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Reed supermarkets - Final design
Transcript of Reed supermarkets - Final design
Who are we?
Established in 1939 by William H Reed
Over 192 retail stores and 2 regional distribution centers in the Midwestern United States by 2010
Well known for its high quality of its produce
Emphasis on organic produce
High end supermarket
Decline in market share due to high competition
Price sensitive customers
U.S Food Retailing Industry
Average American annual expenditure on grocery items - $5,200.00
2 supermarkets trips weekly
Cherry picking customers
Growth of private label merchandise
Growth of pet and health food shops due to rising trend of pet lovers and health conscious Americans.
Increase in warehouse clubs, supercenters and specialty stores
Highest market position
Strong brand value
Large assortment of products, prepared entrees and imported varieties
Elegant and attractive stores
Attentive customer service
Potential revival of economy
Expansion into new areas – pet and health product lines
Enter into private label merchandise
Limited store presence
Small store size
Lack of private label merchandise
Limited focus on pet and health products
New firms and branches entering the market
Increased pressure on prices
Cherry picking customer
Second generation competition
Packaged food, housewares, clothing, seasonal items priced at $1 per unit or low dollar multiples.
33000 dollar stores in the U.S
Maintained net margins of 8%
Limited selection stores
Stores with specialization in private label food items
Limited inventory of 1500 products per store
Highest sales per square foot of grocery chain in America
Emphasis on imported and specialty food items
Understanding market, customer behavior, segmentation and special dollar campaign
Dollar special campaign
Columbus market share
Achieve market share of 16% by 2011
Understand customer feedback
Study popular customer trends
Make target segmentation
Impact of dollar special campaign
Devise action plan
Prepare marketing strategy
Discontinue the dollar special campaign
Steep decline in net profits margins
Unsustainable financial model
Detract from quality image
Confuse affluent Reed consumers
Focus on reinforcing the range and quality of the products
Emphasis on quality and services in operations and advertising
Agenda - Reed Supermarket Case
Who are we?
U.S. Food Retailing Industry
Should it be continued?
Dollar special campaign
Raise the bar on by reinventing the shopping experience — better quality goods, a spectacular abundance of choice, restaurant-quality prepared foods, beautiful stores and displays and a nearly telepathic level of customer service. Reed must increase its offerings by providing more customer convenience options.
Training and coaching the staff for better service
Promotional plan: Plan on promotions, such as club membership, discount card for frequent shoppers “Loyalty program”.
Increase private label product: Comparison diagram
Discontinue dollar campaigns
Refocus position as a high quality food retailer
Increase variety of prepared food
Email survey of 400 Reed customers
Survey of 250 Reed non-customers