Case Analysis - Reed Supermarkets
Case Analysis: Reed Supermarkets: A New Wave of Competitor
Introduction & Problem Definition
This case involves a mid-sized, regional grocery store chain called Reed Supermarkets. Reed has 192 retail stores, two regional distribution centers and 21,000 employees in five states in the Midwest of the United States. This case discusses Reed’s market strategy for the Columbus, Ohio, market in particular, which is one of Reed’s largest markets. The Columbus market has grown slightly over the past five years, while Reed’s market share has dwindled slightly in the market. Reed has watched their market share stagnate with the entrance of new competitors (10% growth in stores) and a dramatic shift in customer preferences to value or quality. Reed’s CEO has tasked his executives to come up with a strategy that will growth revenues by 2% in the coming year. The main problem Reed faces is how do they grow revenues without compromising their customers’ perception of them as a high-end brand.
Situation Analysis
External
Over the past three decades, the U.S. food retailing industry has experienced significant changes. The most significant change has been in the trends and preferences of its customers, as customer loyalty has dwindled significantly and customers have focused their decision making on price almost exclusively. This is not an impermanent movement and it has created new segments of retailers within the food retailing industry. Over the past two decades, three new segments have either begun or grown considerably. These industries are supercenter stores (WalMart and Target), warehouse clubs (BJs and Costco) and dollar/limited selection stores (Family Dollar and Trader Joe’s), which is the most recent growth segment. These segments have quickly moved to take a significant market share from their more established grocery store counterparts. Each segment offers different aspects that appeal to customers, but the one characteristic that is common with
Introduction & Problem Definition
This case involves a mid-sized, regional grocery store chain called Reed Supermarkets. Reed has 192 retail stores, two regional distribution centers and 21,000 employees in five states in the Midwest of the United States. This case discusses Reed’s market strategy for the Columbus, Ohio, market in particular, which is one of Reed’s largest markets. The Columbus market has grown slightly over the past five years, while Reed’s market share has dwindled slightly in the market. Reed has watched their market share stagnate with the entrance of new competitors (10% growth in stores) and a dramatic shift in customer preferences to value or quality. Reed’s CEO has tasked his executives to come up with a strategy that will growth revenues by 2% in the coming year. The main problem Reed faces is how do they grow revenues without compromising their customers’ perception of them as a high-end brand.
Situation Analysis
External
Over the past three decades, the U.S. food retailing industry has experienced significant changes. The most significant change has been in the trends and preferences of its customers, as customer loyalty has dwindled significantly and customers have focused their decision making on price almost exclusively. This is not an impermanent movement and it has created new segments of retailers within the food retailing industry. Over the past two decades, three new segments have either begun or grown considerably. These industries are supercenter stores (WalMart and Target), warehouse clubs (BJs and Costco) and dollar/limited selection stores (Family Dollar and Trader Joe’s), which is the most recent growth segment. These segments have quickly moved to take a significant market share from their more established grocery store counterparts. Each segment offers different aspects that appeal to customers, but the one characteristic that is common with