Costco Case Analysis Costco Case Analysis Costco was established in 1983 by Jim Sinegal and Jeff Brotman. Together they established Costco as the leading wholesale company in the United States and have moved its operations into the international market. Just like many successful companies they established a strategy that has allowed them to obtain an advantage over their competitors and gained a market share which includes but does not limit them to a more affluent clientele. In this review
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Warehouse Clubs: Costco Wholesale vs. Sam’s Club vs. BJ’s Wholesale Provide an overview of the company and/or industry and add any pertinent information relevant to the case (5 points) The overall competitive forces working on the Warehouse Club industry are fairly average. The highest pressure in the industry comes from industry rivalry and the availability of substitutes. Buyer bargaining power‚ supplier bargaining power‚ and threat of entry are relatively weak. Costco controls about
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business model unlike most other retail shops‚ Costco is an exclusive membership warehouse club that strives to offer members the best prices and a variety of superior quality products. The first Costco warehouse was opened in 1983 in Seattle and has rapidly expanded worldwide over the span of two decades‚ with hundreds of outlets internationally in Mexico‚ Canda‚ Asia‚ Australia and the United Kingdom (Costco Wholesale 2014). The average Costco customer is found to be a college graduate earning
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Costco Wholesale Corporation Costco Wholesale Corporation - Financial and Strategic Analysis Review Publication Date: 27-Mar-2013 Reference Code: GDRT28577FSA Company Snapshot Company Overview Key Information Costco Wholesale Corporation (Costco) is membership warehouses chain operator. The company’s product portfolio includes sundries‚ hardlines‚ food‚ softlines‚ fresh food and ancillary. It offers two types of memberships‚ namely‚ business and gold star to its customers.
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Olena Marchenko Costco Wholesale Operations and Supply Management OMIS 357 (Fall’09) Agenda • • • • • • • Background and Business Model Processes and Queues Management Supply Chain Strategy Quality Control Inventory Management Recommendations Q&A Background • • • • Headquartered in Issaquah‚ WA 550 warehouses in 40 states Present in 6 countries outside US $71B revenue in 2008 1993: merged with PriceClub: PriceCostco (206 locations) 1998: Costco.com 1999: Costco wholesale 2009:
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Costco Analysis Part 1 Memorandum To: CEO John Sinegal Cc: Dr. Birjandi From: Stephen Collum Date: 11/29/2009 Subject: Costco’s Business Analysis Dear John Sinegal‚ I’m writing you to give you my analysis of your company Costco. I’m impressed with your managerial skills used during your year-round warehouse visits. Also‚ the transition from the old workplace to the new workplace is incredible. Last I would like to praise your company’s high employee retention rate.
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Environment (External) (2-line Conclusion: the attractiveness of the industry and key insights from 1-6) 1. Key economic and industry variables: Industry analysis (provide data to support): a. Market Size * $125 billion discount warehouse and wholesale club segment of North America consists of: Costco‚ Sam ’s club‚ Bj ’s. * Warehouse Club Sales In North America: Costco 56% ‚ Sam ’s club 36%‚ Bj ’s 8% b. Scope of Rivalry * * supermarkets
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Case Study: Costco Wholesale Corp. Financial Statement Analysis (A) A-186A 1. Chief elements of Costco’s Strategy Costco’s strategy relies on 3 main components: Customers‚ Supplier and Operating efficiency. Costco delivers the value to its customers by: products provided by no more than 14% over distributors price‚ Lowest per unit price in the optimal container‚ Kirkland brand name quality at discount prices. Costco target the customer segment of middle class customers in addition to small business
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Capabilities Analysis of JetBlue Airlines JFK Hub The JFK Airport hub in New York City is a tangible physical resource of JetBlue. This hub provides significant size and location capabilities. The airport is a large population center‚ with 19 million people within the 60-mile radius. The hub is also at the heart of some underserved markets‚ including upstate New York and the New England region. This resource also has political support from the state government. This support allowed JetBlue
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activity that is central to the company’s ability to achieve a competitive advantage. • Distinctive Competency – An internal‚ value-creating activity that is unique and allows a company to achieve a competitive advantage. • Capability – A company’s ability to put its resources and competencies to productive use. Core competencies are rarely reliant on a single department – they are more likely to owe their existence to a strong collaboration between two or more departments. Strategically relevant
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