Currently there are over 300 franchised stores and 5 company-owned stores. They are ranked number 60 on Forbe’s 200 Best Small Companies with $16.7 million in annual revenue for 2008. RMCF has three objectives: to guarantee proper financial management during depression, foster slow expansion, and nurture working relations.
Their strategies are selection tourist areas, regional outlet centers, street fronts, and airports. I think this is extremely smart because you have heavy traffic flow in these areas. In my personal experience back home in Branson, we have a RMCF in Tanger Outlet shopping mall where I worked. Once a week the employees I worked with would do a milk shake run to their store because they were delicious! The other strategy they use is store design; which encourages walk-ins to view and smell the product preparation.
RMCF has revenues from three sources: sales from franchises, sales at company-owned stores, and collecting franchise fees and royalties. Their revenues increased 12.5% from fiscal 2006 to 2007, and only 1% from fiscal 2007 to 2008. I still think they are doing reasonably well because this time frame was a struggle for all companies during the recession, they still made a small positive increase.
To analyze their strategic factors includes a SWOT analysis. A few of their strengths are: producing high quality fresh organic products, selection of sites in targeted environments, contracting suppliers at fixed prices for ingredients, store atmosphere and food preparation. Some of the weaknesses are: does not implement national advertising, relying on proper operation of franchises, and no considerable sustainability endeavors.
The Term Paper on Dayton Hudson Department Store Company Versus United Automobile Workers
In 1990, some employees at Hudson’s Department Store at the Westland Mall in Westland, Michigan, began an effort to organize and bring in the UAW. On May 11, 1990, an authorized ballot of eligible workers took place; 274 votes were cast for the union and 179 against. Hudson immediately filed timely objections with the NLRB, contending that the outcome of the election was tainted by a letter ...
Some of the opportunities are: growth of real estate development in key primary environments, organic industry, automated processes, and customer will pay more for better quality. The threats include: highly competitive global chocolate market, larger companies can possibly buy out smaller chocolate manufactures, fair trade regulations, and rising fuel costs for supplies and ingredients.
