Nautica, Van's, Seven for Mankind, Majestic and many more of today's leading apparel brands.
VF Image is a leading provider of workwear serving industrial, service, protective and public safety markets with our family of leading workwear brands including Red Kap, Bulwark, and Horace Small.
This presentation compares two titans in the wireless service industry: Verizon & AT&T. Although the notes for this presentation are not included, this is a strong example of how to incorporate pictures into a slideshow in order to break up text. I worked on a team of 4 students in a Fundament Information Systems course to produce this Powerpoint presentation.
*I do not claim ownership to the images in this slideshow.
Exir Redeka company profile new branding_2013Shahin Kimia
Exir Redeka Ltd. imports quality products from reputable manufacturers in Molecular Biology, Pathology, Lab. Automation and Robotics also unique products in Rapid Diagnostics and related areas in the field of Medicine, Pharmaceutical and Food industries. Exir Redeka Ltd. partners multinational companies such as BioGenex Inc. USA, NanoRepro AG Germany and Xiril AG Switzerland to offer technology of the day and unique services.
Students should be able to:
Understand the characteristics of this market structure with particular reference to the interdependence of firms
Explain the behaviour of firms in this market structure
Explain reasons for collusive and non-collusive behaviour
Evaluate the reasons why firms may wish to pursue both overt and tacit collusion
This document discusses marketing strategy and channels of distribution. It provides an overview of key concepts like segmentation, targeting, positioning, and the importance of channels. It also discusses types of intermediaries like distributors, wholesalers and retailers. Specific examples are provided, like Caterpillar's global distribution network and GE Appliances' strategy of reducing dealer inventory and saturation. The document emphasizes defining appropriate levels of service for different customer groups through various distribution channels.
Egan & Sons is a UK-based interior fixtures manufacturer that has had a 63-year relationship with customer Westmid Builders. However, Westmid's sales have recently resulted in a 40% loss for Egan. Using activity-based costing, Egan discovered that its most profitable 1% of customers generated all profits, while its least profitable 1%, including Westmid, caused accumulated losses equaling 40% of profits. While dropping Westmid would be an option, the document recommends that Egan first focus on cost savings and profitable products, and try to restore Westmid to a profitable relationship as dropping the long-time customer should be a last resort.
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Los flujos globales de inversión disminuyeron un 12% en 2022 a 1,3 billones de dólares, aunque las inversiones en países en desarrollo crecieron un 4%. En América Latina y el Caribe, la inversión extranjera directa aumentó un 55,2% en 2022, alcanzando un máximo histórico de $224.579 millones. Dentro de la región, el 54% de la inversión fue al sector de servicios, aunque también aumentaron las manufacturas y los recursos naturales.
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La política de reindustrialización de Colombia establece diversos puntos para que los territorios atraigan inversión extranjera directa y fomenten un crecimiento sostenible, incluyendo la transición energética, el desarrollo de infraestructura, el aprovechamiento de recursos de manera sostenible, el fortalecimiento de la fuerza laboral y la creación de clústeres regionales.
El Plan Nacional de Desarrollo de Colombia establece cinco ejes para convertir al país en líder mundial en temas relacionados con la vida y la naturaleza. Uno de los ejes se enfoca en la transformación productiva y la vinculación de las regiones en cadenas de valor a través de programas como Encadenamientos Productivos y Diversificación de Actividades Productivas para aprovechar ventajas competitivas regionales. Otro programa busca impulsar la industria digital para generar empleo e ingresos regionales mediante contenidos digitales, software y emp
El Plan Nacional de Desarrollo de Colombia establece cinco ejes para convertir al país en líder mundial en temas relacionados con la vida y la naturaleza. Uno de los ejes se enfoca en la transformación productiva y la vinculación de las regiones en cadenas de valor a través de programas como Encadenamientos Productivos y Paz Total, que impulsan proyectos de desarrollo regional. Otro eje busca impulsar la industria digital, las fábricas de productividad y la economía popular para generar empleo e ingres
Este boletín presenta la estrategia de ProColombia para atraer inversión a las regiones de Colombia, incluyendo iniciativas como la estrategia de inversión sostenible, la estrategia de friendshoring, y la Ventanilla Única de Inversión. También discute los incentivos disponibles para inversionistas y sectores con potencial como energías renovables, agricultura ecológica y movilidad eléctrica. El objetivo es promover el desarrollo regional a través de la inversión extranjera.
