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moving forward,[object Object],Wumart,[object Object],EmelieLevall, CharlottaStorckenfeldt, Johan Ericsson, Alexandra Drissner, 40191@live.hhs.se,[object Object]
Wumart‘scompetitveadvantage,[object Object],Branding,[object Object]
Processes,[object Object],Wumart‘scompetitveadvantage,[object Object],Processes,[object Object],[object Object]
LogisticNetwork,[object Object],[object Object]
SupplierrelationshipsNetwork,[object Object]
Competitoranalysis,[object Object],Single-formatstrategy (Hypermarkets),[object Object],National presence, rapid expansionstrategy,[object Object],Strongfinancialcapacity,[object Object],Economies of scale,[object Object],IT systems,[object Object],Limited regional marketknowledge,[object Object],Ratherweaksupplierrelationships,[object Object]
Sustainability of Wumart‘scompetitveadvantage,[object Object],Difficult to imitate:,[object Object],Physical uniqueness of store locations,[object Object],Corporate culture,[object Object],Well-known, strong brand,[object Object],Good reputation,[object Object],Market knowledge,[object Object],Network to local suppliers and local government,[object Object],Sustainablecompetitveadvantagein thepresentmarket,[object Object]
Questions,[object Object],Have international competitors penetrated the market? ,[object Object],Formats, geographical scope, pricing etc. ,[object Object],How familiar is Wumart with the similarities and differences between retail environment in China vs. other countries?,[object Object],Regional or national taste?,[object Object],Preferences of different retail formats?,[object Object],Mission and Vision of the company?,[object Object]
Expanding to new markets – leveraging existing resources,[object Object],Transferrable,[object Object],Non-transferrable,[object Object],Logistic knowledge,[object Object],Low-cost expansion strategy,[object Object],Brand name?,[object Object],Corporate culture,[object Object],Everyday low-prices,[object Object],Regional consumer knowledge,[object Object],Regional relationships with suppliers,[object Object],Prime low-cost locations,[object Object],Expand to citieswherestores in prime locationscanbeacquired to reasonablecosts (e.g.smaller, fast-growingcities in China butnotinternationally,[object Object]
Expanding to new retail formats – leveraging existing resources,[object Object],Current formats,[object Object],Possible new formats,[object Object],Hypermarkets,[object Object],Suburban, household goods (self developed brands), self selection,[object Object],Supermarkets,[object Object],Residential areas, FMCG, self selection, long opening hours,[object Object],Convenience stores,[object Object],Residential and business areas, self selection, long opening hours,[object Object],Department stores,[object Object],Downtown and elegant,[object Object],Specialty stores,[object Object],Downtown, specialty goods, professional advice,[object Object],Warehouse market,[object Object],Suburban, household goods (regular brands), self selection,[object Object],New formatswouldnotbe in linewiththe brand ,[object Object]

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SSE_Wumart_Group4b_2011

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Hinweis der Redaktion

  1. Resource based view of the firm: A) Unique resources and core competences* B) Dynamic capabilities* C) Operational excellence* D) Strategic capabilities, which are valuable to buyers, rare, robust, and non-substitutableFor the first Q: Do the checklist