a. Analyse how Morrisons was able to grow from a regional supermarket into one of the big four UK supermarkets.
b. Explains how Morrisons has been able to outperform Tesco in recent years, despite its significantly lower market share.
c. What future strategy moves are Morrisons likely to make, and why?
INTRODUCTION
The UK supermarket is dominant by Tesco, Asda, Sainsbury’s and Morrison, these giants super market control the large share of market. They controlled 75 per cent that amounts to £120bn of the UK grocery market.
Morrison has come in a long way to compete with Tesco, Asda and Sainsbury’s from a local supermarket to a big four in the UK. The company was founded in 1899 by Ken Morrison, It started with the sales of eggs and butter in Bradford, West Yorkshire. Later the company built into shops around the market. A notable progress came in 1958 when a big shop was opened in the town shopping Centre. In two years later a shop was open name “victoria” in Bradford that attracts customers locally.
Morrison became a public company in 1967, which lead to a high demand from the public in purchase of shares by more than 81,000 investors. The company has since achieved a 35 year unbroken track record of sales and profit growth and in April 2001 joined the FTSE 100 for the first time. Despite Morrison’s small size and regional focus that concentrates on northern England it is still battling as the fourth largest supermarkets in UK, the company has up to 107 stores, 80 of them engage on petrol stations and 30 of
Assignment 1: Strategic Management and Strategic Competitiveness Brandy Landrum Dr. Ana Machuca Business 499: Business Administration Capstone April 18, 2014 3M is a innovative power in the business world. This paper will access how globalization and technology have impacted how the organization has changed and grown. This organization can utilize one of the business models to earn above-average returns, which this paper will explore both industrial…
According to (Atow-Zahir, 2012) strategic planning lays down the expectations of stakeholders such as government, customers, shareholders and employees and also examines the impact the environmental factors has on its expansion and growth strategies in a highly competitive environment. It sets the basis for performance measurement and the methodologies to be used when change is necessary in an effort to achieve the organization’s objectives and goals. This creates an organizational culture that encourages…
RUNNING HEAD: STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS 1 Strategic Management and Strategic Competitiveness XXXXXXXX Strayer University BUS 499 Business Administration Capstone XXXXXXXX April 18, 2013 STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS 2 With offices in more than 30 countries, Red Hat, founded in 1993, is the world's leading provider of open source solutions, using a community-powered approach…
Shawana Biggs Strategic Management Process MGT/498 Eligah King July 1, 2012 Introduction Public and private sectors have caught public attention in recent years because of major corporations falling apart. Many people are unemployed because of unstructured organizations with ineffective strategies. Strategic Management has become an effective measure to help organizations develop and implement plans to reach goals. Private sectors have honed…
Strategic Management Process Paper Norine Roberts MGT/498 March 24, 2015 Terry Dunning Strategic Management Process Paper There are 5 key components of strategic management. The first is goal setting, its purpose is to clarify the vision for a business. Goal setting has three pieces to it, first, defining short and long-term objectives. Second, identifying the process of how to accomplish the objective, and finally, customizing the process for the staff. Analysis is the second key component. This…
In the Class: “ Management and Organization Theory”, we have been studying the Management functions by understanding what is the planning function and how does the planning function actually work. We have been also reviewing all about Strategic Management, the planning process and the planning cycle. How does the manager formulate, process, and implement his/her organizational goals and objectives, etc. We also learned that everything starts with a planning stage. The company’s/organization’s…
Strategic Management Process Paper Sophia Carballo MGT/498 August 12, 2013 Richard Wheeler Strategic Management Process Paper Introduction In Chapter 1 of Concepts in Strategic Management and Business Policy, strategic management is defined as a set of managerial decisions and actions that determines the long-run performance of a corporation. The primary components of a strategic management process include internal and external environment scanning, strategy formulation, strategy implementation,…
University of Phoenix Strategic Choice and Evaluation Dennis Duran STR/581 October 4, 2013 Allen Sutton Strategic Choice and Evaluation The nature and complexity of competition in the global market compels an organization to emphasize structure and strong leadership. Home Depot’s focused approach to great customer service and entrepreneurial spirit are key elements in their tactical approach towards long-range growth and stability. Home Depot’s…
Strategic Management in Dynamic Environments Individual Project 1 Strategic Management in Dynamic Environments Individual Project 1 1 Abstract Best known for its hardware products IPhone, IPod, IPad and Mac computers Apple Inc. formerly Apple Computer, is an American multinational corporation. With 394 retail stores and counting in fourteen countries it is the world's second-largest information technology company by revenue after Samsung Electronics. On March 19, 2012, Apple announced…
Strategic Management Content: 1. Background of Qantas 2. Analysis of Qantas External analysis a. What industry is it? b. General environment analysis c. The industry environment d. Competitive environment e. You now have material about opportunities Internal analysis f. The firm’s resources, tangible and intangible g. Capabilities identification h. Core competency analysis i. Value chain analysis j. Weakness k. Pulling it together l. Current strategies 3. Recommendation…