According to Green, when consumers see such deep discounts on specific toy items, there is an assumption that such toys are "fads," or popular only in the short-term. Particularly, if other retailers respond to such deep pricing gashes, as did many retail toy outlets in response to Wal-Mart in 2003, this image of a temporary toy fad is increased. According to Green, such actions can actually cause a toy to 'die,' or become less popular, resulting in less sales for the toy manufacturer (Hotten, 47).
However, such critics fail to note the less partisan view of Wal-Mart's actions, which note the place of such actions in the global capitalist economy (Lohr, C5). As Robert B. Reich, former labor secretary, noted, Wal-Mart's actions and dealings in business represent the true end point to the current economy, that of the best deal for consumers (Lohr, C5). In the age of computer technology, online shopping, international shipping, and low cost imports, such deep discounting is vital to the success of Wal-Mart's main marketing tactic, that of low prices for consumers. Without the ability to participate in such standard retail pricing tactics, Wal-Mart could fail to compete with the global marketplace (Lohr, C6).
In addition, critics fail to admit the clearest reason retailers such as Wal-Mart continue to survive, while high-end toy retailers continue to fall: their variety and their adaptability. Retailers such as Toys R' Us, Dhruv Grewel, professor of marketing and retail at Babson College, notes, are highly concentrated in their offerings, making one-stop shopping difficult (Grant, B8). On the other hand, Wal-Mart, whose products range from toys to books to household goods to clothing, makes shopping simple for consumers looking to save time as well as money. This wide range of products allows Wal-Mart to use loss leaders with a higher reassurance that consumers will purchase additional items at regular prices, cutting their losses.
Further, Wal-Mart has adapted to a new generation of toys. Anthony Gikas, a retail analyst, notes children are playing video games at younger ages, and are using computers far earlier (Grant, B8). Again, Wal-Mart, who carries...
As a result of huge growth, the company's management may lose focus of the scope of their business. Miller Inc. has a highly centralized hierarchy of management and lacks the managerial backup to promote creativity amons the employees. Single-sourcing which is the characteristic of Miller Inc. could be a recipe of disaster should the supplier fail. Contingency plans for supplies need to be considered. The constrant production nature of the product leads to
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