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Team Case Analysis:

Selling to Wal-Mart: Management Team Decision

Students: Bradley Burns, Alexander Currie, and Jamie-Lynn Kluke


Course: MGT 2328
Instructor: Dennis Margueratt
Date: February 23, 2015

Selling to Wal-Mart: Management Team Decision


1. Executive Summary
Throughout our research we decided upon not selling to Wal-Mart. In our analysis we
decided that the following was the best plan of action:

Currently, our buyers primarily consist of specialty bike shops in our region; therefore
alternatively, while continuing to sell to our current buyers, we would further branch out and
supply to other regions in Canada to start, and aim at supplying our kickstands as bike
accessories to both specialty and general bike shops, and then to sporting goods stores like:
Sports Check3 and Mountain Co-Op Equipment (MEC) 4. As well in addition to selling to
larger sporting good companies we can also allow ourselves to create an E-Commerce
website to help produce sales.

The keys factors from the situation analysis involving the strengths are our product has a
strong patent (if they did patent it), our current increasing sales, growing orders, we are a
local company, and our product is geared towards childrens safety.

For our weaknesses we currently have an excess of capacity, bad marketing campaign,
customers are limited to one-sale, and lastly legal issues.

For our opportunities we have the potential for other companies to purchase our product and
sell them with the bike production us a wholesaler if we help save children from frequent

visits to the hospital then word of mouth will travel, and lastly we are a product that people
want.

As for threats entrepreneurs generally have an 80% fail rate within the first 2 years of
business, and competition arising foreseeing our company does excel (Wagner, E., 2013,
Sept 12).
Our core problem is that although sales are steadily increasing, our company remains to have
excess capacity for additional manufacturing of our safeguarding kickstands. The decision
our company needs to make is do we want to begin supplying to the Wal-Mart Corporation.
Our company is committed to remaining a local company; in that we want keep our
employees and material supplies within the region, while having our product available and
sold to the market on a larger scale.

We believe that our excess capacity may stem from an abundance of factory line employees.
Our excess capacity may be resolved by supplying our goods to Wal-Mart, but with WalMart's frequent price concessions our local suppliers may become too much of a financial
liability.

We may in the future need to outsource our suppliers to cross-seas manufacturers. Currently
our establishment employs 25 workers whom are paid above the average wage for their
work. With the slow ascend of sales we are experiencing at the moment; we may not be
receiving enough orders to utilize all of our assets. If we are to begin decreasing our excess
capacity without supplying to Wal-Mart we must first decide if employee cuts are in order.

The alternative issue that must be looked into before actions are taken is whether we are
ordering more materials than are needed. If this is the case, then we must take caution when
ordering from our suppliers and find an optimal amount that we can order without excess.
The alternatives include the following four:
Alternative I.
Continue supplying our kickstands to our current buyers. Sales are steadily increasing and
we are able to adequately meet the demand needed while keeping with our companies
business practices and values. Therefore, by continuing to primarily sell at our local specialty
bike shops, although we are not producing output at highest possible level, we are still
making a profit at current manufacturing levels.
Alternative II.
Currently, our buyers primarily consist of specialty bike shops in our region; therefore
alternatively, while continuing to sell to our current buyers, and further branch our and
supply to other regions in Canada, to start, aiming at supplying our kickstands as bike
accessories at both specialty and general bike shops and then sporting goods stores, like
Sports Check3 and Mountain Co-Op Equipment (MEC) 4. As well, in addition to selling to
larger sporting good companies we can allow ourselves to create an E-Commerce website to
help produce sales.
Alterative III.
Alternatively, we could market our product and hit the source promoting and supplying our
kickstand to bike manufacturers, primarily Canadian companies for example: Norco1, Miele2,
Mountain Co-op Equipment (MEC) 4, just to name a few. We can aim to supply our product
so our safeguarding kickstands are built into the bike at the manufacturing level, as oppose to

