3 Local neighbourhood shops are finding it increasingly difficult to compete with supermarkets. However, three yearsago, the Perfect Shopper franchise group was launched that allowed these neighbourhood shops to join the groupand achieve cost savings on tinned and packaged goods, particularly groceries. Perfect Shopper purchases brandedgoods in bulk from established food suppliers and stores them in large purpose-built warehouses, each designed toserve a geographical region. When Perfect Shopper was established it decided that deliveries to these warehousesshould be made by the food suppliers or by haulage contractors working on behalf of these suppliers. Perfect Shopperplaces orders with these suppliers and the supplier arranges the delivery to the warehouse. These arrangements arestill in place. Perfect Shopper has no branded goods of its own.Facilities are available in each warehouse to re-package goods into smaller units, more suitable for the requirementsof the neighbourhood shop. These smaller units, typically containing 50–100 tins or packs, are usually small trays,sealed with strong transparent polythene. Perfect Shopper delivers these to its neighbourhood shops using specialisthaulage contractors local to the regional warehouse. Perfect Shopper has negotiated significant discounts withsuppliers, part of which it passes on to its franchisees. A recent survey in a national grocery magazine showed thatfranchisees saved an average of 10% on the prices they would have paid if they had purchased the products directlyfrom the manufacturer or from an intermediary – such as cash and carry wholesalers.As well as offering savings due to bulk buying, Perfect Shopper also provides, as part of its franchise:(i) Personalised promotional material. This usually covers specific promotions and is distributed locally, either usingspecialist leaflet distributors or loosely inserted into local free papers or magazines.(ii) Specialised signage for the shops to suggest the image of a national chain. The signs include the Perfect Shopperslogan ‘the nation’s local’.(iii) Specialist in-store display units for certain goods, again branded with the Perfect Shopper logo.Perfect Shopper does not provide all of the goods required by a neighbourhood shop. Consequently, it is not anexclusive franchise. Franchisees agree to purchase specific products through Perfect Shopper, but other goods, suchas vegetables, fruit, stationery and newspapers they source from elsewhere. Deliveries are made every two weeks tofranchisees using a standing order for products agreed between the franchisee and their Perfect Shopper salesrepresentative at a meeting they hold every three months. Variations to this order can be made by telephone, but onlyif the order is increased. Downward variations are not allowed. Franchisees cannot reduce their standing orderrequirements until the next meeting with their representative.Perfect Shopper was initially very successful, but its success has been questioned by a recent independent report thatshowed increasing discontent amongst franchisees. The following issues were documented.(i) The need to continually review prices to compete with supermarkets(ii) Low brand recognition of Perfect Shopper(iii) Inflexible ordering and delivery system based around forecasts and restricted ability to vary orders (see above)As a result of this survey, Perfect Shopper has decided to review its business model. Part of this review is to reexaminethe supply chain, to see if there are opportunities for addressing some of its problems.Required:(a) Describe the primary activities of the value chain of Perfect Shopper. (5 marks)
3 Local neighbourhood shops are finding it increasingly difficult to compete with supermarkets. However, three years
ago, the Perfect Shopper franchise group was launched that allowed these neighbourhood shops to join the group
and achieve cost savings on tinned and packaged goods, particularly groceries. Perfect Shopper purchases branded
goods in bulk from established food suppliers and stores them in large purpose-built warehouses, each designed to
serve a geographical region. When Perfect Shopper was established it decided that deliveries to these warehouses
should be made by the food suppliers or by haulage contractors working on behalf of these suppliers. Perfect Shopper
places orders with these suppliers and the supplier arranges the delivery to the warehouse. These arrangements are
still in place. Perfect Shopper has no branded goods of its own.
Facilities are available in each warehouse to re-package goods into smaller units, more suitable for the requirements
of the neighbourhood shop. These smaller units, typically containing 50–100 tins or packs, are usually small trays,
sealed with strong transparent polythene. Perfect Shopper delivers these to its neighbourhood shops using specialist
haulage contractors local to the regional warehouse. Perfect Shopper has negotiated significant discounts with
suppliers, part of which it passes on to its franchisees. A recent survey in a national grocery magazine showed that
franchisees saved an average of 10% on the prices they would have paid if they had purchased the products directly
from the manufacturer or from an intermediary – such as cash and carry wholesalers.
