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SDSNSDNFSKDKSKALLFKASMMFAMklfmksaksf smfklmMALSKMLKAMKMakmlmslkmklmskFSA NDJAJKSJDJASNJDNSAdansjkdnjksandjnkdsjndjnsjdnjasndknsjfnnjn- ewfjnwejnjwbbgr hjhbubhvfjmdlsx,zllsjakfjenjden djhbcherubcjnvnvjn vfhbvhrenuejekfkejfwneje dncseriufjdnjnrewlwkowkmwkd dncnjurvijtrkglfvlfdsjjefwjw ndfjnerjnergngrenjnnnj fnefnjnfnj grjnjngj4njngrngnre 1) The segments that I consider core competencies are moderate price range for the regular sizes classification at 50% of dollar sales and moderate price range for the big and tall sizes at 60% of dollar sales. These percentages indicate that the moderate price points for men’s sport shirts at Millard’s are selling more in comparison to other price points.
2) The fact that Millard’s offers a budget price point for big and tall and the same goes for the better price point for regular sizes.
b. This puts Millard’s to a competitive advantage because there is only one competitor in that segment.
c. The budget price point in regular sizes is not at a competitive advantage.
d. This is because Kohl’s and Target offers a better price point and holds a higher percentage of total class in comparison to Millard’s
3) a. Thomas & Blake going out of business does indeed provide an environmental opportunity for Millard’s. T&B going out of business can cause the T&B customer to shift over and become a Millard’s customer because they are the next option.
b. It does; Millard’s may consider dropping their private label in order to claim the new “branded department store” territory.
c. Millard’s can start to expand their branded assortment, add more merchandise, more branded name (perhaps the same ones offered at Thomas and Blake) in order to make sure the T&B customer becomes a Millard’s shopper.
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SDSNSDNFSKDKSKALLFKASMMFAMklfmksaksf smfklmMALSKMLKAMKMakmlmslkmklmskFSA NDJAJKSJDJASNJDNSAdansjkdnjksandjnkdsjndjnsjdnjasndknsjfnnjn- ewfjnwejnjwbbgr hjhbubhvfjmdlsx,zllsjakfjenjden djhbcherubcjnvnvjn vfhbvhrenuejekfkejfwneje dncseriufjdnjnrewlwkowkmwkd dncnjurvijtrkglfvlfdsjjefwjw ndfjnerjnergngrenjnnnj fnefnjnfnj grjnjngj4njngrngnre 1) The segments that I consider core competencies are moderate price range for the regular sizes classification at 50% of dollar sales and moderate price range for the big and tall sizes at 60% of dollar sales. These percentages indicate that the moderate price points for men’s sport shirts at Millard’s are selling more in comparison to other price points.
2) The fact that Millard’s offers a budget price point for big and tall and the same goes for the better price point for regular sizes.
b. This puts Millard’s to a competitive advantage because there is only one competitor in that segment.
c. The budget price point in regular sizes is not at a competitive advantage.
d. This is because Kohl’s and Target offers a better price point and holds a higher percentage of total class in comparison to Millard’s
3) a. Thomas & Blake going out of business does indeed provide an environmental opportunity for Millard’s. T&B going out of business can cause the T&B customer to shift over and become a Millard’s customer because they are the next option.
b. It does; Millard’s may consider dropping their private label in order to claim the new “branded department store” territory.
c. Millard’s can start to expand their branded assortment, add more merchandise, more branded name (perhaps the same ones offered at Thomas and Blake) in order to make sure the T&B customer becomes a Millard’s shopper.