being an add-on or accessory the buyer would need to purchase and attach themselves.
Alternative IV.
Decide to supply to Wal-Mart, providing the kickstand as an accessory for buyers to
purchase as add-ons to their existing bicycles. By being part of the world largest retailer, the
demand for the kickstands will surely increase to a global level. On a macro level, our sold
units will increase as our company will be able to sell to a large population of stores;
however, given that by selling through Wal-Mart our selling price may be cut back, and
therefore, our actual revenue from the sales may be reduced.
The alternative we chose was Alternative II. The reason for this selection is that we found
it was the best practice for us to choose. Our company decided we didnt want to do business
with Wal-Mart after gaining knowledge into their general business practices. Another reason
is that we believe competition will be too hefty if we were to be put into a situation like WalMart. A difficult situation that we may need to deal with for this alternative is seasonality.
Typically in the winter months in Eastern Ontario people do not purchase bikes, let alone
accessories for their bikes. There is no real way to dealing with this problem directly,
although we will talk throughout our research as to how we plan to market ourselves through
other products. The benefits we receive, as an organization is that we can ensure all of our
products are safely and securely built without completely mass-producing to a big box store
like Wal-Mart. We also can avoid doing business overseas and helping companies locally
evolve.

By 2016 we would like to have implemented our product into other local shops, and larger
sporting goods stores such as Sports Check and Mountain Co. Throughout this process we

will have to decide upon the 4Ps Product, Place, Promotion, Price. (Mind Tools, 2014.
Nov 25.)
2. Situational Analysis
The central problem to our case is whether or not we should sell our product to Wal-Mart. In
review of our problem, there are a number of issues to look at.

I. Internal Environmental Analysis (Strengths and Weaknesses)

Strengths
1. Following an article about the companys innovated kickstand, our companys sales have
increased at a steady rate; one of our current strengths is that we continue to be able to fill
orders at our steadily increasing level of sales. In addition, an advantage for our company, is
that we are currently is unique to the market, in that we are the only company manufacturing
these safeguarding kickstands. Therefore, having an innovative item in the market, provides
a strength to our company as we have the freedom to set competitive prices.

2. Along with being able to fill our growing orders, additional strengths go along with our
companys business practices and values. We pride ourselves on the fact that our company is
in business with other local companies, and we are able to fulfill all our materials and
supplies through businesses in the local area. And, on top of that, we have 25 loyal
employees who we are able to pay above average salaries.

3. Our companys short and long term objectives, are to remain to be a local company in

that we are able to generate and maintain business with the local companies, providing us
with our materials, and further providing jobs to people in our community. We believe people
want to buy from local companies, and by standing by our values; we have the strength to
appeal to more companies who would like to buy from us. Currently our markets consist of
supplying to specialty bike shops, so our customers are primarily cyclists enthusiasts and
parents. Our mission however, is to reach out and broaden our customer and supply network
being able to supply to stores in other Canadian provinces, and to even outside of Canada, all
while being able to stand independently and locally.

4. Our product is in a market that is highly profitable across Canada. Regarding keeping their
children safe; according to CNN, parents pay an overwhelming average of $241, 080 on
safety measures from when the child is a newborn until he/she turns 18 (Hicken, M., 2013,
August 14). Of that $18,000 was geared towards Health Care, thats around 8% of the
average amount (Hicken, M., 2013, August 14). KidsHealth says Every year, about
300,000 kids go to the emergency department because of bike injuries, and at least 10,000 of
those kids require several days in the hospital (Dowshen, S., 2014, February 1). Both of
these statistics are very high, and if we market how our product will prevent injuries it will
help increase our sales and awareness of the product itself.

5. Our product also has a strong patent. With our safety kickstand we have the potential to
sell it off to other companies that excel in the biking industry. A strong example of the same
case is when Volvos managing director Alan Dessell invented three-point seat belt patent.
Although Dessell valued peoples safety and released the patent for free for the wellbeing of

the people, it also increased their market share in the car industry (England, S., 2013, August
7). We could do one of two things regarding our patent. One being, release our patent to
everyone for the well-being of the public, and hope that people stay loyal to the company
that started the movement. Or two, sell our patent to companies looking to do the same thing
as us; or take a percentage of all sales.

