This
assignment is part 3. Please follow up the first 2 part. Part 1 (Company
Strategy level) and part 2 (External force-Industry). Fill the template (Need
to be complete-Focal Task Competitive Analysis) Steps to Perform this Analysis
1. Identify current and future
competitors (please identify at least 3 competitors for this analysis).
2. Gather intelligence on
competitors. Source publicly available materials (see the above section for
some sources of helpful information – typically one may look to analyst
reports, websites, financial reports and other SEC filings, media coverage,
interviews with managers, press releases, etc.).
3. Consolidate, analyze,
and organize information. Information may be organized in a matrix, grid, or
spider diagram. For the purposes of this submission, a table is the default
submission format – you may deviate from this format if you believe it will add
substantial value. Feel free to create your own template using a table or
bulleted list.
PART II: Competitor Analysis
Focus Area |
Competitor 1: CVS |
Competitor 2: Walmart |
Competitor 3: Trulieve |
Objectives |
Incorporate
innovative healthcare service delivery options for their customers (CVS
Mission Statement 2022 | CVS Mission & Vision Analysis, 2022). Linking
its clients to optimal healthcare plans. Create
treatment plans that are unique to its customers. Providing
quality healthcare through using quality drugs for patients’ treatment (CVS
Mission Statement 2022 | CVS Mission & Vision Analysis, 2022).
|
Improve
community unity by providing job opportunities and goods for diverse
demographic groups (Gupta, 2016). Improve
sustainability by reducing organizational waste. Provide
goods and services that are safe for consumer consumption. Use
technological advancements to receive feedback from customers and suppliers
on the products and service delivery (Gupta, 2016). Engage
in philanthropic activities to improve other lives and community relations.
|
To provide
opportunities for growth to suppliers (Cannabis Dispensaries | Trulieve, 2022).
To
provide a variety of quality products to consumers (Cannabis Dispensaries |
Trulieve, 2022). To
educate the community on the health benefits of medical cannabis (Cannabis
Dispensaries | Trulieve, 2022). To
minimize the water the organization uses to reduce energy and environmental
sustainability (Cannabis Dispensaries | Trulieve, 2022). Creating
quality customer relations through providing high-quality cannabis products (Cannabis
Dispensaries | Trulieve, 2022).
|
Assumptions |
Encouraging the use of
generic healthcare tools and drugs will reduce healthcare costs. There will be a long-term
need for beauty and healthcare products. Most households and
healthcare brands prefer to trade with the CVS brand (Woong & Goh, 2021).
|
Employees contribute to the
high customer loyalty in their branches. The lower price strategy
will continually assure the loyalty and variety of customers. Entry of new branches into
the retailing industry is independent of the blanket retail organization (JSTOR:
Access Check, 2022).
|
Dominating states with a
high population will translate to the company's market and sales. The education on the
positive effects of cannabis will overshadow the adverse effects of the drug
if it’s misused. Current and past market pool
trends increase, and sales increase will predict the organization's financial
state in the future (Corp., 2022).
|
Strategies |
Continual
reminder to the investors and staff of the company's goal, mission, and
vision (CVS Mission Statement 2022 | CVS Mission & Vision Analysis, 2022).
Improving
their omnichannel services, such as online and physical shopping from their
stores (Our Strategy, 2022). Incorporation
of a technology-first approach (Our Strategy, 2022). Improving
their retail locations to act as primary healthcare service hubs (Our
Strategy, 2022). Receiving
healthcare products at discounted prices from manufacturers and their
suppliers (Langley, 2018). Competent
staff in the marketing department to increase the market pool and sales.
|
Being
at par in inventory taking (Gupta, 2016). Providing
products from a wide range of manufacturers so that customers don’t use substitute
products from other retailers (Gupta, 2016). Using
the "Everyday Low Price" for their customers to provide goods at a
lower price than competitors (Gupta, 2016). Using
e-commerce attracts a wide variety of customers (Gupta, 2016).
|
Trulieve
has well-known partners with powerful brands that increase the popularity of
organizational products (ESG & DEI Initiatives, 2021). Multiple
branches countrywide to increase consumer access to organizational products (Cannabis
Dispensaries | Trulieve, 2022). Numerous
product distribution channels for the retailing function of the organization (Cannabis
Dispensaries | Trulieve, 2022).
|
Capabilities and Resources |
Innovative new products with
generics are hard to reproduce by competitors (Langley, 2018). Production of a wide range
of products, including beauty, health, and vitamins (Langley, 2018). Competent staff that offers
optimal services to the brand’s consumers. A strong market is created
through the diverse marketing skills employed.
|
Wide network of suppliers
and brands that supply materials for Walmart to retail (Repko, 2021). Competent staff researches
the market to gather techniques that improve the industry's operations (Repko,
2021). Strong bargaining power implies
that they partially control the prices they pay for the products they retail (Repko,
2021). The e-commerce and the
mobile app enable the retail brand to attract physical and online customers (Repko,
2021). The industry has numerous
distribution channels (physical stores), which implies a high market
presence, desirable for business prosperity (Repko, 2021).
|
A pool of well-known
partners with recognized brands in America (ESG & DEI Initiatives, 2021).
