Target Corporation is a large American retailer that offers everyday essentials and fashion items at discounted prices through its network of stores across the US and Canada. The document analyzes Target's business objectives for 2013 which included expanding internationally, increasing sales and earnings, investing in sustainability initiatives, and enhancing their digital platforms and loyalty programs. It also reviews Target's financial performance, product categories, pricing strategies, and competitive analysis against main rivals Walmart and Sears.
Target Corporation Consulting Project - Growth through acquisition. Interim report.
University of Michigan, Ross School of Business, MO 470, Winter 2015.
This PowerPoint examines the corporate structure of Target in a strategic manor. See how it compares to its competitors and why it is one of the leading retailers in today's society.
Target Corporation Consulting Project - Growth through acquisition. Interim report.
University of Michigan, Ross School of Business, MO 470, Winter 2015.
This PowerPoint examines the corporate structure of Target in a strategic manor. See how it compares to its competitors and why it is one of the leading retailers in today's society.
Broad analisis of the biggest company in the world. It includes WalMart history, internal and external analysis and a focus on WalMart's internationalization with some suggestions for the future.
The charge from Target was to deliver recommendations for improving the relationship between Target's retail stores and online website. In addition, shopping behaviors of the cross-channel consumer were to be considered while developing recommendations. Each MKT 301 class was broken into 7 groups to deliver their own report. After these reports were delivered, leaders from each group formed a 7-person team, who created a presentation for Target executives. This presentation is from Spring 2010 MKT 301 Section B at Miami University.
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Best buy has been facing intense competition from online stores. This is a sample presentation on the best buy case study. The presentation discusses how Best Buy Loses Customers Due to Online-Only Competitors.
- Launched August 2007
- Only operated in Seattle
- Initially, AmazonFresh’s value proposition emphasized “a great selection and great prices and a really convenient experience”
- Partnered with local merchants to sell their products
- Amazon tapped seasoned executives with experience in both e-commerce and retail operations to lead AmazonFresh
- Aimed to keep prices comparable to grocery stores
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International Business Strategy
An international business strategy analysis report based on the assumption of the Avon company case
Researched and Presented in UCI IBOM class
Broad analisis of the biggest company in the world. It includes WalMart history, internal and external analysis and a focus on WalMart's internationalization with some suggestions for the future.
The charge from Target was to deliver recommendations for improving the relationship between Target's retail stores and online website. In addition, shopping behaviors of the cross-channel consumer were to be considered while developing recommendations. Each MKT 301 class was broken into 7 groups to deliver their own report. After these reports were delivered, leaders from each group formed a 7-person team, who created a presentation for Target executives. This presentation is from Spring 2010 MKT 301 Section B at Miami University.
best buy case study sample presentationiWriteEssays
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Best buy has been facing intense competition from online stores. This is a sample presentation on the best buy case study. The presentation discusses how Best Buy Loses Customers Due to Online-Only Competitors.
- Launched August 2007
- Only operated in Seattle
- Initially, AmazonFresh’s value proposition emphasized “a great selection and great prices and a really convenient experience”
- Partnered with local merchants to sell their products
- Amazon tapped seasoned executives with experience in both e-commerce and retail operations to lead AmazonFresh
- Aimed to keep prices comparable to grocery stores
International Business Strategy_AVON_PresentHungyu Lai
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International Business Strategy
An international business strategy analysis report based on the assumption of the Avon company case
Researched and Presented in UCI IBOM class
Dena Yazzie has decided to go ahead with the main idea of Tahki’s proposal but with one change. The company will not abandon its brand. So they will try to get a more expensive product based on added value but they will build this effort on the existing clientele. The board was satisfied to a large extent with the solution. They felt that they had built this brand and people knew it so it was an asset that should be utilized.
Your team is hired by the board of Wiikano Orchards and asked to develop a Marketing Plan that implements Tahki Yazzie’s proposal with the given that the existing brand will be kept.