Bodas Multiculturales y la oportunidad para Colombia.pdfProColombia
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El documento resume la 13a edición del Congreso de Bodas LAT que se llevará a cabo del 8 al 11 de octubre de 2023 en Riviera Maya, México. El congreso ofrecerá sesiones educativas, talleres y eventos de networking para profesionales de la industria de bodas. Además, se promocionan paquetes de hospedaje y registro que incluyen acceso al congreso y actividades adicionales.
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El documento resume la 13a edición del Congreso de Bodas LAT que se llevará a cabo del 8 al 11 de octubre de 2023 en Riviera Maya, México. El congreso ofrecerá sesiones educativas, talleres y eventos de networking para profesionales de la industria de bodas. Además, se promocionan paquetes de hospedaje y registro que incluyen acceso al congreso y actividades adicionales.
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El documento describe las bodas multiculturales y cómo estas representan una gran oportunidad para Colombia en términos de turismo, promoción de la diversidad cultural, desarrollo de la industria de servicios, intercambio cultural y promoción del patrimonio local. Las bodas multiculturales atraen turismo internacional, resaltan la riqueza cultural de Colombia, crean empleos en servicios especializados, fomentan el entendimiento intercultural y destacan las tradiciones locales.
La cadena de valor de las bodas de destino y el impacto social en las comunid...ProColombia
El documento describe la cadena de valor de las bodas de destino, incluyendo etapas como la planificación, alojamiento, diseño y coordinación del evento. Explica que las bodas de destino generan beneficios económicos para las comunidades locales a través de ingresos, empleos e impulsos al turismo. También promueven la cultura local y requieren una gestión sostenible y responsable de los recursos. Diversos actores como organizadores, destinos, parejas y proveedores desempeñan roles en crear experiencias de bodas exit
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MRS PUNE 2024 - WINNER AMRUTHAA UTTAM JAGDHANEDK PAGEANT
Amruthaa Uttam Jagdhane, a stunning woman from Pune, has won the esteemed title of Mrs. India 2024, which is given out by the Dk Exhibition. Her journey to this prestigious accomplishment is a confirmation of her faithful assurance, extraordinary gifts, and profound commitment to enabling women.
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Amid the constant barrage of distractions and dwindling motivation, self-discipline emerges as the unwavering beacon that guides individuals toward triumph. This vital quality serves as the key to unlocking one’s true potential, whether the aspiration is to attain personal goals, ascend the career ladder, or refine everyday habits.
Understanding Self-Discipline
Biography and career history of Bruno AmezcuaBruno Amezcua
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The Fascinating World of Bats: Unveiling the Secrets of the Nightthomasard1122
The Fascinating World of Bats: Unveiling the Secrets of the Night
Bats, the mysterious creatures of the night, have long been a source of fascination and fear for humans. With their eerie squeaks and fluttering wings, they have captured our imagination and sparked our curiosity. Yet, beyond the myths and legends, bats are fascinating creatures that play a vital role in our ecosystem.
There are over 1,300 species of bats, ranging from the tiny Kitti's hog-nosed bat to the majestic flying foxes. These winged mammals are found in almost every corner of the globe, from the scorching deserts to the lush rainforests. Their diversity is a testament to their adaptability and resilience.
Bats are insectivores, feeding on a vast array of insects, from mosquitoes to beetles. A single bat can consume up to 1,200 insects in an hour, making them a crucial part of our pest control system. By preying on insects that damage crops, bats save the agricultural industry billions of dollars each year.
But bats are not just useful; they are also fascinating creatures. Their ability to fly in complete darkness, using echolocation to navigate and hunt, is a remarkable feat of evolution. They are also social animals, living in colonies and communicating with each other through a complex system of calls and body language.
Despite their importance, bats face numerous threats, from habitat destruction to climate change. Many species are endangered, and conservation efforts are necessary to protect these magnificent creatures.
In conclusion, bats are more than just creatures of the night; they are a vital part of our ecosystem, playing a crucial role in maintaining the balance of nature. By learning more about these fascinating animals, we can appreciate their importance and work to protect them for generations to come. So, let us embrace the beauty and mystery of bats, and celebrate their unique place in our world.
