Food Power

5 3. Competitive rivalry 6 4. The bargaining power of suppliers 6 5. The bargaining power of buyers 7 C. Opportunities and Threats 7 II. Tesco’s Resource Capability Analysis 9 A. Tesco value chain 9 1. Primary activities 9 2. Support Activities 10 B. Strengths and weaknesses: 11 III. Tesco strategic fit 13 Conclusion 15 Bibliographie 16 Introduction TESCO is the undisputed leader in food retailing in the UK since 1995. It realized in 2006/2007

Fast food restaurants have received much of the blame for the obesity epidemic sweeping through America with Europe and Japan fast catching up. Can these restaurants be held responsible for this epidemic . No one forces anyone to eat at a fast food restaurant. Some argue that the fast food chains simply offer good food at reasonable prices. The evidence shows that wherever the fast food chains go, obesity follows. In spite of evidence to the contrary, fast food restaurants are still seen by many

inherent risks of the sector of activity 4 1 - PESTEL framework 4 2 - Porter Analysis 5 3 - Other risks 6 2 – Key factor of success 9 3 - Draft of management report with indicators 12 Conclusion 16 Bibliography 17   Introduction A food supermarket is a retail store selling of foodstuffs. There is a presentation of some key data by sector of activity. CHIFFRES CLES PAR SECTEUR D'ACTIVITE Entreprises Personnes occupées Chiffre d'affaires HT (M€) Valeur ajoutée

Datamonitor DATAMONITOR The European ice cream market is generally a high volume and low margin sector. Food retailers are the main buyers, and may exert strong buyer power, especially if they are large chains. Ice cream manufacturers are able to source their inputs from a relatively large number of suppliers, although lack of suitable substitutes for major ingredients moderates supplier power. It is possible to enter this market on a small-scale. However, presence of strong brands and the scale

consumer society 3 The patterns of organics products consumers: importance of social and cultural meaning 4 The sovereignty of organic food consumer 6 Evolution from traditional society to modern society: consequences on organic products consumption 7 Organic food consumption: a respond to globalization 8 Organic products and social relationships 9 Food commodities and gift 10 The ecological modernization: a respond to the sustainable consumption paradox 12 The organic products consumption

this industry isn’t concentrate. The 4 biggest players haven’t together more than 80% of market share. Furthermore competitor haven’t the same size and haven’t a specialized offer. Indeed we find the same type of amusement machinery, the same fast food and beverage on each theme park. Approximately theme park have the same price and provide the same services, the only difference is the “theme” of the park (example Astérix) and the type of the park (example aquatic). This service is really simple

objective of an industry is to acquire a competitive advantage to make profit. The Porter’s model aims to determine the forces leading the competitive environment and to allow companies to adapt their strategies. I) Porter’s 5 forces 1) Buyer power UK buyers of ice cream are: 2007 2008 2009 (est) % point change £m % £m % £m % 2007-09 Grocery multiples 485 80 506 81 538 81 10.9 Freezer centres 67 11 63 10 66 10 -0.9 Independents and others* 30 5 31 5 33 5 10.7 Co-ops

some of the drinks are known to have as many calories as a Mc Donald's menu. Nutrition and health is a theme that people pay more and more attention to, therefore a new comer could easily open a new concept chain offering a wide range of healthy/bio food and beverages and steal part of Starbucks customers. 1 http://www.slashfood.com/2006/06/11/the -10-largest-coffe-chain-in-the-us/ 1/8 Global Strategy 2010 – Case study The intensity of competitive rivalry When Starbucks started in 1971,

Introduction. La première idée qui vient à l’esprit quand on évoque l’agriculture américaine, c’est la puissance des productions qui fait de ce pays l’un des greniers de la planète et qui lui confère un véritable « food power ». La première image qui vient à l’esprit c’est celle des « combines », ces batteries de moissonneuses batteuses qui, rationnellement parcourent de vastes espaces cultivés lors des moissons. La première crainte n’est plus celle qui a hanté des générations, celle de voir

Unreliable official data: unemployment, disposable income, etc. • Differences in business environment and development are probably greater than the similarities in the region. Different starting points for transition. • Consumer preferences • Purchasing power parity • The importance of local knowledge and local partner • International retailers have exited some of the emerging markets, entering a new market with unsuitable format and lay out. EU Membership • Since Jan 1, 2007 • Local business was not