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Case
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Reference no. 306-362-1
Published by: Wits Business School - University of the Witwatersrand
Published in: 2006
Length: 39 pages
Data source: Field research

Abstract

In the 2004 financial year, for the third year in a row, the results of fashion and food retailer Woolworths were behind those of its competitors. Comparing turnover growth rates of the major sector players over the 2002 to 2004 period indicated that the Cape Town-based Woolworths had grown at an average of 13% a year as opposed to an average of almost 19% among its competitors. Woolworths clothing sales had remained static whilst those of its competitors had increased. Chief Executive Officer, Simon Susman, had to decide on a strategy to turn this around.
Location:
Industry:
Size:
Large
Other setting(s):
2005

About

Abstract

In the 2004 financial year, for the third year in a row, the results of fashion and food retailer Woolworths were behind those of its competitors. Comparing turnover growth rates of the major sector players over the 2002 to 2004 period indicated that the Cape Town-based Woolworths had grown at an average of 13% a year as opposed to an average of almost 19% among its competitors. Woolworths clothing sales had remained static whilst those of its competitors had increased. Chief Executive Officer, Simon Susman, had to decide on a strategy to turn this around.

Settings

Location:
Industry:
Size:
Large
Other setting(s):
2005

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