Weaknesses
1. Weaknesses our company are currently experiencing includes the current amount of excess
capacity. Although we have seen our sales increasing, it is not enough to reach the higher
capacity we could be generating. So therefore, our company needs to branch out and increase
our sales to other companies interested in our product. We are currently limited in sales, as
we only sell to local companies, mainly specialty bike shops.

2. Another weakness is our marketing. Our current marketing strategy includes advertising in
our local regions bicycle and sporting goods magazines, parenting magazines, and providing
flyers and online advertisements made available at sporting good stores and bicycle shops.
We were able to generate more sales from the recent parenting article, but perhaps
broadening awareness of our product that help promote our kickstand.

3. Our company also limited themselves by providing a product thats use is contained by
one purchase. After buying the product you will not have to buy it again, meaning that
customers cannot stay loyal unless we find our way into the bike safety market, ie. Helmets,
Elbow Pads, Knee pads, etc. Unless our company can find a way to build-in obsolescence

then our market will deteriorate with time (Wikipedia, 2015, February.)

4. Another weakness we could face is legal issues. We have to be careful when conducting an
advertising campaign to ensure we dont make false claims towards our product. For
example, when Johnson & Johnson faced criminal and civil liability investigations arising
relating to their prescriptions drugs which included promotion for uses not approved as safe
and effective by the FDA (Office of Public Affairs, 2013, November 4).

II.

External Environmental Analysis (Opportunities and Threats)

There are a number of external issues to address. For one, demand of our product needs to be
examined. For instance, is there a demand in the current market for safeguarding kickstands,
are people in need or want our product? Are bike manufacturing companies looking for new
innovated kickstands that would make their bikes more competitive on the market? More
and more people and government agencies are looking at making things safer for children, so
demand for such a product needs to be explored. Laws are changing like the helmet being
added to transportation laws for children cyclists. For example, in Ontario all cyclists under
the age of 18 must wear a helmet, and in addition, parents are required to ensure their
children aged 16 and younger are wearing helmets (Safe Cycling, 2013). Perhaps with
time kickstands that prevent bikes from falling completely to the ground thus reducing child
injuries may also become part of the municipal regulations.

In addition, the economy is another external influential factor that needs to be taken into

consideration. For example, are parents going to want to buy or can they afford to buy
additional accessories for childrens bikes (assuming the kickstands are not built in to the
bike at the time of manufacturing)? Perhaps the best way to provide kickstands is by having
them built on to the bikes straight from the manufacture.

In the market, there are currently no other companies manufacturing kickstands with
safeguards to protect riders from falling. The kickstands that are currently available are the
typical stands sold as an accessory by bicycle manufacturers, which do not offer any
safeguard functions to the rider.

Opportunities

1. A huge opportunity for our company would be for other companies to buy our product
and install them onto their bikes prior to putting them on the shelf. This could make us a
manufacturer and a wholesaler as opposed to just a supplier.

2. Another opportunity we can encounter is if we indeed do what our company hopes to do,
help protect children. This could give our company a good name and reputation, and help
produce sales through word of mouth.

3. Lastly, another opportunity that we have is that we are a new innovative product. With
safety regulations of children on the rise we currently put ourselves in market that is
highly profitable.
Threats
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1. When youre an innovative company there is a step-by-step process that occurs as to how
consumers buy your product. It is as following:

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Note: Graph retrieved from: Early adopter. Wikipedia. (2009, February 12). Retrieved
February 22, 2015, online from: http://en.wikipedia.org/wiki/Early_adopter

Being able to get yourself in the mid-early majority to late-majority phase of innovation is a
difficult process to get to (Early Adopter, 2009, February 12). Our product has to satisfy the
innovators and early adopters, otherwise known as trendsetters. If we cant proceed to do so
and have the word of mouth travel our company can fail (Early Adopter, 2009, February 12).

2. Another threat that our company faces is the obvious competition that will arise foreseeing
our company does well. Bigger companies will down right out market, and out-price us as
soon as our companies market share starts to increase.

