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    TraderJoe's Group1 HRMA

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    Nidhi Arora
    Trader Joe's value chain focuses on a unique shopping experience with 414 stores across 400 locations. They emphasize employee training and engagement. While they don't invest heavily in store technology, they focus on high-quality private label goods through supplier negotiation and commitments to sustainability. Their operations are located near educational institutes and suburbs with less stock keeping units and 80% private labels. They aim for low cost operations through a dynamic product mix, lesser stock keeping units, and smaller store size for resource efficiency.

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    TraderJoe's Group1 HRMA

    Uploaded by

    Nidhi Arora
    208 views2 pages
    Trader Joe's value chain focuses on a unique shopping experience with 414 stores across 400 locations. They emphasize employee training and engagement. While they don't invest heavily in store technology, they focus on high-quality private label goods through supplier negotiation and commitments to sustainability. Their operations are located near educational institutes and suburbs with less stock keeping units and 80% private labels. They aim for low cost operations through a dynamic product mix, lesser stock keeping units, and smaller store size for resource efficiency.

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    TraderJoe's_Group1_HRMA.pptx

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    Trader Joe's value chain focuses on a unique shopping experience with 414 stores across 400 locations. They emphasize employee training and engagement. While they don't invest heavily in store technology, they focus on high-quality private label goods through supplier negotiation and commitments to sustainability. Their operations are located near educational institutes and suburbs with less stock keeping units and 80% private labels. They aim for low cost operations through a dynamic product mix, lesser stock keeping units, and smaller store size for resource efficiency.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    208 views2 pages

    TraderJoe's Group1 HRMA

    Uploaded by

    Nidhi Arora
    Trader Joe's value chain focuses on a unique shopping experience with 414 stores across 400 locations. They emphasize employee training and engagement. While they don't invest heavily in store technology, they focus on high-quality private label goods through supplier negotiation and commitments to sustainability. Their operations are located near educational institutes and suburbs with less stock keeping units and 80% private labels. They aim for low cost operations through a dynamic product mix, lesser stock keeping units, and smaller store size for resource efficiency.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 2

    Value Chain Analysis of Trader Joe’s

    Submitted By: Group 1


    Anoushka Ailawadi - H22008
    Nidhi Arora - H22030
    Panguluri N S D L Sarvani - H22033
    Pranjali Jain - H22035
    Tanya Sharma - H22055
    Utsav Garg - H22057
    Firm Infrastructure : Stores designed for unique shopping experience, 414 Stores currently at 400 locations, focus

    Support Activities
    on private label goods and interesting new products.
    Crowded Parking lots on weekends

    Human Resource Management: Emphasizes employee training in multiple areas, engagement and positive work
    environment, paid market median salaries for employees and higher pay for the interns

    Technology Development : Did not invest a great deal in technology within the stores
    Procurement : Focuses on high-quality products at low prices through supplier negotiation and commitment to
    sustainability,

    Inbound Logistics : Operations : Can be Outbound Sales And After Sales


    High Customer found near educational Logistics: Long Marketing : Services : Strong
    access due to the institutes and suburban checkout lines Everyday Low Prices, focus on customer
    angled passage locations, Less SKUs and during They Use Fearless satisfaction, No
    ways, Most of the 80% of their products weekends, Flyers , Only Questions asked
    inbound logistics were private Labels, knowledgeable Presence on Radio return policy
    were outsourced, Low cost operations and friendly Publicity, No TV Ads
    Strong vendor strategy, dynamic employees and no social media
    relations product mix, Lesser creating positive presence, hiered
    SKUs and smaller size of shopping extroverted
    the outlets than experience individuals and gave
    competitors to create 10 days of
    resource efficiency training,2/3rd of
    sales of perishable
    items, Generalist
    Sales force

    Primary Activities

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