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Welcome to the world of social media, where Instagram reigns supreme! Today, we're going to explore a fascinating tool called Insanony that lets you watch Instagram Stories secretly. If you've ever wanted to view someone's story without them knowing, this blog is for you. We'll delve into everything you need to know about Insanony with Trending Blogers!
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SunDaze Surf offers top swimwear tips: choose high-quality, UV-protective fabrics to shield your skin. Opt for secure fits that withstand waves and active movement. Bright colors enhance visibility, while adjustable straps ensure comfort. Prioritize styles with good support, like racerbacks or underwire tops, for active beach days. Always rinse swimwear after use to maintain fabric integrity.
4. Market Size
Vancouver
Montreal
Calgary/Edmonton
Toronto
Canada’s Urban Population = 23.5 Million
15 million of these are represented by five major cities
5. Market Size Cont’d
Calgary/Edmonton,
Alberta
15%
Vancouver, British
Columbia Toronto, Ontario
15% 42%
Montreal, Quebec
28%
6. Market Sectors
• Military and RCMP
• First Responders, Law Enforcement and
Government Ministries
• Corporate Image Wear
• Work Wear
• Healthcare
• School Uniforms
• Executive Wear
7. Market Sectors Cont’d
Estimated Market Values
CDN Dollars Percent of
Group Annual Total Market
Government (Justice and other Ministries) $40 M 20%
Corporate Image Wear (Hospitality/Retail
Service) $85 M 40%
Work Wear $50 M 24%
Healthcare (12,000 hospitals in Canada plus
clinics, offices labs) $30 M 14%
School (385 private schools each avg. 400
students) $5 M 2%
8. Market Sectors Cont’d
Additional Data
• Statistic total employment by industry (only a percentage of each
are in uniform)
http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/econ40-eng.htm
• Detailed North America “work wear” (or uniform) analysis
with trends, challenges, growth forecast, and more at:
http://www.researchandmarkets.com/reports/888585/north_american_workwear_and_uniforms_markets
– Cost for report is about $6,050 USD
9. Market Sectors Cont’d
DISTRIBUTION
Corporate Image Wear
Police Fire EMS other Ministries Corporate Image Wear (Hospitality)
5% (Service/Retail Chains)
Quotes
15 % Retail
35 %
Retail
95 % 65 %
Contract Quotes 85 %
Quotes
Work Wear (Corporate Paid Hospital and Individuals
industrial)
Note: Corporate
15 % Retail
Security and School
25 %
Retail
Uniforms are 100%
quotes.
85 % 75 %
Quotes Quotes
10. Military and RCMP
Description:
• All branches of the military
and the Royal Canadian
Mounted Police (RCMP),
purchase almost
exclusively from Canadian
domestic manufacturers
11. First Responders, Law Enforcement and
Government Ministries
Description:
• Police, Firefighters and Paramedics
– E.g. Approximately 50, 000 Police in Canada: 40% in Ontario, 23% in Quebec and
10% Manitoba
• Correctional Services and Canadian Border Services Agency (CBSA)
• Natural Resources, Parks and Forestry
• Maintenance/Mechanics
What they Wear:
• Military style shirts with epaulettes
• Cargo-type pants and shorts
• Unlined seasonal jackets (may or may not have reflective tape) and
outerwear
• Fabrication is a combination of poly cotton or poly wool
• With printing, embroidery, cresting, reflective
• Maintenance/mechanics wear work wear
12. First Responders, Law Enforcement and
Government Ministries Cont’d
How they Buy:
• Government administered tendering, bidding and contract
award process
– Including detailed specifications, costly product sampling
(testing), slow payment terms, demanding delivery schedule,
unreliable volumes etc.
– Lowest price, highest quality, strict labelling and shipping details
– Penalties for non-compliance
Leaders:
• R. Nicholls
• Uniform Group
• Outdoor Outfits
13. Corporate Image Wear
Description:
• Private Security Companies
• Hospitality (kitchen staff, housekeeping)
• Service Industry (retail, courier, restaurant, postal,
transit, liquor stores, entertainment etc.)
• Canadian bank employees to do not wear uniforms
• Over 40,000 employees in service industry: 60% in Ontario
and Quebec
What they Wear:
• Private Security Companies: as per first responders,
law enforcement
• Hospitality: chef jackets, aprons, dresses, tunics etc.