The global retail market was valued at nearly $25 trillion in 2017. Asia Pacific was the largest region in the retail market in 2017, accounting for around 31% market share. The USA was the largest country in the market in 2017,
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Ingles’ ability to remain competitive in its changing markets will depend in part on its ability to pursue expansion and brand renovation programs and its response to new store openings by its competitors. Every single shopping experience is different. If Ingles invests in understanding how the consumer travels across the store and see how to make the experience frictionless, convenient and emotional, they can then take that data look at the decisions Ingles is making and look at their impact on the consumer. Much of a grocery store’s revenue growth comes from understanding individual consumers and not relying on demographics. Instead, a DNA on each consumer, rather than cramming them into segments, is what drives their behavior — do they have kids, do they skew toward healthy or fun, do they like organic or convenience, and where are they price sensitive — across all products or only on some. Understanding loyalty is key to making good decisions for consumer. If grocery store is out of a favorite yogurt it is apt to lose a consumer’s total sale. Kosher butter may be a low revenue producer, but for some consumers, its absence means they will take their business to another store. Ingles’ competitive advantages include convenient locations, the quality of service it provides its consumers, competitive pricing, product variety and quality and a pleasant shopping environment, which is enhanced by its ongoing modernization program.
This document brings together a set of latest data points and publicly available information relevant for Retail & Consumer good. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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1. Introduction and Key Concepts of Sustainability
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3. Business Objective Statement
Target Corporation is the second largest American retailer and mass
merchandiser. It offers both everyday essentials and fashionable,
differentiated merchandise at discounted prices.
4. Industry Segment Trends I
Competitive trends
â—Ź The top three mass merchandisers have approximately 61% of the total
market share.
â—Ź There are more online shopping kiosks in-store and centralized check out
centers.
â—Ź Mass merchandisers strategic alliances with other businesses.
â—Ź Adding garden centers and fresh food highly increased sales and
competition.
â—Ź Sustaining low prices to remain competitive in the industry.
5. Industry Segment Trends II
Economic trends
â—Ź Mass merchandisers aim for high end buyers because middle class is
shrinking.
â—Ź The industry is growing and the average Compounded Annual Growth Rate
has become 3%.
â—Ź Macroeconomic indicators are having a direct impact in sales, which are
expected to increase 3.6% vs. 5% in the past.
â—Ź High unemployment levels and the bad economy are reducing
retail spending.
â—Ź Consumers are increasing savings and paying down debts.
6. Industry Segment Trends III
Government trends
â—Ź Minimum wages have increased leading to increases in salaries.
â—Ź Obamacare is putting pressures on employers by adding new reporting
requirements and costs.
â—Ź Corporations with higher income than $18 million are being charged a 35%
tax rate.
â—Ź New regulations regarding marijuana use for medicinal reasons
could affect the licensing of retailer’s pharmacies if not properly
adhered to.
7. Industry Segment Trends IV
Environmental & Community trends
â—Ź Manufacturers are being pressured to follow sustainable practices due to the
rising demand for organic and eco-friendly products.
â—Ź Consumers look to patronize retailers who are actively involved in the
community through sales of local products and sponsorship of community
events or programs.
â—Ź Rising concerns about having easy access to guns is putting pressures on
retailers that sell them.
â—Ź The rising costs of fuel and gas directly affect mass merchandisers
transportation costs of inventory.
8. Ownership & Management Alternatives
â—Ź Publicly traded company founded in 1902 trading at $66.38 per share.
â—Ź Retail locations are managed by the headquarters.
â—Ź Within Target stores there are licensed departments: Target Optical, Pizza
Hut, Portrait Studio and Starbucks.
● Target’s segments include U.S. Retail and U.S. Credit Card.
○ U.S. Retail segment includes all of the company’s U.S.
merchandising operations.
11. Target’s SWOT
Strengths
â—Ź Higher quality and innovative products.
â—Ź Exclusive partnerships with designers.
â—Ź Target REDcard, Target Visa and Target Card.
â—Ź Appearance of of their stores.
â—Ź Price matching of online retailers.
Weaknesses
â—Ź Not as many locations as Walmart.
â—Ź High stock-out rate.
â—Ź Limited visibility in international markets.
â—Ź No stores in Alaska, Hawaii, and Vermont.
â—Ź Pricing perception.
Opportunities
â—Ź Expand in international markets.
â—Ź Diversify its grocery department.
â—Ź Engage more in exclusive design partnerships.
â—Ź Increase advertising for private brands.
â—Ź Enhance efforts to be environmentally friendly.
Threats
â—Ź Increasing retail segment competition.
â—Ź Difficult economy.