As well as offering savings due to bulk buying, Perfect Shopper also provides, as part of its franchise:
(i) Personalised promotional material. This usually covers specific promotions and is distributed locally, either using
specialist leaflet distributors or loosely inserted into local free papers or magazines.
(ii) Specialised signage for the shops to suggest the image of a national chain. The signs include the Perfect Shopper
slogan ‘the nation’s local’.
(iii) Specialist in-store display units for certain goods, again branded with the Perfect Shopper logo.
Perfect Shopper does not provide all of the goods required by a neighbourhood shop. Consequently, it is not an
exclusive franchise. Franchisees agree to purchase specific products through Perfect Shopper, but other goods, such
as vegetables, fruit, stationery and newspapers they source from elsewhere. Deliveries are made every two weeks to
franchisees using a standing order for products agreed between the franchisee and their Perfect Shopper sales
representative at a meeting they hold every three months. Variations to this order can be made by telephone, but only
if the order is increased. Downward variations are not allowed. Franchisees cannot reduce their standing order
requirements until the next meeting with their representative.
Perfect Shopper was initially very successful, but its success has been questioned by a recent independent report that
showed increasing discontent amongst franchisees. The following issues were documented.
(i) The need to continually review prices to compete with supermarkets
(ii) Low brand recognition of Perfect Shopper
(iii) Inflexible ordering and delivery system based around forecasts and restricted ability to vary orders (see above)
As a result of this survey, Perfect Shopper has decided to review its business model. Part of this review is to reexamine
the supply chain, to see if there are opportunities for addressing some of its problems.
Required:
(a) Describe the primary activities of the value chain of Perfect Shopper. (5 marks)
相关考题：
The ability to achieve cost savings is inversely proportional to _____.A.the earned value achieved to dateB.the estimated costs to completeC.empowerment to the P.M.D.productivityE.None of the above.
48 The ability to achieve cost savings is inversely proportional to _____.A. the earned value achieved to dateB. the estimated costs to completeC. empowerment to the P.M.D. productivityE. None of the above
A new shopping center on the north side will have (). A.five hundred more than shopsB.as more than five hundred shopsC.five hundred shops more thanD.more than five hundred shops
(c) Explain how Perfect Shopper might re-structure its downstream supply chain to address the problemsidentified in the scenario. (10 marks)
(b) The management of Division C has identified the need to achieve cost savings in order to become morecompetitive. They have decided that an analysis and investigation of quality costs into four sub-categories willprovide a focus for performance measurement and improvement.Required:Identify the FOUR sub-categories into which quality costs can be analysed and provide examples (whichmust relate to Division C) of each of the four sub-categories of quality cost that can be investigated in orderthat overall cost savings might be achieved and hence the performance improved. (8 marks)
This scenario summarises the development of a company called Rock Bottom through three phases, from its founding in 1965 to 2008 when it ceased trading.Phase 1 (1965–1988)In 1965 customers usually purchased branded electrical goods, largely produced by well-established domestic companies, from general stores that stocked a wide range of household products. However, in that year, a recent university graduate, Rick Hein, established his first shop specialising solely in the sale of electrical goods. In contrast to the general stores, Rick Hein’s shop predominantly sold imported Japanese products which were smaller, more reliable and more sophisticated than the products of domestic competitors. Rick Hein quickly established a chain of shops, staffed by young people who understood the capabilities of the products they were selling. He backed this up with national advertising in the press, an innovation at the time for such a specialist shop. He branded his shops as ‘Rock Bottom’, a name which specifically referred to his cheap prices, but also alluded to the growing importance ofrock music and its influence on product sales. In 1969, 80% of sales were of music centres, turntables, amplifiers and speakers, bought by the newly affluent young. Rock Bottom began increasingly to specialise in selling audio equipment.Hein also developed a high public profile. He dressed unconventionally and performed a number of outrageous stunts that publicised his company. He also encouraged the managers of his stores to be equally outrageous. He rewarded their individuality with high salaries, generous bonus schemes and autonomy. Many of the shops were extremely successful, making their managers (and some of their staff) relatively wealthy people.However, by 1980 the profitability of the Rock Bottom shops began to decline significantly. Direct competitors using a similar approach had emerged, including specialist sections in the large general stores that had initially failed to react to the challenge of Rock Bottom. The buying public now expected its electrical products to be cheap and reliable.Hein himself became less flamboyant and toned down his appearance and