• Service Industry: variety of polo shirts, slacks, skirts,
denim, acrylic sweaters, caps and outerwear
• Embroidery, unique colourations and styling
14. Corporate Image Wear
How they Buy:
• Direct from manufacturer or distributors
• Quotation or bidding process for term contract
Leaders:
• Unisync
• Mark’s (formerly Mark’s Work Wearhouse)
• Utility Garments
• R. Nicholls
15. Work Wear
Description:
• Maintenance, mechanics, warehousing
• Construction, manufacturing
• Public Works (sanitation, hydro, nuclear power)
• Transit Workers
• Natural Resources Industries (oil, mining, forestry)
What they Wear:
• Denim, cotton, poly-cotton, canvas “duck” cotton
• Shirts, pants, overalls, outerwear
• Reflective and embellishments
16. Work Wear Cont’d
How they Buy:
• Government customers purchase on official tender/contract basis
• Quotations
• Consumer retail
Leaders (Retail):
• Mark’s
• Walmart
• Sears
Leaders (Manufacturing Distributors):
• Helly Hansen
• Richlu
• AGO
17. Health Care
Description:
• Nurses
• Doctors
• Laboratory Technicians
• 125,000 across Canada
– 52% in Ontario and Quebec
What they Wear:
• Scrubs, lab coats, nurses uniforms
18. Health Care Cont’d
How they Buy:
• Government contract
• Direct sales
• Consumer retail
• Online
Leaders (Retail):
• Walmart
• Mark’s
• Sears
Leaders (Distributors Online):
• Professional Choice Uniforms
• Scrubs Canada
• Etc.
19. School Uniforms
Description:
• Private Schools and Public Religious Schools
• Ages 7 to 16
• About 850 private schools in Canada (avg. 400 students)
• Canadian public school students do not wear uniforms
• School year is from September - June
What they Wear:
• Slacks, grey poly flannel or cotton, skirts, polo shirts, dress oxford shirts,
knit sweaters, blazers, tunics and ties
• Crests, embroidery
• Specific colours
20. School Uniforms Cont’d
How they Buy:
• From distributors (contract or quotes)
• Pricing less of an issue vs. service
relationship and other considerations
Leaders:
• R.J. McCarthy
• In School Wear
• Small local distributors
21. Description:
Executive Wear
• First Responders (Formal Uniform)
• Hotel management
• Airlines (Air Canada, WestJet, Porter, Transat etc.)
What they Wear:
• Dress shirts, pants, blazers, skirts etc.
• Dress tunics
How they Buy:
• Distributors
• Domestic factory direct
• Consumer Retail
Leaders:
• VF Imagewear (Air Canada, WestJet)
• Pink Tartan (Porter Air)
• Carleton Uniform
22. Market Trends
• Sources of Information: Government and
Industry Statistics, Survey and Interviews
with Leading Sector Distributors
– not including U.S. Conglomerates
23. Amalgamated
Canadian
Distributors
Independent
Large US
Canadian
Conglomerates
Distributors
VF Imagewear Cima
Cintas Omega
Ameripride C2C
G&K Unisync Premium
R. Nicholls Uniform
Utility Garment
RJ McCarthy
Mark’s
24. Market Trends Cont’d
• Acquisition of smaller Canadian companies by
larger U.S. Corporations
– Making their purchasing for Canadian employees
from U.S. head office
– Raising level of service beyond the competition (IT,
logistics, design, sourcing, pricing, inventory)
• Industry leaders anticipate between a 5 to 20%
annual growth in volume over the next 5 years
– may represent acquisition growth more than market
increase
25. Market Trends Cont’d
• Canadian corporate acquisitions and amalgamations
• Government contract purchasing amalgamating divisions
and/or products into a single contract
• General dissatisfaction with suppliers
– Delivery times
• China 120 days
• Bangladesh 90 days
• Mexico 60-75 days
– Cost, communication, distance, quality control
• Greater value on reliable quality goods and services vs. cost
• Growing consideration for eco-friendly products
26. 2. Canadian Regulations
• The Canadian Boarder Services Agencies (CBSA) is the federal law
enforcement agency responsible for (among other duties) administering and
enforcing the laws and regulations regarding the importation of goods into
Canada; interdicting illegal goods and collecting all applicable duties and taxes
on imports.
