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Case study: Woolworths turnaround strategy 2007

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  1. Introduction.
  2. The industry's dominant economic features.
  3. Forces that drive the industry change and impact of each on competitive intensity and industry profitability.
  4. The market positions that rivals occupy.
  5. The strategic moves that rivals are likely to make next.
  6. The key factors for future competitive success.
  7. Outlook for the industry.
  8. Conclusion.
  9. References.

Woolworths Holdings Limited is a South African based retail group that operates locally and internationally through two subsidiaries, Woolworths (Pty) Ltd and Country Road Ltd. Stores are based in Africa, the Middle East, Australia, New Zealand, the United States of America, Europe, and Singapore. Woolworths in South Africa, was established in 1931 by Max Sonnenberg. Links with the UK based Marks and Spencer retail organisations were forged in 1947. Although M&S ultimately sold its shares in Woolworths, the two companies maintain close personal ties as well as a formal technology agreement. Woolworths offers a selected range of clothing, beauty products, home ware, food and financial services under its own brand name. The Woolworths' environment is distinct by 6 competitors: The Edcon Group, Truworths, Foschini, Mr. Price, Pep Stores and Ackermans. Direct competitors are Edcon, Truworths and Foschini, while the others are specialized in different target markets.

[...] According to a survey, Woolworths knows how to build trust, better than any of its rivals. It seems that there exist a link between the general low trust ratings and the lack in trust of the higher business. (All Africa Online. [07 December 2004]). Gilmour said: We believe that Woolworths is quietly doing better and showing healthier growth in all its divisions, from food to clothing to Country Road."(Gilmour, C. [17 February 2008]). Ungerer, Pretorius, and Herholdt cite the words of strategy guru Adrian Slywotzky: ?KNOW YOUR CUSTOMER?. [...]

[...] An attribute placing a company in a position of market advantage Obsession with quality & value for money, innovation and healthy lifestyles. R&D in healthy lifestyle put them far ahead of competitors. Organic clothing range. MSG removed from all food products. Easy and convenient meals to prepare. Inflationary pressure were taken into consideration. Ensure value for money. The cross-shop plan. Affordable prices to the aspirant LSM 6-10 market. Focus on emerging markets. The beauty market has low market share ranges and can be used to expand their horizons. [...]

[...] The competitive situation between Truworths, Foschini, Edcon and Woolworths is less intensive because they don't aim exactly the same target market. (Hough, J. et al. 2008) Market share for food(b) Market share for clothes 2Figure Source: Woolworths, October 2007. International Investor Update The strategic moves that rivals are likely to make next The thinking and leadership style of the top executives of Edcon lies in offering services whereby it obtain customer loyalty and employer satisfaction and advancement. They also find ways by involving non-card holders by offering them additional advantages and convenience, such as the agreement they reached with Mango airlines that account holders of Edcon will be able to purchase air travel from Mango's call center using their various retail account cards. [...]

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