actions to satisfy the banks who were becoming an increasingly important source of the finance required to expand and support his chain of shops.Phase 2 (1989–2002)In 1988 Hein considered changing the Rock Bottom shops into a franchise, inviting managers to buy their own shops (which at this time were still profitable) and pursuing expansion though opening new shops with franchisees from outside the company. However, instead, he floated the company on the country’s stock exchange. He used some of the capital raised to expand the business. However, he also sold shares to help him throw the ‘party of a lifetime’ and to purchase expensive goods and gifts for his family. Hein became Chairman and Chief Executive Officer (CEO) of the newly quoted company, but over the next thirteen years his relationship with his board and shareholders became increasingly difficult. Gradually new financial controls and reporting systems were put in place. Most of the established managers left as controls became more centralised and formal. The company’s performance was solid but unspectacular. Hein complained that ‘business was not fun any more’. The company was legally required to publish directors’ salaries in its annual report and the generous salary package enjoyed by the Chairman and CEO increasingly became an issue and it dominated the 2002 Annual General Meeting (AGM). Hein was embarrassed by its publication and the discussion it led to in the national media. He felt that it was an infringement of his privacy andcivil liberties.Phase 3 (2003–2008)In 2003 Hein found the substantial private equity investment necessary to take Rock Bottom private again. He also used all of his personal fortune to help re-acquire the company from the shareholders. He celebrated ‘freeing Rock Bottom from its shackles’ by throwing a large celebration party. Celebrities were flown in from all over the world to attend. However, most of the new generation of store managers found Hein’s style. to be too loose and unfocused. He became rude and angry about their lack of entrepreneurial spirit. Furthermore, changes in products and how they were purchased meant that fewer people bought conventional audio products from specialist shops. The reliability of these products now meant that they were replaced relatively infrequently. Hein, belatedly, started to consider selling via an Internet site. Turnover and profitability plummeted. In 2007 Hein again considered franchising the company,but he realised that this was unlikely to be successful. In early 2008 the company ceased trading and Hein himself,now increasingly vilified and attacked by the press, filed for personal bankruptcy.Required:(a) Analyse the reasons for Rock Bottom’s success or failure in each of the three phases identified in thescenario. Evaluate how Rick Hein’s leadership style. contributed to the success or failure of each phase.(18 marks)(b) Rick Hein considered franchising the Rock Bottom brand at two points in its history – 1988 and 2007.Explain the key factors that would have made franchising Rock Bottom feasible in 1988, but would havemade it ‘unlikely to be successful’ in 2007. (7 marks)
These shops sell a diverse range of gifts of local features.A:colorfulB:attractiveC:flexibleD:varied
共用题干第三篇Trying to Find a PartnerOne of the most striking findings of a recent poll in the UK is that of the people interviewed,one in two believes that it is becoming more difticult to meet someone to start a family with.Why are many finding it increasingly difficult to start and sustain intimate relationships? Does modern life really make it harder to fall in love?Or are we making it harder for ourselves?It is certainly the case today that contemporary couples benefit in different ways fromrelationships.Women no longer rely upon partners for economic security or status.A man doesn't expect his spouse to be in sole charge of running his household and raising his children.But perhaps the knowledge that we can live perfectly well without a partnership means that it takes much more to persuade people to abandon their independence.In theory,finding a partner should be much simpler these days.Only a few generations ago, your choice of soulmate（心上人）was constrained（限制）by geography, social convention and family tradition.Although it was never explicit,many marriages were essentially arranged.Now those barriers have been broken down.You can approach a builder or a brain surgeon in any bar in any city on any given evening.When the world is your oyster（牡砺）, you surely have a better chance of finding a pearl.But it seems that the old conventions have been replaced by an even tighter constraint: the tyranny of choice.The expectations of partners are inflated（提高）to an unmanageable degree: good looks,impressive salary,kind to grandmother and right socks.There is no room for error in the first impression.We think that a relationship can be perfect.If it isn't,it is disposable.We work toprotect ourselves against future heartache and don't put in the hard emotional labor needed to build a strong relationship.Of course,this is complicated by realities.The cost of housing and child-rearing creates pressure to have a stable income and career before a life partnership.What does the recent poll show?A:It is getting more difficult for a woman to find her husband.B:It is getting increasingly difficult to start a family.C:It is getting more difficult for a man to find his wife.D:It is getting increasingly difficult to develop an intimate relationship with your spouse.