â—Ź Negative word-of-mouth from consumers for
lowering costs on health insurance.
â—Ź Dependent on US market which is currently
soft.
â—Ź Annual government taxes and increasing
interest rates.
12. Walmart’s SWOT
Strengths
â—Ź #1 retailer worldwide.
â—Ź Wide range of products.
â—Ź Cost leadership strategy.
â—Ź International operations in 27 countries.
Weaknesses
â—Ź Labor related lawsuits.
â—Ź High employee turnover.
â—Ź Little differentiation.
â—Ź Negative publicity.
Opportunities
â—Ź Retail market growth in emerging markets.
â—Ź Rising acceptance of own label products.
â—Ź Expand grocery department.
â—Ź Online shopping growth.
Threats
â—Ź Increasing competition from brick and
mortar and online competitors.
â—Ź Increasing resistance from local
communities.
â—Ź Rising commodity product prices.
â—Ź Currency exchange rates.
13. Sears Holdings’ SWOT
Strengths
â—Ź Well-known trademarks and brand names
(eg. Kenmore).
● SHOP YOUR WAY™
â—Ź Leading retailer in home appliances and tools,
lawn and garden, fitness equipment, automotive
repair and maintenance.
â—Ź Founded in 1893, earlier than its main
competitors.
Weaknesses
â—Ź Neglected condition of stores leading to poorer
shopping experience.
â—Ź Loss of market share.
â—Ź Declining inventory turnover.
â—Ź Service revenues are lower than the industry
average.
â—Ź Lowest gross margin.
Opportunities
â—Ź Expand their private label brands.
â—Ź Broaden their Kardashian Kollection.
â—Ź Increase e-commerce revenues.
â—Ź Bricks-and-clicks integration.
â—Ź Improve customer shopping experience.
● Increase consumer loyalty through “Shop Your
Way Rewards”.
Threats
â—Ź Economic slump, caused by a difficult economy.
â—Ź Minimum wage increases.
â—Ź Increased interest rates.
â—Ź Increasing competition.
15. Target Corporation Financials
A: In 2012, Target sales increased due to
increased sales of 5.1 percent in their U.S.
Retail Segment. The increase in sales was
reflected by 2.7 percent comparable-store
increase, the contribution from new stores
and the additional week in fiscal 2012.
B. Comparable store sales decreased
because Target discounted merchandise
due to the economic conditions. Also,
through their REDCard program there has
been an increase in loyal consumers at the
cost of having to provide a discount to
everyone.
C: Target’s gross margin rate decrease in
each period reflects the impact of their
integrated growth strategies of their 5%
REDcard Rewards loyalty program and their
store remodel program, which impacted
the rate by 0.4 percent and 0.5 percent in
2012 and 2011, respectively, partially offset
by underlying rate improvements within
categories in 2011.
16. Walmart Financials
A: In 2013, Total revenues increased
due to 3.3% growth in retail square
feet and positive comparable store
and club sales.
B: The increase in net sales for fiscal
2012 was due to a 2.4% increase in
comparable store and club sales and
5.3% growth in retail square feet,
which includes square feet added
through acquisitions. Comparable
store sales increased as a result of
improved average ticket and an
increase in customer traffic, due to
gain of market share.
C: The decline in gross profit rate
during fiscal 2013 is primarily due to
the Walmart U.S. segment’s strategic
focus on price investment and low
price leadership.
17. Sears Holdings Financials
A: In 2012 revenues decreased 4.12%
as the result of having fewer Kmart
and Sears Full-line stores in
operation, a decrease in domestic
comparable store sales of 2.5% and
the separation of the Sears
Hometown and Outlet businesses,
partially offset by the inclusion of an
additional week of revenues in 2012.
B: In 2012 the decline in comparable
sales was driven by decreases in
consumer electronics, lawn and
garden and home appliances as well
as at Sears Auto Centers. These
decreases were partially offset by
increases in apparel and home.
C: In 2012 and 2011, gross margin
declined largely due to expenses
related to store closures and in 2012,
also caused by a decrease in gross
margin in Sears Canada related to the
impact of currency exchange rates.
22. FY 2013 Business Objectives I
â—Ź
Offer value proposition and expand Price Matching Policy.
â—‹
â—Ź
Large expansion at a national and international level. In 2013, open 124 new stores in 10 provinces
in Canada.
