Description
MBA 500 Module Two Consulting Report Guidelines and Rubric
Overview
As part of the triple bottom line (TBL) focus, your organization’s CEO, Ms. Ann Hernandez, has asked each departmental manager to conduct a SWOT analysis of how transitioning to TBL will affect their departments. These SWOT reports will be provided to you for further analysis and interpretation in the upcoming week.
While you wait to receive these inputs from your CEO, you have decided to hone your business analysis skills by analyzing and interpreting the results of a well-known company, Trader Joe’s.
Prompt
Review the Trader Joe’s Case Study provided in the textbook.
Case Study: Trader Joe’s | Keeping a Cool Edge
Your task is to create a consulting report based on your analysis of the Trader Joe’s case. In your report, address the following items:
Part 1: Key Performance Indicators (KPI)
Describe the relationship between strategic thinking and operational thinking.
Distinguish between strategic thinking and operational thinking.
Identify the aspects of the Trader Joe’s case that relate to strategic thinking.
Identify the aspects of the Trader Joe’s case that relate to operational thinking.
Determine one key performance indicator each for strategic thinking and operational thinking and explain why these are mostappropriate for measuring success in marketing for Trader Joe’s.
Part 2: SWOT Analysis
How should an organization interpret the results from a SWOT analysis?
Identify the strengths, weaknesses, opportunities, and threats (SWOT) from the Trader Joe’s case. To answer this question, use the SWOT analysis template provided below. One example for each quadrant has been added to help you get started.
Which information from Trader Joe’s SWOT analysis is internal? Which information from Trader Joe’s SWOT analysis is external?
Trader Joe’s: SWOT Analysis
STRENGTHS
Example: “Trader Joe’s culture of product knowledge and customer involvement is carefully cultivated among new hires and current employees.”
This phrase implies that the company has a process for collecting, reviewing, and using knowledge to make product improvements, which results in market responsiveness.
WEAKNESSES
Example: “If customers don’t like something about a product, out it goes—count spinach and garlic from China among the rejected losers.”
Because the company tests new products with customers and is willing to take a loss if customers don’t like products, this could lead to increased opportunities costs for those products that company purchasing agents passed up and decreased profits.
OPPORTUNITIES
Example: “However, Trader Joe’s has a cozy and intimate atmosphere that its rival lacks.”
This could be an opportunity to bring in local artists and designers to co-promote the Trader Joe’s brand and to increase local brand engagement and adoption.
THREATS
Example: “search out tasty, unusual foods from all around the world”
This could be a potential threat in times like we are experiencing right now, when global supply chains are disrupted and fewer products are available.
What to Submit
In a Word document, use double-spacing, 12-point Times New Roman font, and one-inch margins. This assignment should be 2 pages in length, and include references cited in APA format. Consult the Shapiro Library APA Style Guide for more information on citations.
Module Two Consulting Report Rubric
Criteria Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Strategic Thinking vs. Operational Thinking Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Describes the relationship between strategic thinking and operational thinking accurately Shows progress toward proficiency, but with errors or omissions; areas for improvement may include providing examples of strategic vs. operational thinking Does not attempt criterion 20
One Strategic KPI Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Identifies one strategic KPI and explains why this is most appropriate for measuring success in marketing Shows progress toward proficiency, but with errors or omissions; areas for improvement may include providing explanation on why identified KPI is most appropriate for measuring success in marketing Does not attempt criterion 10
One Operational KPI Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Identifies one operational KPI and explains why this is most appropriate for measuring success in marketing Shows progress toward proficiency, but with errors or omissions; areas for improvement may include providing explanation on why identified KPI is most appropriate for measuring success in marketing Does not attempt criterion 10
SWOT Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Clearly identifies strengths, weaknesses, opportunities and threats related to a business Shows progress toward proficiency, but with errors or omissions; areas for improvement may include providing examples of strengths, weaknesses, opportunities and threats Does not attempt criterion 20
SWOT Result Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Clearly interprets results from SWOT analysis Shows progress toward proficiency, but with errors or omissions; areas for improvement may include demonstrating the relationship between strengths and opportunities in strategic planning Does not attempt criterion 20
Articulation of Response Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Clearly conveys meaning with correct grammar, sentence structure, and spelling Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling Submission has critical errors in grammar, sentence structure, and spelling 20
Total: 100%
Unformatted Attachment Preview
Case 1
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Case 1 Trader Joe’s | Keeping a Cool Edge
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The average Trader Joe’s location stocks only a small percentage of the products of local
supermarkets in a space little larger than a corner store. How did this neighborhood market grow to
major status, earn stellar ratings, and become a model of management? Take a walk down the aisles
of Trader Joe’s and learn how serious attention to fundamentals of management made this chain
more than the average Joe.
From Corner Store to Foodie Mecca
All across the United States, hundreds of thousands of customers are treasure hunting.1 Driven by
gourmet tastes but hungering for deals, they are led by cheerful guides in Hawaiian shirts who point
them to culinary discoveries such as Ahi jerky, ginger granola, and baked jalapeño cheese crunchies.
It’s just an average day at Trader Joe’s, the gourmet, specialty, and natural-foods store.2
Foodies, hipsters, and recessionistas alike are attracted to the chain’s charming blend of tasty treats
and laid-back but enthusiastic customer service. Shopping at Trader Joe’s is less a chore than it is
immersion into another culture. Crew members and managers wear smiles and are quick to engage in
a friendly chat. Chalkboards unabashedly announce slogans such as, “You don’t have to join a club,
carry a card, or clip coupons to get a good deal.”
