Since the supply is being specifically restricted, only a price increase could occur. Thus, creating exclusivity creates value to the seller.
The third reason why exclusivity is valuable is that it creates differentiation (Finkelstein, 2009). Differentiation is a key driver of value for many products and services. Exclusivity does not equate to differentiation, but it does increase the perception of differentiation, simply by virtue of the fact that the product is not mass market. The perception of differentiation is sufficient to drive value, regardless of whether or not there is actual differentiation. Thus, exclusivity drives value by being a means to achieve the perception of differentiation.
4. Senk argues that shopping in largely entertainment, a point to which I agree. Entertainment is simply something that amuses, diverts attention or pleases. In that respect, shopping is very much entertainment. As with any form of entertainment, shopping meets other purposes as well; and it does not appeal to all people. These points, however, do not negate the value of shopping as an entertainment form.
The act of shopping with specific intent to purchase need not be entertainment. Certainly there is a percentage of shopping trips that amount specifically to purchase with no thought to entertain. However, many shopping trips incorporate at least an element of entertainment. The practical function of shopping should not detract from that, any more meeting...
The quest for cheaper prices is pushing manufacturing jobs offshore and affecting the jobs of Americans. This is the trade off involved in globalization. Bibliography 1) Wal-Mart, 'About Us', retrieved Oct 15th 2010, from, http://walmartstores.com/AboutUs/ 2) Suzanne Kapner, (2009), 'Changing of the Guard at Wal-Mart', retrievd Oct 15th 2010, from, http://money.cnn.com/2009/02/17/news/companies/kapner_scott.fortune/index.htm 3) Michael Barbaro, (Mar 2006), 'Wal-Mart shows a Similar Side to Sears', New York Times, retrieved Oct 15th 2010, from, http://www.nytimes.com/2006/03/31/business/media/31adco.html?_r=2 4) Michael
16; Wilbert, 2006, p. 2) Strategic process, planning and decision making As confirmed by Lee Scot's words regarding the aggressive strategy followed by each Wal-Mart store (Mohideen, 2009, p. 9), even if general stream planning and decision making is still largely centralized, being undertaken at the Wal-Mart Headquarters in Arkansas (for elements such as type of products to be sold, stores to be opened or closed, financial results and objectives, etc.),
Wal-Mart Porter's 5 Force Model In this Porter's 5 Force Model analysis, specific focus is being paid to the competition of Wal-Mart that exists within the consumer retail industry rather than the industries in which Wal-Mart competes. We will be discussing the position of Wal-Mart in the industry with respect to various industry forces (St.Hilaire, 2012). Threat of new entrants to a market: Medium pressure Threats of new market entrants for Wal-Mart are relatively
Diversify or Not to Diversify Wal-Mart Corporation (NYSE: WMT) and K-Mart, who is privately held, both have extensive investments in merger, acquisition, joint venture and global market development programs and initiatives. Both companies have had exceptional success with their diversification strategies domestically and internationally. Yet both have also faced very significant challenges and failures too. The intent of this analysis is to compare and contrast the two businesses, analyze the
Bargaining power of customers: Our main question here is whether Wal-Mart customers can walk away from buying a product at Wal-Mart and find it cheaper elsewhere. For the most part, the answer is no. Wal-Mart has built its reputation by providing products at a considerably lower price than its competitors (Is Wal-Mart good, 2005). Certainly, customers can try to find lower prices at other retailers; and the proliferation of the
Wal-Mart Inc.: Operations Strategy Matrix Operations Strategy Matrix: Wal-Mart Inc. Wal-Mart is the world's largest retailer. It commits itself to providing everyday low prices to consumers to enable them live better. Its decisions center largely around the provision of commodities at low prices when customers need them. This text examines Wal-Mart's operational strategy and proposes a number of decisions that it could take to improve its standing in the retail market. Wal-Mart Inc.:
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