3. Assumptions

The following assumptions made for this case are:


1. Currently, our company primarily only supplies to local specialty bike shops; local
referring to shops in Eastern Ontario. This assumption can be used as an enhancement, as it
provides the company with a vast amount of other regions and companies where they can
supply.

2. All supply items, from paint, metal, hardware, shipping supplies, etc. are all provided from
local businesses. This assumption is both a constraint and an enhancement. It is a constraint
because if all supplies are obtained from local businesses, the company is subject to the local

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companies prices and stock availability. On the other hand, it can be an enhancement, as
buying supplies from local companies, keeps true to our companies mission and values buy
keeping business in our region.

3. The kickstands are sold independently of bikes; meaning they are sold an accessory or
add-on and not currently being sold to bike manufacturers. This assumption is an
enhancement because it provides our company with a large opportunity to branch out and
look at supplying our kickstands to small and large bike manufacturing companies at a larger
scale.
4. Our current form of marketing is primarily through advertisements issued through bicycle
and sporting goods magazines, parenting magazines, and online advertisements. Company
flyers promoting the kickstands are also provided to our stores supplying our kickstands and
any other retail store willing to permit our ads.

4. Core Problem

Our core problem is that although sales are steadily increasing, our company remains to have
excess capacity for additional manufacturing of our safeguarding kickstands. The decision
our company needs to make is do we want to begin supplying to the Wal-Mart Corporation.
Our company is committed to remaining a local company; in that we want keep our
employees and material supplies within the region, while having our product available and
sold to the market on a larger scale. We believe that our excess capacity may stem from an
abundance of factory line employees. Our excess capacity may be resolved by supplying our

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goods to Wal-Mart, but with Wal-Mart's frequent price concessions our local suppliers may
become too much of a financial liability.

We may in the future need to outsource our suppliers to cross-sea manufacturers. Currently
our establishment employs 25 workers whom are paid above the average wage for their
work. With the slow ascend of sales we are experiencing at the moment; we may not be
receiving enough orders to utilize all of our assets. If we are to begin decreasing our excess
capacity without supplying to Wal-Mart we must first decide if employee cuts are in order.
The alternative issue that must be looked into before actions are taken is whether we are
ordering more materials than are needed. If this is the case then we must take caution when
ordering from our suppliers and find an optimal amount that we can order without excess.

5. Alternatives

The alternative strategies that can be examined to help solve our core problem, are listed
below:
Alternative I.
Continue supplying our kickstands to our current buyers. Sales are steadily increasing and
we are able to adequately meet the demand needed while keeping with our companies
business practices and values. Therefore, by continuing to primarily sell at our local specialty
bike shops, although we are not producing output at highest possible level, we are still
making a profit at current manufacturing levels.
Alternative II.

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Currently, our buyers primarily consist of specialty bike shops in our region; therefore
alternatively, while continuing to sell to our current buyers, and further branch our and
supply to other regions in Canada, to start, aiming at supplying our kickstands as bike
accessories at both specialty and general bike shops and then sporting goods stores, like
Sports Check3 and Mountain Co-Op Equipment (MEC) 4. As well, in addition to selling to
larger sporting good companies we can also allow ourselves to create an E-Commerce
website to help produce sales.
Alterative III.
Alternatively, we could market our product and hit the source promoting and supplying our
kickstand to bike manufacturers, primarily Canadian companies for example: Norco1, Miele2,
Mountain Co-op Equipment (MEC) 4, just to name a few. We can aim to supply our product
so our safeguarding kickstands are built into the bike at the manufacturing level, as opposed
to being an add-on or accessory, the buyers would need to purchase and attach themselves.
Alternative IV.
Decide to supply to Wal-Mart, providing the kickstand as an accessory for buyers to
purchase as an add-on to their existing bicycles. By being part of the world largest retailer,
the demand for the kickstands will surely increase to a global level. On a macro level, our
sold units will increase as our company will be able to sell to a large population of stores;
however, given that by selling through Wal-Mart our selling price may be cut back, and
therefore, our actual revenue from the sales may be reduced.