Specialized communication
with their patients through the different ways that various consumers pass
information (ESG & DEI Initiatives, 2021). Continual staff training
provides customers with the best shopping and medical experience (ESG &
DEI Initiatives, 2021).
|
Response |
Introduction
of tools that pharmacies and doctors can use to gauge the transparency of
patients' drug affordability (Langley, 2018). The
company will use diverse marketing strategies incorporating various
demographics such as race, income gaps, and gender. The
company will incorporate automatic refills for customers’ drugs.
|
Walmart
will expand its operations to retail healthcare products (Repko, 2021). Walmart
will increase the use of technology to deliver products to customers' houses (Repko,
2021). Walmart
will increase its partnerships to deal with the increasing online shopping
and home delivery requests (Repko, 2021).
|
To
increase the number of new and innovative existing markets to expand
retailing function and maintain a market presence for better consumer
relations (Cannabis Dispensaries | Trulieve, 2022. To
promote a more sustainably-running organization (Cannabis Dispensaries |
Trulieve, 2022. To
increase the number of dispensaries and cultivation facilities across states with
higher populations in the United States (Bryant, 2021).
|
Narrative interpreting your competitor analysis (Please summarize the key findings/insights – 4/5 lines minimum)
Walgreens Boots Alliance is one of the biggest pharmacy products retail organizations with major competitors. CVS, one of its biggest competitors, deals in the same products as WBA and has prospered through customer loyalty and the firm's ability to meet its preset objectives. Walmart, a major retailer in the United States, has prospered due to its competent staff, meeting its objectives, and providing a wide range of products. Trulieve deals with medicinal cannabis products, and its success have mostly been attributed to popular brands that are the organization's partners. All firms have future goals they intend to apply to improve their operations, which, if WBA considered, would improve operations and have a competitive advantage over the listed organizations.
References
Bryant, J. (2021). Trulieve
Buys Harvest, Creating World’s Largest And Most Profitable Cannabis Company.
Forbes. https://www.forbes.com/sites/jacquelinebryant/2021/10/01/trulieve-buys-harvest-creating-worlds-largest-and-most-profitable-cannabis-company/.
Cannabis Dispensaries |
Trulieve. (2022). https://www.trulieve.com/.
Corp., T. C. (2022). Trulieve
Acquires 64,000 sq. ft. Cultivation Facility in Phoenix. https://www.newswire.ca/news-releases/trulieve-acquires-64-000-sq-ft-cultivation-facility-in-phoenix-837784163.html.
CVS Mission Statement 2022 |
CVS Mission & Vision Analysis. (2022). Mission Statement. https://mission-statement.com/cvs/.
ESG & DEI Initiatives.
(2021). Trulieve. https://www.trulieve.com/esg-dei-initiatives.
Gupta, A. A. G. V. K. (2016). Taking
Wal-Mart Global: Lessons From Retailing's Giant. Strategy+Business. https://www.strategy-business.com/article/13866.
JSTOR: Access Check. (2022). https://www.jstor.org/stable/40056507.
Langley, P. (2018, November
20). CVS Health and the Imaginary Worlds of the Institute for Clinical and
Economic Review (ICER) | INNOVATIONS in pharmacy. https://pubs.lib.umn.edu/index.php/innovations/article/view/1461.
Our strategy. (2022). CVS
Health. https://www.cvshealth.com/about-cvs-health/our-strategy.
Repko, M. (2021). Why an
emboldened Walmart is looking beyond retail for future growth. CNBC. https://www.cnbc.com/2021/02/18/why-an-emboldened-walmart-is-looking-to-beyond-retail-for-future-growth.html.
Woong, J. Y., & Goh, S. H. (2021). Supply chain risk management strategies in the face of COVID-19. Conference on Industrial Engineering and Operations Management Singapore (pp. 7-11). https://www.researchgate.net/profile/Shao-Hung-Goh/publication/347909700_Supply_Chain_Risk_Management_Strategies_in_the_Face_of_COVID-19/links/5fe6d283a6fdccdcb800b0c7/Supply-Chain-Risk-Management-Strategies-in-the-Face-of-COVID-19.pdf.