RMIT作业代写:传统的公司

正如我们先前暗示,塞恩斯伯里的可以被看作是一个传统的公司试图适应不断变化的经济世界。在高街的历史存在,保证它在市场闻名;然而这种存在也被其灌输一个屏障进入互联网等新兴技术。最初,正如我们已经讨论过的,它的网站被视为一个失败,尤其是当它与最近的竞争对手特易购相比,然而,经过一段时间的重新品牌,它是重新启动和存在的今天作为核心公司业务增长最快的部门之一。本报告试图断言,这是由于,在主,在许多市场驱动的管理决策和策略,既是试图重新定位在市场中–桥接Tesco和Waitrose–之间的鸿沟也将客户的需求,在其经营的心满意的在线服务的采用。这样,津盖尔和阿尔恩特(2001)的国家,其互联网的手臂被视为有着千丝万缕的联系,其余的企业,不仅依靠采购和交付的现有结构也反馈信息和数据,允许不断变化和转型分析。 市场驱动的管理影响操作的各个领域,我们已经通过塞恩斯伯里的在线,看着过程如CRM战略定价,需求分析和客户行为。有趣的是,塞恩斯伯里的基于互联网的服务不仅体现了许多讨论的问题也采用这些策略正好与增加使用他们的网站和更大的利润。在Sainsbury的变化看其网上购物业务是一个有趣的关联它塑造了其近年来的市场地位–试图为客户提供价值,更取决于社区和家庭比单纯降价的方式。
RMIT作业代写:传统的公司
As we have previously hinted at, Sainsbury’s can be seen to be a traditional company attempting to adjust to a changing economic world. Its historical presence in the high street has assured it is well known in the market place; however this presence has also been a barrier to its inculcation into emerging technologies such as the internet. Initially, as we have discussed, its website was seen as a failure, especially when compared to its nearest rival Tesco, however through a period of re-branding it was re-launched and exists today as one of the fastest growing sectors of the core company’s business. As this report has tried to assert, this was due, in the main, to the adoption of many market driven management decisions and strategies that attempted not only to re-position its online service in the market place – bridging the gulf between Tesco and Waitrose – but also to place customer needs and satisfaction at the heart of its operations. In this way, as Zingale and Arndt (2001) state, its internet arm is being seen as inextricably linked to the rest of the business, not only relying on the existing structures of procurement and delivery but also feeding back information and data analysis to allow for continually change and transformation.
Market driven management affects all areas of an operation and we have traced this through Sainsbury’s Online, looking at processes such as CRM, strategic pricing, demand analysis and customer behaviour. It is interesting to note that Sainsbury’s internet based services not only exemplify many of the issues discussed but also that adoption of these strategies coincided with increased usage of their website and greater profits. The changes in the way Sainsbury’s viewed its online shopping operations are an interesting correlative to the way it has shaped its own market position in recent years – attempting to offer its customers value that resides more in community and family than simply price cuts.

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