• Suppliers are not responsible for Canadian Rules and Regulations
• The Canadian importer (or dealer) is responsible for meeting and honouring:
– the standards, rules and regulations including:
• product registration; labelling; packaging; quality and safety standards; tariffs and duties
Some requirements and links to government websites for additional details and
explanations are in the following:
• Certification
• Tariffs and Rules of Origin
• Quality and Safety Standards
• Packaging and Labelling
27. Certification
• All imported garments require a
Certification Identification Number
(referred to as a “CA Number”)
– Five digit number proceeded by the letters
“CA”
• The source of any garment can be traced
by its “CA Number” online at:
http://strategis.ic.gc.ca/app/cb/cnmbr/srchFrm.do;jsessionid=00005
-_sdbwHkK_vOsJOs-MhcKO:1247mv5k6?language=eng
28. Certification Cont’d
• The CA Registration will tell you the Dealer Company (or
individual’s) by name, address, the date the number was
issued and its status (issued, terminated etc.)
• You can also search the U.S. Dealer Database (by their
RN Number ) from the same site
• Relevant regulations are covered in the Textile and
Labelling Act of Canada and are administered by the
Competition Bureau www.competitionbureau.gc.ca.
29. Tariffs
• Canada Border Services Agency (CBSA) publishes advance rulings
– To help the importing community determine the proper tariff
classification of goods
• These rulings, issued under paragraph 43.1(1)(c) of the Customs
Act, (available at the Justice Ministry site: http://laws-
lois.justice.gc.ca/eng/acts/C-52.6/section-43.1.html) provide
information on the importation of particular goods, including their 10-
digit tariff classification number under the Canadian Customs Tariff
• For information on the importance of proper classification of goods
see the Harmonized System (HS) Compliance (http://www.cbsa-
asfc.gc.ca/publications/pub/bsf5118-eng.html)
30. Rules of Origin
• Rules of Origin (or Country of Origin) are stringent in Canada
• Due to the Free Trade Agreement between Canada and Colombia importers
and exporters must know if their garments meet the requirements for duty
exemption (or not)
– Proper documentation to satisfy the CBSA is required
• These rules are complex and often subject to interpretation. You are strongly
encouraged to obtain the full document via emailing your request to:
publishing.publications@cbsa-asfc.gc.ca
• Ask for: Memorandum D11-5-9 Canada-Colombia Free Trade Agreement
(CCOFTA) Rules of Origin
– contains the CCOFTA Rules of Origin Regulations and provides a link to the Foreign
Affairs and International Trade Canada (FAITC) Web site where the Rules of Origin for
the CCOFTA may be found
• Under the current agreement, duty free is only granted to Colombian producers
using locally-sourced/made materials.
– If the fabric used in Colombia is imported, then finished goods imported to Canada will
be assessed at the 18% duty rate
Learn More: http://www.international.gc.ca/trade-agreements-accords-commerciaux/
31. Quality and Safety Standards
• Garment care, particularly washing instructions are not mandatory
but generally provided with uniform garments in accordance with
Textile Labelling Act and meeting the standards of the Canadian
General Standards Board (CGSB) harmonized with the North
American Free Trade Agreement (NFTA).
• Likewise specific sizing or size designations are not mandatory (but
if used they must be accurate)
• Canadian Standards Association (CSA) International
– Sets standards for clothing particularly related to safety work wear worn
in the Canadian workplace
– Flame/heat, electricity or static resistant garments, and light reflective
features require CSA certification to be sold in the Canada
– CSA provides latest minimum standards, labelling requirements and
inspections for factory certification
32. Packaging and Labelling
• It is national policy to provide both French and English
labelling on most garments and packaging.
– Particularly an issue with government end users and
customers with national distribution
– Importer will have details
• Labelling and packaging issues are ultimately the
responsibility of the importer
– A major cause of delay in the release of goods is due to
poor or improper labels applied by the supplier
– Close and clear communication, including visual
confirmation of labels and packaging before manufacturing
or shipping is essential
33. 3. The Competitive Environment
• Worldwide (China, Bangladesh, Vietnam,
Mexico, Colombia)
• Canadian Manufacturing
• Products and Pricing
34. Worldwide
• Government sourcing statistics track general garment
classifications (not specifically uniform numbers)
• The following graph is a reliable estimate based on their
numbers and input from leading industry Distributors.
