There is a near limitless supply of snack food available at any gas station, grocery store and convenience store in America, including packages pretzel products. With this many potential competitors, Auntie Anne's Hand Rolled Soft Pretzels must compete vigorously. The competitors range from very large, well-financed competitors with rock-solid brands to mom-and-pop operators and small businesses. Some sell products at a premium, while others are cost leaders. This is one of the most competitive spaces in U.S. retail, and as such it is almost impossible to find a niche in the market that is unfilled. 3. In order to compete better in an industry characterized by a state of monopolistic competition, Auntie Anne's Hand Rolled Soft Pretzels must differentiate itself from competitors. Doing this takes advantage of the imperfect information on the part of customers that allows Auntie Anne's to be a price...
The degree to which the company can be a price maker reflects directly on its ability to create differentiation. Therefore, Auntie Anne's needs to create that differentiation. Part of this will come from the product -- being a pretzel company and not a purveyor of some other product helps to differentiate it. Marketing plays a major role, because it helps to influence the way that people perceive the company, its brands and its products, on a standalone basis of vis-a-vis competitors. The more the firm differentiates itself, the more it creates a small pocket of monopoly power -- that is to say it increases its market power by reducing the propensity to substitute the products of competitors.
Market Structure of Subway Sandwiches At the national level, Subway operates in a nearly perfectly competitive market: there are a number of franchise competitors (Blimpee, Quiznos), regional chains, and independent establishments, and supermarkets Market barriers are reasonably low (a food truck can offer sandwiches and compete with a local Subway), consumers have a high degree of buying power (there is a low commitment level when buying a sandwich) and there are
Market Structure McDonalds Market Structure: Mc Donald's Corporation Mc Donald's Corporation What type of market do you think your franchise operates (perfectly competitive, monopoly, monopolistically competitive, oligopoly)? What are the specific characteristics that make it this type of firm? Mc Donald's is one of world's largest chain of fast food operates in more than 119 countries worldwide with a customer base of 47 million customers. Each outlet is operated by a franchisee or an affiliate
Nordstrom Market Structure The market structure of the retail industry is that of monopolistic competition. As its name suggests, monopolistic competition is an environment composed of a large number of firms each with a portion of the market. The firms in this type of market structure have similar products but they are differentiated in some way. Nordstrom's for example has private brands that only Nordstrom's can carry. These brands include Hotel Collection
McDonald's Market Structure McDonald's (2010) is one of the most recognizable brands around the world. It is the world's largest food chain and has more than 32,000 locations in more than 110 countries. Operating it's own brand, McDonald's franchises its brand to local business people; approximately 70% of McDonald's restaurants are franchised. As of 2009, 80% of McDonald's restaurants were franchised business with the remaining 20% being were company-operated. McDonald's serves
Oligopoly is a market structure characterized by a small number of relatively large firms that dominate an industry (Oligopoly, 2000). It can contain 2 to 20 firms that dominate it. As the number of firms increase, it becomes monopolistic competition where dominance is controlled by one firm. An oligopolistic firm is relatively large compared to the overall market, has a substantial degree of market control, and has significantly greater capital
404). They found that complexity especially in hierarchical organizations strongly determines success of design choice outcomes, especially when endogenous adaptation in different modules delivers "local performance improvement" (Ethiraj and Levinthal, 2004, p. 404). This is based on H.A. Simon's 1962 model of organizations, products and technology as complex, evolving systems where some choices constrain decision-making in the lowest levels, and also "near-decomposability" (Ethiraj & Levinthal, 2004, p. 404), the
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