Finding ways to assist this growing homeless population has become increasingly difficult.Even when homeless individuals manage to find a（ ）that will give them three meals a day and a place to sleep at night,a good number still spend the bulk of each day 13 the street.A.lodgingB.shelterC.dwellingD.house
The scientists are exploring the area in hopes of finding new stores of underground oil,which can serve as an outlet for the energy crisis.A:styles B:vanetiesC:supplies D:shops
The scientists are exploring the area in hopes of finding new stores of underground oil,which can serve as an outlet for the energy crisis.A:stylesB:varietiesC:suppliesD:shops
共用题干第一篇 Trying to Find a PartnerOne of the most striking findings of a recent poll in the UK is that of the people Interviewed,one in two believes that it is becoming more difficult to meet someone to start a family with.Why are many finding it increasingly difficult to start and sustain intimate relationships? Does modern life really make it harder to fall in love?Or are we making it harder for ourselves?It is certainly the case today that contemporary couples benefit in different ways from relationships.Women no longer rely upon partners for economic security or status.A man doesn't expect his spouse to be in sole charge of running his household and raising his children.But perhaps the knowledge that we can live perlectly well without a partnership means that it takes much more to persuade people to abandon their independence.In theory,finding a partner should be much simpler these days.Only a few generationsago, your choice of soulmate（心上人）was constrained（限制）by geography, social convention and family tradition.Although it was never explicit,many marriages were essentially arranged.Now those barriers have been broken down.You can approach a builder or a brain surgeon in any bar in any city on any given evening.When the world is your oyster（牡砺）,you surely have a better chance of finding a pearl.But it seems that the old conventions have been replaced by an even tighter constraint: the tyranny of choice.The expectations of partners are inflated（提高）to an unmanageable degree: good looks,impressive salary,kind to grandmother,and right socks.There is no room for error in the first impression.We think that a relationship can be perfect.If it isn't,it is disposable.We work to protect ourselves against future heartache and don't put in the hard emotional labor needed to build a strong relationship.Of course,this is complicated by realities.The cost of housing and child-rearing creates pressure to have a stable income and career before a life partnership.What does the recent poll show?A: It is getting more difficult for a woman to find her husband.B:It is getting increasingly difficult to start a family.C: It is getting more difficult for a man to find his wife.D: It is getting increasingly difficult to develop an intimate relationship with your spouse.