Vietnam Mexico and
and Other 7%
Indonesia
8%
Bangladesh
and
Pakistan China
15% 70%
35. Worldwide
• China dominates the Canadian market
– supplying an estimated 70 – 100% of most Distributor’s
uniform imports
• Bangladesh plus other Asian countries
(Vietnam/Indonesia) may represent 20% or more
– high volume low cost basic t-shirt, polo, dress shirt and
pant market particularly for School Uniforms and
Hospitality garments
• Mexico is somewhat an underachiever in the market in
spite of NFTA due to unreliable production
36. Canadian Manufacturing
• Work Wear manufacturing in Western Canada ; Quebec and Atlantic Canada
servicing industrial resource production (oil, mining, forestry) construction and
related industries
• Products include highest standards of flame resistant (FR) and 100% Cotton
Duck Fabric
– Cotton duck fabric or duck canvas, is a heavy, plain woven cotton fabric
used primarily for outerwear, coveralls, bib overalls and pants) and basic
work shirts and pants (denim, poly cotton etc.)
• Examples are:
– Richlu Manufacturing (West) http://www.richlu.com/
– Big Bill (Quebec) http://www.bigbill.com
– WorkWell http://www.wearwellgarments.com/
– Geliget http://www.geliget.com/Home.aspx (Atlantic Canada)
– Helly Hansen of Norway is manufacturing out of Dartmouth Nova Scotia
(Atlantic Canada) http://www.helly.ca/EN/
37. Canadian Manufacturing Cont’d
• Executive, Sportswear, Health Care and Hospitality
manufacturing by various smaller operations across
Canada.
• Law Enforcement pants, shirts and outerwear
examples:
– Empire Shirts (Quebec) http://empireshirt.com/
– Perfection Shirt Inc. (Quebec)
http://www.perfectionshirt.com/en/index.php
– Outdoor Outfits (Ontario) Outerwear for First
Responders, Law Enforcement
http://www.outdooroutfits.com/
38. Products and Pricing
What are they buying?
Where?
What quantities?
What are they paying?
Target Price?
The following information was garnered through a survey of a number
of leading uniform distribution companies, most with national
distribution, representing all sectors of the industry.
The survey does not include companies operating in Canada with head
office management based in the U.S. or large retail companies who
may be servicing the uniform market through consumer retail
distribution (primarily: Wal-Mart, Sears, Mark’s Work Warehouse ).
39. Products and Pricing Cont’d
Style Description Fabric Treatment Units/Yr. Origin Price FOB/Land Target FOB/LDP
Golf shirt Collar/placket 60/50 (250 gsm) non-pill 4% shrink max 300k Egypt 4.15 FOB 3.75 FOB
Golf shirt Collar/placket 50/50 (220 gsm) 10k Bangladesh 6.5 LDP 5.75 LDP
Golf shirt Multi colours flat knit 50/50 (210 gsm) 10k China 8 FOB
Shirts Military epaulettes 4.5 oz 65/35 polycotton stain/liq resistant 50k Bangladesh 6.5 LDP 5.5 LDP
Shirts Military epaulettes 4.5 oz 65/35 polycotton stain/liq resistant 25k China 8.5 FOB 7 FOB
Shirts Military epaulettes 5 oz 65/35 polycotton Teflon 20k China 10 FOB
Shirts Military epaulettes 6oz 65/35 polywool Teflon 10k China 15 FOB
Shirt Dress Single pocket 5oz. Poly cotton crease/stain resistance 10K China 6 FOB 6.5 LDP
Shirt Dress Single pocket 4.5 oz cotton 10k China 8 FOB 6 FOB
Pants 6 Pocket cargo 8.5 oz. 65 /35 poly cotton crease/stain resistant 40k China 11.5 LDP 9.5 LDP
Pants 6 Pocket cargo 8.0 oz. 65 /35 poly cotton Teflon 10k China 17 FOB
Pants 6 Pocket cargo 7.5 oz. 65 /35 poly wool Teflon 10k China 22 FOB
Pants 6 Pocket cargo 7.5 oz. 65 /35 poly cotton 25k China 9.5 FOB
Pants 5 Pocket cargo 65 /35 poly cotton Twill crease/stain resistant 4k Colombia 33 FOB USA 10 LDP
41. Products and Pricing Cont’d
• Margins
– Fluctuate in this highly competitive market
(particularly when bidding for large volume business)
• Generally volume importers (dealer distributors)
are getting 75 to 100 point mark-up on first cost or
about 45 to 60 points on their landed costs or
more.