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“When you look at food retailers,” says Richard George, professor of food marketing at St. Joseph’s
University, “there is the low end, the big middle, and then there is the cool edge – that’s Trader Joe’s.”3
But how does Trader Joe’s compare with other stores with an edge, such as Whole Foods? Both source
locally and around the world. Each values employees and works to offer the highest quality. However,
Trader Joe’s has a cozy and intimate atmosphere that its rival lacks.
Trader Joe’s limits its stock and sells quality products at low prices – about twice as much per square
foot than other supermarkets.4 But this scarcity benefits Trader Joe’s and its customers. According to
Swarthmore professor Barry Schwartz, author of The Paradox of Choice: Why Less Is More, “Giving
people too much choice can result in paralysis … [R]esearch shows that the more options you offer,
the less likely people are to choose any.”5
Founder “Trader” Joe Coulombe opened the first Trader Joe’s store over 50 years ago in Pasadena,
California. Its success led to expansion into a bona-fide chain, as Trader Joe’s stores became known as
islands of value that replaced run-of-the-mill necessities with exotic, one-of-a-kind foods priced
persuasively below those of any reasonable competitor.6 Coulombe eventually sold the chain to the
Albrecht family, German billionaires and owners of Aldi markets in the United States, Europe, and
Australia.7
Cost Control
Trader Joe’s prides itself on its thri”iness and cost-saving measures, proclaiming, “Every penny we
save is a penny you save” and “Our CEO doesn’t even have a secretary.”8 Its strongest weapon is a
deliciously simple approach to stocking stores: (1) search out tasty, unusual foods from all around the
world; (2) contract directly with manufacturers; (3) label each product under one of several catchy
house brands; and, (4) maintain a small stock, making each product fight for its place on the shelf.
Most Trader Joe’s products are sold under a variant of its house brand – dried pasta with the “Trader
Giotto’s” tag, frozen enchiladas under the “Trader Jose’s” label, vitamins under “Trader Darwin’s,” and
so on. But these store brands don’t sacrifice quality – readers of Consumer Reports give Trader Joe’s
house brands the highest ratings.9 The house brand success is no accident. According to Trader Joe’s
[former] president, Doug Rauch, “the company pursued the strategy to put our destiny in our own
hands.”10
Customer Connection
Ten to 15 new products debut each week at Trader Joe’s – and the company maintains a strict “one in,
one out” policy. Items that sell poorly or whose cost rises get tossed in favor of new options,
something the company calls the “gangway factor.”11 If customers don’t like something about a
product, out it goes – count spinach and garlic from China among the rejected losers. “Our customers
have voiced their concerns about products from this region and we have listened,” the company
said.12
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Discontinued items may be brought back if customers complain. “We feel really close to our
customers,” says Audrey O’Connell, former vice president of marketing for Trader Joe’s East. “When
we want to know what’s on their minds, we don’t need to put them in a sterile room with a swinging
bulb. We like to think of Trader Joe’s as an economic food democracy.”13 In return, customers keep
talking and recruit new converts. Word-of-mouth advertising has lowered the corporation’s
advertising budget to a fraction of that spent by supermarkets.14
Trader Joe’s culture of product knowledge and customer involvement is carefully cultivated among
new hires and current employees. Everyone is encouraged to taste and learn about the products and
to engage customers to share what they’ve experienced. Most shoppers recall instances when helpful
crew members took the time to locate or recommend particular items. Job descriptions highlight
desired so” skills, such as “ambitious and adventurous, enjoy smiling and have a strong sense of
values.” They count as much as actual retail experience.15
Strength from Within
A responsible, knowledgeable, and friendly “crew” is a natural extension of the firm’s promote-fromwithin philosophy. And crew members earn more than their counterparts at other chain grocers,
sometimes by as much as 20%.16 Starting benefits include medical, dental, and vision insurance;
company-paid retirement; paid vacation; and a 10% employee discount.17 Assistant store managers
earn a compensation package averaging $70,000+ a year (including salary and cash bonus) while the
store managers’ packages average $109,000.18 Future leaders enroll in training programs such as
Trader Joe’s University that help develop the loyalty necessary to run stores according to company
and customer expectations. The program teaches managers how to get their part-timers to
demonstrate the customer-focused attitude shoppers have come to expect.19
What does the future hold? Will Trader Joe’s allure of cosmopolitan food at provincial prices continue
to tempt new consumers? Will management practices continue to attract the talent Trader Joe’s
needs to maintain its culture and customer focus as the competition heats up?
Case Analysis Questions
1. Discussion In what ways does Trader Joe’s demonstrate the importance of each responsibility in
the management process – planning, organizing, leading, and controlling?
2. Discussion What lessons does the Trader Joe’s story offer to aspiring entrepreneurs who want to
get off to a good start in any industry?
3. Problem Solving At the age of 22 and newly graduated from college, Hazel has just accepted a job
with Trader Joe’s as a shi” leader. She’ll be supervising four team members who fill part-time jobs in
the produce section. Given Trader Joe’s casual and nontraditional work environment, what skills will
she need, what should she do, and what should she avoid doing in the first few days of work to
establish herself as a successful team leader?
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4. Further Research Study news reports to find more information on Trader Joe’s management and
organization practices. Look for comparisons with its competitors and try to identify whether or not
Trader Joe’s still has the right management approach and business model for continued success. Are
there any internal weaknesses in the Trader Joe’s management approach or new practices by external
competitors, or changing industry forces that might cause future problems?
Copyright © 2019 John Wiley & Sons, Inc. All rights reserved.
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