Additional factors that need to be taken into consideration when thinking about supplying to
Wal-Mart, are their business practices, do there values match ours? Unfortunately, after some

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review it has been noted that Wal-Mart has not be known to have the best business practices
in regards to staff pay, no unions, etc. (Store Wars: When Wal-Mart Comes to Town, 2001).
In terms of our companys interaction with them, by selling to Wal-Mart, the manufacturer
becomes dependent on them for selling their goods/products; Wal-Mart has the control on
how much and when supplies are needed (Bonacic, E., 2004, Nov. 6). It is also important for
our company to note that Wal-Mart encourages their suppliers to outsource to places like
China, so that production costs are lowered, generating higher profits for Wal-Mart
(Tonelson, A., 2004, Nov. 6). And, it has been found that 85% of the stores products are
made overseas, most often from third world countries, forcing many smaller companies, like
as ourselves, out of business (Store Wars: When Wal-Mart Comes to Town, 2001). Using this
alternative would help our company increase supplies; however, certain outcomes that come
with selling to Wal-Mart go against our companys values. Therefore, this alternative would
have to be very seriously reviewed prior to committing to supplying to Wal-Mart.

6. Evaluative Criteria

Evaluation of Alternative I:
Level of Risk We are at a low risk situation right now seeing as we work for ourselves. The
only risks we have associated with our company are potential error for false claims as to
what the kickstand does and overstocking our product.

Importance 0.25

Product Quality If we continue to work and supply in a small capacity, it is easy to keep
track of product quality. Opposed to selling to Wal-Mart for instance we would need to

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output big numbers quickly causing more risk.

Importance 0.25

Long-term Profits Concealing our company to such a small area will have a negative
repercussion on us. Consider this, once everyone that wants our product around us has it,
how are we going to sell the same product to consumer again when there is no need.

Importance 0.15

Customer Satisfaction Although we may keep our existing customers happy since we are a
small town specialty shop, those looking to buy our product in a further distance will have to
drive to us to purchase the kickstand.

Importance 0.15

Short-term Profits Our short-term profits will be all right considering that our sales right
now are increasing.

Importance 0.10

Employee Growth and Satisfaction Currently if we continue to overstock ourselves, we


will have to let a couple employees go due lack of sales-to-production rates.

Importance 0.10

Evaluation of Alternative II:


Long-Term Profits Our long-term profits will increase drastically. As stated before the
problem with staying in a concealed area is that once everyone who wants your product has
it; there is no longer need. The good thing about tapping into big corporations other then
Wal-Marts monopoly is that your product is now exposed to a wider variety of market.

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Importance 0.25

Employee Growth and Satisfaction If we can use this alternative we can keep all of our
employees and there will also be room for raises/promotions.

Importance 0.25

Customer Satisfaction Giving the customers different places to buy our product will help
increase the satisfaction. Instead of driving an hour or two out of their way, they can make a
one-stop shop in the city for their son/daughters bike and new kickstand. Or even better, have
the kickstand shipped right to their doorstep.

Importance 0.25

Sales Like stated previously, our sales at first may not drastically change. Over the long
haul our sales however will increase by a large amount over the span of a year.

Importance 0.20

Short-Term Profits When entering big companies like Sport Check or Mountain Co it may
be difficult to get the ball rolling, as there are many other products that customers went to
these stores for. Our short-term profits may take a dip in sales to begin.

Importance 0.05

Evaluation of Alternative III:


Product Quality/Image As the bikes are being mass-produced, so will the kickstands. This
could poorly reflect back on our company if bike manufacturers building our kickstands are
not assembling the kickstands adequately and up to our standards.

Importance 0.50

Long-Term Sales This will help keep our long-term sales afloat because people will always
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be buying their children bikes.

Importance 0.30

Customer Satisfaction This may be the best way to satisfy the customer. Although the only
flaw I see in this alternative is that children who already have a bike would not be able to get
the add-on kickstand separately from the purchase of a new bike.

Importance 0.20

Evaluation of Alternative IV:


Short-Term Profits If we do decide to sell to Wal-Mart our short-term sales will rapidly
increase. The average amount of people that visit Wal-Mart weekly is 100,000,000 people
according to StatisticsBrain (Joset, R., 2011, Jan. 7). We would be exposing our product to
potentially 100,000,000 customers weekly, which is 5,200,000,000/annually.