â—‹
â—‹
â—Ź
Improved price matching policy to include online competitors (eg. Amazon).
Increased number of stores by 10. Total US Segment Stores Up to Date: 1,788
Opened 68 stores in Canada and is prepared to open 56 by the end of fiscal year 2013.
Reach at least $100 billion in sales and $8 in earnings per share by 2017.
â—‹
â—‹
Total Sales Up to Date: $33,823 billions
Basic Earnings per Share Up to Date: $1.74
23. FY 2013 Business Objectives II
â—Ź
Raise $1 billion for education by 2015, and increase team member volunteer hours by 700,000.
â—‹
â—‹
â—Ź
Total Donations Up to Date: $777 millions, through “Give with Target” campaign, local stores and distribution
center grants, and partnerships with reading-focused organizations.
Volunteer Hours Up to Date: 679K. Achieved through “Track Your Hours” campaign.
Increase sustainable seafood selection by 100% by 2015, improve sustainability of at least 50 owned-brand
packaging by 2016, and increase organic food offerings by 25% by 2017.
â—‹
â—‹
â—‹
Total Sustainable Seafood Up to Date: 50%, attained by improving sustainable sourcing of shrimp and tilapia, as
well as introducing canned tuna caught via responsible fishing practices.
Total Sustainable Packaging Up to Date: 11 new sustainable packaging designs by reducing materials and
including more recycled and renewable content.
Launched its new private label line, Simply Balanced, mostly made up of certified organic ingredients.
24. FY 2013 Business Objectives III
â—Ź
Improve transportation efficiencies inbound by 15% and outbound by 20%.
â—‹
â—‹
â—Ź
attained
Total Inbound Improvement Up to Date: 26%, through eliminating miles and loads.
Total Outbound Improvement Up to Date: 24%, through eliminating miles and loads.
By 2015, Reduce greenhouse gas emissions per square foot by 10% and per retail sales by 20%,
and increase their ENERGY STAR certifications by 75%.
â—‹
â—‹
â—‹
Total Reduced Per Square Foot Up to Date: 8.4%
Total Reduced Per Retail Sales Up to Date: 10.5%, obtained through the company’s energy
efficiency projects like lamp retrofits in stores and equipment monitoring.
Total Percentage of Certified Buildings Up to Date: 45%, through energy efficient projects
completed as it remodeled its stores.
25. FY 2013 Business Objectives IV
â—Ź
Reduce amount of operating waste sent to landfills by 15% and reduce water use by 10% per
square feet, both by 2015.
â—‹
â—‹
â—Ź
Total Decrease of Waste Up to Date: 1.4%. Obtained by expanding their plastics recycling
program and new protein and metal donation programs.
Total Increase of Water Use Up to Date: 2.2%. Solution: Company began to install smart
irrigation systems in stores.
Increase percentage of eligible team members and dependents enrolled in a health plan by 80%
and increase team members participating in the 401(k) by 30%.
â—‹
â—‹
Total Increase of Health Plan Enrollment Up to Date: 26%, obtained by offering meaningful
rewards to employees for participating in the health assessments.
Total Increase of Participants 401(k): 17%; 1% decrease from the previous fiscal year.
26. FY 2013 Business Objectives V
â—Ź
Explore new ways to extend the 5% REDcard Rewards and Pharmacy Rewards programs, and new ways to drive
guest engagement, traffic and sales.
attained
â—‹
â—‹
â—‹
â—‹
â—‹
â—Ź
Partnered with Facebook and launched the Cartwheel experience, which allowed a selected group of REDcard
holders to choose their own offers savings experience and share them on Facebook.
Began offering same day delivery in collaboration with Google and Ebay, which increased sales.
Began offering in-store pick-up, which drove higher traffic in stores.
Acquired e-commerce sites to help boost up sales. (ex- DermStore Beauty, Cooking.com, Chef’s Catalog)
Invested in its website and mobile technology driving guest engagement with the stores, and increasing
shopping across all of the channels.
Increase investment in technology and supply chain to enhance multi-channel capabilities, and discover what
consumers value most, while assessing the impact on operations.
â—‹
â—‹
Ranked fourth on Excellence, out of 154 companies, on the Forrester Customer Experience Index . The survey
was based on whether consumer’s shopping experience was enjoyable, easy and met their needs.