共用题干A Letter from AlanI have learnt of a plan to build three hundred houses on the land called Parson's Place by the football ground .Few people know about this new plan to increase the size of our town.For me,Parson's Place is special because it is a beautiful natural area where local people can relax-the small wood has many unusual trees and the stream is popular with fishermen and bird-watchers'It's very quiet because there are few houses or roads nearby.I think that losing this area will be terrible because we have no other similar facilities in the neighbourhood.I am also against this plan because it will cause traffic problems.How will the people from the new houses travel to work?The motorway and the railway station are on the other side of town.Therefore,these people will have to drive through the town centre every time they go anywhere.The roads will always be full of traffic,there will be nowhere to park and the tourists who come to see our lovely old buildings will leave .Shops and hotels will lose business.If the town really needs more homes,the empty ground beside the railway station is a more suitable place.No doubt the builders will make a lot of money by selling these houses.But,in my opinion, the average person will quickly be made poorer by this plan.As well as this,we will lose a very special place and our town will be much less pleasant.I am going to the local government offices on Monday morning to protest about this plan and I hope that your readers will join me there.We must make them stop this plan before it is too late. Alan says that ordinary people who live in the town will probably soon______.A: be able to buy new housesB: choose to live near the stationC: open new shops and hotelsD: have less money
A 15-year-old boy was（）for stealing 22 charity boxes from local shops.AconvictedBsentencedCarrestedDattacked
Many（）shops will be forced to close if the new supermarket is built.AlocalBbroadCgeneralDpublic
Which statement is true of a source that wants to transmit multicast traffic to group 239.1.1.1？（）A、Before sending traffic, it must first join multicast group 239.1.1.1 by sending an IGMPv2 membership report to the default router on the local subnet.B、It must send an IGMPv2 Request to Send packet and then wait for an IGMPv2 Clear to Send packet from the IGMPv2 querier router on the local subnetC、It may begin transmitting multicast traffic to the group only when there is no other host transmitting to the group on the local subnet.D、It may transmit multicast traffic to the group at any time.
You need to configure connectors between each routing group. What are two possible ways to achieve this goal？（）A、Create and configure SMTP connectors between the routing groups. Do not create additional connectors between the routing groupsB、Create and configure routing group connectors between the routing groups. Do not create additional connectors between routing groupsC、Create and configure low-cost group connectors and high-cost SMTP connectors between the routing groupsD、Create and configure high-cost routing group connectors and low-cost SMTP connectors between the routing groups
单选题We may learn from the sentence “But the glamour of the “First World” pledge appealed to middle-class consumers with money to burn” in para. 4 that ______.ABrazilian went to Pao de Acucar because it was a brand from the “First World”BPao de Acucar was kind of local corner shops and thus cheaperCMiddle-class Brazilian went to Pao de Acucar instead of the cheaper local corner shops because of its sloganDPao de Acucar targeted middle-class consumers
问答题Practice 3 A: What is important when...? Choosing a computer skills course ●Topics ●Size of group ●Qualification offered B: What is important when...? Choosing a business club to join in ●Entertainment Facilities ●Type of Events ●Cost
单选题A 15-year-old boy was（）for stealing 22 charity boxes from local shops.AconvictedBsentencedCarrestedDattacked
单选题Why does the honest public have to pay higher prices when they go to the shops?AThere is a “shrinkage” in market values.BMany goods are not available.CGoods in many shops lack variety.DThere are many eases of shop-lifting.
单选题Which of the following is the best way to combine sentences 9 and 10 (reproduced below)?Huge billboards advertise shows, shops, and mutts. Hotels, motels, and tour buses are everywhere.AThe streets are lined with hotels, motels, tour buses, and huge billboards advertising shows, shops, and mails.BThe streets are lined with hotels, motels, and tour buses whose occupants take in huge billboards that are everywhere advertising shows, shops, and malls.CHuge billboards surrounding hotels, motels, and tour buses, which are everywhere, advertise shows, shops, and mails.DHuge billboards advertise shows, shops, and malls and surround hotels, motels, and tour buses, which are everywhere.EThe streets are lined: hotels, motels, and tour buses me everywhere, and their occupants take in huge billboards advertising shows, shops, and malls.
单选题The village used to be small, and had only a few streets. There were only three shops: ______ and the General Store.Athe butchers’, the bakers’Bthe butchers, the bakersCbutchers, bakersDthe butcher’s, the baker’s
多选题What are three potential cost savings or return on investment benefits provided by IBM Maximo Asset Management solutions?（）Aincreased equipment lifeBincreased material costsCincreased asset downtimeDincreased labor purchasesEincreased labor utilizationFincreased asset utilization