Importance 0.33

Level of Risk Our level of risk involved with dealing with Wal-Mart is heavily increased.
They have a strict mandate that you have to follow. Another risk with Wal-Mart is that they
do not necessarily charge you for shelf space, but if your product doesnt sell you have you
buy your merchandise back at retail cost (Joset, R., 2011, Jan. 7).

Importance 0.33

Product Quality With the mass amounts of product that we will be selling to Wal-Mart we
have to make sure that our product quality stays constant throughout the procedure, which
will be difficult; seeing as we may be selling them anywhere between 500-10,000 pieces of
merchandise a week.

Importance 0.33

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7. Analysis of Alternatives
Part I How Well Alternatives Meet the Criteria
i. Alternatives I through IV
Throughout the project we have noticed that our company would like to equally value each
of the following sections:

Long-Term Profits - 0.20


Employee Growth and Satisfaction - 0.20
Customer Satisfaction - 0.20
Sales - 0.20
Short-Term Profits - 0.20

Although stated previously in the alternatives we valued each of them differently, we need to
make sure that we take each into account while deciding upon which alternative is the best
route of action.

ii. Alternatives Rankings

Alternative I 6/10
Alternative II 8/10

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Alternative III 2/10


Alternative IV 2/10

Throughout the alternatives we took each of our values and sought out which ones were most
important in each case.
Part II Advantages and Disadvantages of Alternatives

Advantages of Alternative II
Advantages

Refers back to mission statement relying on all aspects of what our company wants
including Long-Term Profit, Employee Growth and Satisfaction, Customer

Satisfaction, Sales, and Short-Term Profits


Allows us to keep our product well handled with limited competition arising
Allows us to keep that local feeling
E-Commerce will help sales
Keeps existing retail customers happy

Disadvantages

Competition will still arise


Dont get the same results from sales as we would if we were to sell to a company

like Wal-Mart
With E-Commerce we have to worry about shipping/handling fees and possibly
damage to the unit

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8. Decisions and Justification

The best decision for our company to pursue would be Alternative II:

Currently, our buyers primarily consist of specialty bike shops in our region; therefore
alternatively, while continuing to sell to our current buyers, we would further branch out and
supply to other regions in Canada to start, and at supplying our kickstands as bike
accessories to both specialty and general bike shops, and then to sporting goods stores like
Sports Check3 and Mountain Co-Op Equipment (MEC) 4. As well, in addition to selling to
larger sporting good companies we can also allow ourselves to create an E-Commerce
website to help produce sales.

As a team we believe that this was the best alternative considering our mission statement. It
helps us get rid of the overstock, which was our core problem and as well allows keeping the
local feeling. Another huge benefit of choosing this decision was the fact that we dont have
to deal with the retail giant Wal-Mart. As seen above, in our view, Wal-Mart doesnt have
exactly the best business practices for the long-term survival of our companys practices and
values.

A disadvantage that we will have to deal with is the small competition that does arise. We
have to make sure that we hire a marketing team that can address us as the best company to

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go to for the innovative kickstand. Another disadvantage we will have to address is the
destruction of the kickstands via E-Commerce. We have to make sure that we choose a
renown shipping company that will handle our product with care.
The selling benefits of our alternative will be that our overstock problem will no longer be
there and we do not have to worry about firing our employees. We value each and every
employee that works for us currently and do not want to let him or her go.

9. Implementation

The first order of action for us to do is to make sure that Sports Check and Mountain Co. are
on board with allowing our product in their stores. Not only do we have to make sure they
want our product, but we also have to ensure we have the staff available to be able to supply
them as much as they need. Although we are in an overstock situation right now, that could
change quickly.
Implementation

April
2015

May
2015

June
2015

July
2015

August
2015

September
2015

Octobe
r 2015

Novembe
r 2015

December
2015

Speaking to
representatives of
Sports
Check/Mountain
Co.
Found other local
suppliers of
biking ware that
may be interested
in our product
Establish pricing
with partnering
companies
Find new
employees to help
with new work
orders

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Complete
agreement with
new partnering
companies
Implement
kickstands in
companies in
January of 2016

Product We need to make sure that our product stays within the same quality even when
we continue to mass-produce. This will need to be done all throughout the time we make the
product.