Increased investments in technology and supply chain to support multi-channel initiatives and vendor
agreements.
27. FY 2013 Business Objectives VI
â—Ź
Increase shopping flexibility and offer price transparency, by investing in digital platforms, and create a
seamless and personalized shopping experience.
attained
â—‹
â—‹
â—‹
â—‹
â—‹
â—Ź
Vendors are required to submit monthly reports on all sales and recycling activities.
Enforcement of the California Transparency in Supply Chains Act of 2012, to educating consumers so
that they can make informed decisions and purchase goods from companies that responsibly manage
their supply chain.
Stay up to date with rapid technological advances for their digital platforms and mobile shopping
features.
Offers free wireless internet for the use of the Target mobile app.
Began offering in-store pickup for online purchases.
Differentiate itself by offering designer brands, owned brands, and signature national brands.
â—‹
Partnered with Peter Pilotto for apparel, Chris March for Halloween wigs and Justin Timberlake
for his special edition CD.
29. Market Segment:
â—Ź
â—Ź
â—Ź
â—Ź
â—Ź
Corporate Image:
Target is an upscale discount retailer that
provides high-quality, on-trend
merchandise at attractive prices in clean,
spacious and guest-friendly stores along
with their online business, Target.com.
Young middle class consumers.
Median age of 40.
Household income of approx $64K.
43% of consumers have children.
About 57% of consumers have
completed college.
31. Description of Product / Service
Target’s Retail Business:
â—Ź Operates in the U.S and Canada.
â—Ź Offers discounted prices on groceries, everyday essentials, fashion & accessories,
and differentiated merchandise.
â—Ź CityTarget: Food assortment on a smaller scale than traditional supermarkets.
â—Ź SuperTarget: Full line of food items comparable to traditional supermarkets.
â—Ź Offers REDcard services such as Target Credit and Debit cards.
33. Description of Product / Service
Private label % vs. National label %
â—Ź
â—Ź
â—Ź
About 20% of the brands are private.
Target owns 18 brands. A few of these include Circo, Embark, Spritz, etc.
There are 22 brands that exclusively sell their products in Target stores.
34. Description of Product / Service
Business positioning related to the competition:
â—Ź
Target’s exclusive brands have evolved from private labels to a carefully edited
assortment of quality brands guests seek.
â—Ź
Differentiation strategy and rank is a top reason guests shop at Target.
35. Pricing Strategy I
I. Pricing Techniques
â—Ź Target Corp. is overhauling its pricing strategies as it tries to win price
wars with Wal-Mart Stores Inc. and Amazon.com.
â—Ź Target announced its year-round price matching policy with the aim of
offering its patrons the facility to match the prices being offered by
online retail giants.
36. Pricing Strategy II
II. Competitive Position as it Relates to Pricing
Offers personal care items, such as bathroom products and make up etc. at an average
price 5.39% lower than its main competitors.
Product Items
Walmart
Sears
Target
Jeans
$12.88
$14.99
$12.48
Video Games
$59.00
$59.99
$59.99
Bar Soap
$0.79
$0.59
$0.79
Advil
$6.88
$7.99
$7.99
37. Pricing Strategy III
III. Multiple Pricing
â—Ź Target provides a variety of deals including buy one get one free deals, 2 for the price
of 1, buy 2 get 1 free, etc.
â—Ź Multiple pricing is more prominently for grocery items and electronics.
IV. Service Components
● Credit card services: “Target card” which offers savings and discounts.
â—Ź Gift registry.
â—Ź Price checkers located throughout the stores.
â—Ź Large shopping carts with in-built baby seat.
â—Ź High number of efficient registers that allow for speedy checkout.
â—Ź No solicitation policy to provide distraction-free shopping.
â—Ź Mobile app notifies on the latest news, updates, deals, sales, coupons, and more.
â—Ź Savings programs such as REDcard and Cartwheel.
38. Pricing Strategy II
V. Warranties
a. Most electronic items come with 1 year limited warranties.
b. Extra warranties for electronic devices are available for purchase.
39. Distribution
I. Distribution Strategy
â—Ź
â—Ź
â—Ź
Brick and mortar stores
Online
Catalog
Target distributes its merchandise through a network of distribution centers, as well as third
parties and direct shipping from vendors. Further, it provides general merchandise through its
Website, Target.com; and branded proprietary Target Debit Card.