• Most volume buyers are considering quotes based
on FOB (freight on board) price in US Dollars.
42. 4. Getting the Business
• Preparation and Presentation
• Marketing Strategy
• Finding the Buyer
• Trade Shows
• Courting the Buyer
• Keeping the Customer
• Success Stories
• Opportunities
43. Preparation and Presentation
• Marketing Materials
– Up to date and informative website
– Product samples and specifications
– Pricing sheets (in CDN or US dollars, on an FOB or Landed CIF basis)
• Address technological capabilities (machinery, labour training and experience,
IT interface potential )
• Quality control procedures (production, labelling, packaging and shipping)
• Fluent English speaking personnel with professional communication skills
• Knowledge of the Canadian market (Use TFO and ProExport; surf the web;
attend trade shows)
44. Marketing Strategy
• Prepare to meet these demands:
– Rapid turn around and sample production
– Same day reply to every communication
– On-time deliveries with any changes agreed to by buyer
– Deliver products that meet agreed to specifications
– Continuity of supply
– Maintain quality and price (particularly on contract product)
– Correct labelling, packaging and shipping details as
specified by the buyer
– Upgrading of facilities, technology and human resources
commensurate with growth
– Partnering on design and fabrication innovation
45. Finding the Buyer
• Attend trade shows at home and in competing countries, but
especially in the USA and Canada.
• Alternatively, contact organizers to obtain catalogues of exhibitors
and attendees.
• Your Canadian potential customers are “selling” at their trade shows
not “buying”. Buyers may not be present but contacts can be made
and competitive product viewed.
• ProExport has offices in Canada and knows the market and players.
Use them.
• “How to Do Business in Canada” commercial web site:
http://www.communicaid.com/cross-cultural-training/culture-for-
business-and-management/doing-business-
in/Canadian_Business_Culture.php
46. Trade Shows
• Advanced Work Wear Canada
– Protective clothing and uniforms for public safety services (firefighters, police,
emergency medical services)
– Held in March and November in Toronto, Montreal or Calgary
– www.gcttg.com
• Imprint Canada
– Embroidery and printable sportswear and promotional products
– Vancouver: The Western Imprint Canada Show, October 12 and 13, 2012
– Toronto: The Toronto Imprint Canada Show, January 11 and 12, 2013
– www.imprintcanada.com
• North American Association of Uniform Manufacturers and Distributors (NAUMD)
– Organizes bi-annual gatherings alternating between Toronto and Montreal
– Members have NAUMD benefits (access to the USA NAUMD trade show)
– Orlando, Florida, April 5 to 8, 2012
– www.naumd.com
47. Trade Shows Cont’d
• Shooting, Hunting, Outdoor Trade Show (SHOT Show) and
Conference
– Organized by National Shooting Sports Foundation (NSSF)
– Combined firearms, law enforcement, cutlery, outdoor and
protective apparel
– Largest presentation of law enforcement uniform brands open to
the trade
– Las Vegas, Nevada, January 15-18, 2013
– www.shotshow.org
• Techtextil North America
– Technical side of the textile industry
– Research and development, raw materials and production,
processes, product innovation, treatment and recycling
– Atlanta, Georgia, April 24 to 26, 2013
– www.techtextilna.com
48. Trade Shows Cont’d
• Marine Hotel Association
– Suppliers for cruiser lines
– Uniforms, towels, bed linens and others
– Orlando, Florida, April 21-23, 2013
– www.mhaweb.org
• PPAI EXPO – Promotional Products Association International
– Suppliers of promotional products
– Uniforms included
– Las Vegas, Nevada, January 14-18, 2013
– www.ppai.org
• National Restaurant Association
– Restaurant suppliers of different goods (uniforms and home textiles)
– Chicago, Illinois, May 18-21, 2013
– www.restaurant.org/events/
49. List of Potential Buyers