Promotion While supplying to companies like Sport Check and Mountain Co. theres
going to be the possibility of competition arising. We are going to have to find a way to
produce an advertising campaign that is effective and puts us ahead of the other competition.
This should be done throughout the operations for 2015-2016.

Distribution With distribution we are figuring that out throughout the plan advised above.
We plan to distribute through other local suppliers in the area as well as bigger corporations
like Sports Check and Mountain Co. This should be implemented in 2016.

Price The price was never outlined, but with the higher demand of the product the more we
should sell it for. The price will fluctuate throughout the whole phase.

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10. Bibliography and Appendix

References
Bonacic, E. (2004, Nov. 6). Inside the Worlds Largest Company. Frontline. Retrieved
February 1, 2015 from:
http://www.pbs.org/wgbh/pages/frontline/shows/walmart/secrets/inside.html
Dowshen, S. (2014, February 1). Bike Safety. KidsHealth.org. Retrieved February 22, 2015,
From: http://kidshealth.org/kid/watch/out/bike_safety.html
England, S. (2013, August 7). Why Volvo gave away the patent for their most important
invention. Arnold Clark.com. Retrieved February 22, 2015, from:
http://www.arnoldclark.com/newsroom/265-why-volvo-gave-away-the-patent-fortheir-most-important-invention
Hicken, M. (2013, August 14). Average cost to raise a kid: $241,080. Money.CNN.org.
Retrieved February 22, 2015 from: http://money.cnn.com/2013/08/14/pf/cost-children
Joset, R. (2011, Jan. 7). Wal-Mart Statistics. Statistic Brain. Retrieved February 22, 2015,
from: http://www.statisticbrain.com/wal-mart-company-statistics/
Mind Tools. (2014, Nov. 25). The Marketing Mix and 4Ps of Marketing. MindTools.com.
Retrieved February 23, 2015, from:
http://www.mindtools.com/pages/article/newSTR_94.htm

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n.a. (2009, February, 12). Early adopter. Wikipedia. Retrieved February 22, 2015, from:
http://en.wikipedia.org/wiki/Early_adopter
n.a. (2015, February). Planned obsolescence. Wikipedia. Retrieved February 22, 2015, from:
http://en.wikipedia.org/wiki/Planned_obsolescence
Office of Public Affairs. (2013, November 4). Johnson & Johnson to pay more than
$2.2 Billion to Resolve Criminal and Civil Investigations. The United States
Department of Justice: Justice News. Retrieved February 22, 2015, from:
http://www.justice.gov/opa/pr/johnson-johnson-pay-more-22-billion-resolvecriminal-and-civil-investigations
Peled, M. (2001). Store Wars: When Wal-Mart Comes to Town. PBS.org. Retrieved
February 1 2015 from: http://www.pbs.org/itvs/storewars/stores3.html
Safe Cycling. (2013). Ontario Ministry of Transportation. Retrieved February 19, 2015
from: http://www.mto.gov.on.ca/english/pubs/cycling-guide/safecycling.shtml
Tonelson, A. (2004, Nov. 6). Inside the Worlds Largest Company. Frontline. Retrieved
February 1, 2105 from:
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Appendices:
1

About Norco. (2015). Norco Bicycles. Retrieved on February 14, 2015 from:
https://www.norco.com/company/about-norco/

About Us. (2015). Miele. Retrieved on February 14, 2015 from:


http://www.mielebicycles.com/about-us.html

About Us. (2015). Sports Check. Retrieved on February 14, 2015 from:
http://www.sportchek.ca/shop/index.jsp?
categoryId=3796357&clickid=botnav_aboutus_txt

MECs Roots. (2015). MEC. Retrieved on February 14, 2015 from:


http://www.mec.ca/AST/ContentPrimary/AboutMEC/AboutOurCoOp.jsp

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