40. Promotion I
Advertising and promotional plan including social media efforts/strategies.
Target has evolved from an in-store experience to
promoting and interacting with guest through
â—Ź Twitter
â—Ź Facebook
â—Ź Youtube
â—Ź Instagram
â—Ź Pinterest
â—Ź Linkedin
â—Ź Tumblr
41. Promotion II
Twitter: 6 accounts
â—Ź @Target: Latest and upcoming products
â—Ź @ABullseyeView: Promotion for each Target twitter account.
â—Ź @TargetStyle: New styles, trends, and make-up.
â—Ź @TargetCareers: Informs when hiring, interview and career tips
â—Ź @AskTarget: Guest service, also receives feedback and questions from followers
â—Ź @TargetDeals: Promotes all the deals from @Target in one place.
Facebook: 3 accounts
â—Ź Target: A community for the fans to actively engage with Target and each other.
â—Ź Target Baby: Promotes their one-stop registry shop for baby supplies.
â—Ź Target Style: Promotes their fashion and beauty products
42. Promotion III
Youtube:
â—Ź
3 channels: Target, Target Careers, and A Bullseye View.
â—Ź
Videos about the Target brand, commercials, target styles and more e.t.c
Instagram:
â—Ź
Target on Instagram- Promoting the slogan Expect More. Pay Less. Allows viewers
to "Like" pics.
â—Ź
Target Style- Promotes fashion and beauty.
â—Ź
C9 at Target- Dedicated to health and exercise.
â—Ź
Target Careers- Information on careers at Target
43. Promotion IV
Other Promotional Initiatives
â—Ź
In 2008, Target introduced it’s official mascot: “Bullseye” the dog.
â—Ź
Bullseye is featured in commercial campaigns, signage and marketing campaigns.
â—Ź
Target further promotes a positive brand image through its social responsibility initiatives.
44. Promotion V
Costs allocated for advertising and promotions:
2012
Gross advertising costs
Vendor income
Net advertising costs
2011
2010
$1,653
$1,589
$1,490
231
229
198
$1,422
$1,360
$1,292
45. Promotion VI
Types of advertising media used
â—Ź
Feature large amounts of user content, such as reviews
and product images through social media.
â—Ź
Offer exclusive deals; and quickly respond to users’
comments and needs.
â—Ź
Television, print, email, direct mail, billboards, in store,
newspaper, billboard, magazine, tv, catalog and Internet
ads are the ways to reach the Target Audience.
46. Promotion VI
Social Media Presence Compared to Main Competitors
Walmart
Sears
Target
34, 013,413
3,001,974
22,314, 716
Followers
409,956*
74,799**
939,752***
Followers
8,561
1,250
131,518
Subscribers
9,183
4,442
18, 979
Likes
48. Recommendations I
â—Ź
Expand into South America.
â—‹ Large rising middle-class.
â—‹ American companies are perceived as having better quality products.
â—‹ Existing infrastructure.
â—Ź
Implement a better re-stocking system to prevent running out of inventory.
â—‹ Point-of-sale stocking system.
â—‹ Remove the potential for human error and would be extremely fast and cost
efficient.
â—Ź
Partner up with North Shore Animal League to set up a pet adoption center.
â—‹ Consumers can interact with and possibly adopt the animals.
○ Increase Target’s pet supplies sales and continue to enhance Target’s image in the
community.
â—‹ Opportunity to use Target mascot Bullseye as the face of this project.
49. Recommendations II
â—Ź
Continue finding ways to enhance the customer’s shopping experience.
â—‹ Offer free food samples.
â—‹ Install price scanners throughout the store.
â—‹ Playground area for children to provide even more convenience to
consumers.
â—‹ Install store mannequins displaying the latest fashion trends.
â—Ź
Continue expansion in the Canadian market.
â—‹ There are not many exciting places to go shopping in
Canada.
â—‹ Canada is such a large country, there is great potential for
growth.
50. Target wins!
We would invest $100,000 dollars in Target
Corporation.
Target is a stable company with a lot of growth potential.
Walmart is already a mature company so there is not a lot
of room for growth. Target is also an environmentally
friendly company that follows socially responsible practices
and is better perceived by consumers.