Company $M Prov. Website Contact Position Phone Email Sector Source
450-442-
R.Nicholls Distributors Inc. 20 QC www.rnicholls.com Kuna Seelan VP Sourcing 9215 kuna.seelan@rnicholls.com C, F CH,B
905-361- C, F, W,
Unisync Group 20 ON www.unisyncgroup.com James Bottoms COO 8989 jbottoms@unisyncgroup.com M CH,I,B, O
416-650-
Marv Holland Apparel 18 AB www.marvholland.com Dennis Zukowsky New Bus.Dev. 5885 dzukowsky@marvholland.com C, F, W CH,M,
514-279- C, F, W,
Utility Garments 10 QC www.utilitygarments.ca Harold Geyer CEO 8488 hg@utilitygarments.ca M,S CH,I,B,O
905-565-
Spirito 10 ON www.spirito.com Sam Lee President 7576 sam@spirito.com C,F,W,M CH,I,B
Margaret 604-708-
Omega Uniform Systems 10 BC www.uniformsystems.com Ramsdale Pres. 8904 mramsdale@uniform systems.com C,F,W,D CH,M,
Dir.Purchasin 416-593-
RJ McCarthy 10 ON www.rjmccarthy.com Eisavi Edmon g 6900 eeisavi@rjmccarthy.com S CH,E,I,B
514-745-
C2C Uniforms 7 QC www.c2cuniforms.com Vince Feigin Director 3384 vince@c2cuniforms.com C,F,W CH,
514-596-
CIMA LTCI Corporation 5 QC www.cimaltci.com Kevin Lutes Pres. 0327 kevin.lutes@cimaltci.com C, F CH,Col,
Giovanni 416-535-
Premium Uniforms 5 ON www.premiumuniforms.com Moschetta Sales Mgr. 0535 giovanni@premiumuniforms.com C, W O
Sectors:
C=Corporate/Hosp F=First Responders, W= Work Wear, D= Dress, M=Medical,S=School
Source:
CH=China, I=India,B=Bangladesh,M=Mexico,Col=Colombia O=other (or not declared)
50. Courting the Buyer
• Contact and Visit (by email or phone)
• Schedule a personal visit
• Follow Up! Regardless of immediate possibilities,
build relationships for the future.
• Buyers are looking for savings but also security.
– Colombian pricing may be high but reliable quality,
delivery and reaction times are valuable too (See
Marketing Strategy)
51. Courting the Buyer Cont’d
Colombia Potential Negatives: Cost, inexperience with market;
technology and access to materials
Potential Positives: Shorter lead times and turn-around; smaller
volumes; specialization opportunities and better quality
IF RELIABLE
Buyer and Supplier are geographically closer making personal
visits easier and less costly
• Take small steps particularly regarding volumes
• Promise small, deliver big
• Be honest throughout
52. Keeping the Customer
• Meet and maintain Market Strategy
objectives
• Develop a close relationship (including
personal visits) built on performance,
integrity and shared goals
53. Success Stories
• High volume supply to large volume
retailer(s)
– very basic product (e.g. socks)
– well established and well operated manufacturing
company
– significant exporting experience
• Specialty product (e.g. men’s designer
underwear)
– Canadian brand, marketed globally
– High end, state of the art packaging and design
54. Success Stories Cont’d
• Law Enforcement uniform manufacturing for
U.S. brands
– well established factory with extensive exporting
experience.
– Quality manufacturing, labelling and inventory
controls
• Canadian Distributor working closely and
specifically with Colombian sources (e.g.
various law enforcement products)
– Smaller quantities, slow build of customer base
55. Opportunities
Volume vs. Niche
• Uniform market in Canada is mature, well serviced and
experiencing growing domination by large corporate category
“killers”
• Colombian product known for quality but not price
• Opportunity to supply smaller companies operating “under the
radar” of the larger dominant distributors
• Feature service and quality over price
• Customers willing to pay a premium for quality and reliable
deliveries.
56. Opportunities Cont’d
• “Brand” partnerships with Canadian marketing
companies
• Knitwear (e.g. acrylic sweaters)
• Customer will pay a premium for specialty products
such as:
– Fashion styling
– Maternity
– Unique fabric applications
– Eco-friendly product
• Create product specifically with Colombian fabric
57. Thank You
Ben Gordon
bengordon@rogers.com
Supported with funding from