51. References
TARGET CORPORATION:
Annual Report & 10K: https://corporate.target.com/_media/TargetCorp/annualreports/content/download/pdf/AnnualReport.pdf
Second Quarter Report (10-Q): http://investors.target.com/phoenix.zhtml?c=65828&p=irol-sec
Website: http://www.target.com/
WALMART:
Annual Report: http://stock.walmart.com/annual-reports
10K: http://www.sec.gov/Archives/edgar/data/104169/000119312512134679/d270972d10k.htm
Website: http://www.walmart.com/
SEARS HOLDINGS CORPORATION:
Annual Report & 10K: http://www.searsholdings.com/invest/financial_info.htm
Website: http://www.searsholdings.com/
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➢
➢
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53. Other References II
➢
Corporate Social Responsibility, 2008. Target Corporation, June 22, 2011 <http://sites.target.com/site/en/company/page.jsp?
contentId=WCMP04-034096>
➢
"Corporate Responsibility Report." Corporate.Target. N.p., n.d. Web. 11 Nov. 2013. <https://corporate.target.
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➢
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➢
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<http://www.onesource.
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➢
"Introduction to the Retail Industry." Pluntkett Research. N.p., n.d. Web. 8 Oct. 2013.
➢
"Investor Relations: Annual Report & 10-K." Target. Target Corporation, n.d. Web. 10 Oct. 2013. <http://www.target.com/>.
➢
Jurevicius, Ovidijus. "SWOT Analysis of Walmart." Walmart SWOT Analysis 2013. N.p., 17 May 2013. Web. Sept. 2013. <http://www.
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➢
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➢
Katzanek, Jack. "ECONOMY: Mass Merchandisers Not Seeking Middle Class." PEcom Blogs. N.p., 7 Sept. 2012. Web. Sept. 2013.
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➢
National Federation of Blind, 2008. Target Corporation sued for discriminating against
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"Public vs. Private Companies: How Do They Differ?" Small Business. Yahoo. N.p., 15 Apr. 2012. Web. 8 Oct. 2013.
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➢
"Retail Law." Legal Resources. N.p., n.d. Web. Sept. 2013.
➢
"Savvy Marketing: Merchandising of Intellectual Property Rights." WIPO Small and MediumSized Enterprises News. N.p., n.d. Web. Sept.
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➢
"Second Quarter 2013 Earnings: 10-Q Report." Investors.target.com. Target Corporation: SEC Filings, 28 Aug. 2013. Web. Nov. 2013.
➢
"Selected Works of Matthew Freedman." "Supermarket Human Resource Practices and Competition from Mass Merchandiser" by
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➢
" Step 1: Classify Your Product." CPSC. N.p., n.d. Web. 08 Oct. 2013.
➢
"SWOT Analysis of the Target Company." Yahoo Contributor Network. N.p., n.d. Web. 24 Sept. 2013.
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➢
"Target." Twitter. N.p., n.d. Web. 8 Nov. 2013. <https://twitter.com/target>.
➢
Target, 2010. Annual Report, Retrieved on June 22, 2011
051711>
<http://sites.target.com/site/en/company/page.jsp?contentId=WCMP04-
56. Other References V
➢
Target Corporation, 2001. Press Release, Retrieved on June 22, 2011 from
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➢
Target Corporation, 2010. Target Mobile Technology, Press Release, Retrieved on June 22, 2011 from http://pressroom.target.
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➢
USSEC, 2011. Target Corporation Form 10-k, Retrieved on June 22, 2011 from
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➢
"Target Collaborates with Designer Chris March on "Big Fun" Halloween Wig Collection." News Release: Hot Off the Press & Archives.
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➢
Target Corporation Settles Racial Discrimination Lawsuit, 2007. Law in life Website,
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➢
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➢
"Target Distribution Centers." News Releases: Hot Off the Press & Archives. N.p., n.d. Web. 24 Sept. 2013.
<http://news.target.com/phoenix.zhtml?
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"Technology, Mass Merchandisers Bring Dynamic Change to Nursery Industry." LSU AG Center :
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➢
The Associated Press. "Washington State House Passes Bill Regulating Disposal of Dropped Marijuana." The Oregonian. Oregon Live, 18
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➢
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