HUMBER INSTITUTE OF TECHNOLOGY
AND ADVANCED LEARNING
(HUMBER COLLEGE)
ASSIGNMENT: Final Report
GROUP: No Frills
TEAM 5
Submitted by:
Last Name
Grade/Comments
First Name
Student
Number
Shi
Qi
N01578951
Patel
Jay
N01578897
Hanspal Kaur
Sukhmani
N01578796
Kapoor
Sagar
N01537155
Prajapati
Dhwani
N01415381
Narang
Anmol
N01579763
Submitted to:
Professor Kathryn Djordjevic
Submission Date: April 21, 2023
1
Table of Contents
Title page ........................................................................................................................................ 1
Content page .................................................................................................................................. 2
Executive summary ............................................................................................................ 3-4
Introduction .......................................................................................................................... 5
Company’s vision, mission, and its strategic and financial objectives ................................. 6-10
Analysis of the company’s external environment based on PESTEL and Five Forces analysis 1118
Analysis of the internal environment including resource and capability analysis and a value
chain analysis ..................................................................................................................19-23
SWOT-analysis.................................................................................................................24-25
Analysis of the current strategic approach .......................................................................26-30
Analysis on the company's positioning against the Five Forces .........................................30-31
Overview of how the company has staffed the organization with managers and employees
capable of executing the strategy well .............................................................................32-34
Overview of the company’s current issues and recommendations ...................................35-36
Reference ........................................................................................................................37-39
2
Executive summary
Here we used Loblaw's statement, Loblaw invested in three key strategic priorities to fulfill its
purpose of helping Canadians Live Life Well: delivering retail excellence, driving growth and
investing in the future. The company's CORE values and culture principles encouraged
authenticity, trust-building, and customer connections.
Then the PESTEL analysis on Nofrills covered political, economic, sociological, technological,
environmental, and legal factors. Sociological and technological factors are the most important
Sociological factors such as changing consumer preferences and lifestyle trends were identified
as potential opportunities. Technological factors such as E-commerce were found to be
disruptive to traditional industry practices.
No Frills' value chain analysis shows that the company's direct purchasing strategy helps it
maintain low prices by avoiding middlemen. The stores have a simple design and focus on basic
goods, while a solid distribution network ensures prompt delivery. The business provides
essential customer services such as refunds and returns. No Frills uses technology to manage
inventory and enhance marketing, while a lean workforce keeps labour expenses low.
The SWOT analysis identified several strengths that have allowed the company to gain market
share, including affordable prices, efficient operations management, strong brand reputation,
and financial stability. However, there were also weaknesses, such as the absence of a mobile
application for online shopping and the lack of global recognition. Opportunities included
growing demand for online shopping and global expansion. The company faced threats such as
intense competition and economic downturns.
3
In the analysis of Five Forces, it was found that the industry has low threat of new entrants The
threat of substitutes to the industry is comparatively minimal. In terms of competition from rival
sellers, major players such as FreshCo and Food Basics compete on pricing, product selection,
quality and customer service. The bargaining power of suppliers is significant in the industry, as
retailers may have limited access to a few suppliers who can meet their demands.
In terms of how to deal with these challenges, No Frills has introduced private-label brands to
reduce dependence on suppliers and better bargain prices. And No Frills keeps its prices low and
has a strong marketing strategy to differentiate itself. Overall, No Frills' position against these
forces is strong, and they continue to innovate, adopt customer-friendly policies, and lower their
reliance on suppliers.
In the previous report, a SWOT analysis was conducted for Nofrills. The analysis revealed that the
company's strategy had significant strengths, including its broad low-cost strategy, which
enabled it to appeal to a wide range of customers by offering affordable products without any
unnecessary frills. This approach allowed the company to achieve economies of scale, reduce
costs through efficient operations, and pass on the savings to customers, thus maintaining a
competitive advantage.
NoFrills' strategic approach focused on value pricing, private label products, and digital
transformation to stay competitive in the retail industry. They achieved value pricing through
reduced overhead costs and simplified store layouts, while private label products allowed them
to differentiate themselves from competitors. Their commitment to digital transformation
improved customer experience and engagement.
NoFrills' staffing operations were successful due to hiring experienced candidates, providing
extensive training, frequent performance reviews, and career development opportunities. These
initiatives created a motivated workforce that contributed to the company's success.
4
Introduction
This report aims to provide a comprehensive analysis of Nofrills. In the following pages, the report
will illustrate insights and recommendations based on an in-depth examination of the company's
strategic approach, internal and external environments, and staffing.
To begin, Section 1 will offer an overview of Nofrills' vision, mission, and its strategic and financial
objectives. This will set the stage for the subsequent sections of the report, which will delve into
the company's internal and external environments.
Section 2 will present an analysis of the company's external environment based on PESTEL and
Five Forces analysis. This will be followed by Section 3, which will examine the internal
environment, including resource and capability analysis and a value chain analysis.
In Section 4, conduct a SWOT analysis will be conductded, which will provide a holistic view of
Nofrills' strengths, weaknesses, opportunities, and threats. Section 5 will analyze the company's
current strategic approach, and Section 6 will evaluate the company's positioning against the Five
Forces.
Section 7 will provide an overview of how Nofrills has staffed the organization with managers
and employees capable of executing the strategy well, while Section 8 will offer an overview of
the company's current issues and recommendations for improvement.
This report will be a valuable resource for anyone interested in gaining a deeper understanding
of Nofrills' strategic approach and positioning in its industry.
5
Mission statement
"We make good food affordable; health, beauty and wellness accessible; saving for the future
possible; and essential style achievable." (About No Frills | Who we are, 2023)
The above mission signifies
what we do: make good food and health/beauty/wellness products accessible to customers at
affordable prices.
why we are here: helping customers saving for the future possible; and achieve essential style.
It doesn't signify who we are.
The mission statement of Nofrills appears to incorporate several necessary criteria for a mission
statement, including:
Clear Purpose: The statement clearly outlines the purpose of the company, which is to make good
food affordable, health, beauty and wellness accessible, saving for the future possible, and
essential style achievable.
Specific Goals: The statement identifies specific goals that the company aims to achieve, such as
making good food affordable and accessible.
Customer Focus: The statement emphasizes the company's commitment to meeting the needs
of its customers, by providing affordable and accessible products.
Differentiation: The statement identifies key areas in which the company seeks to differentiate
itself from its competitors, such as affordability and accessibility.
Overall, the mission statement appears to incorporate the necessary criteria for an effective
mission statement. It clearly articulates the company's purpose and goals and emphasizes its
commitment to meeting the needs of its customers.
6
Vision statement
"It plans to focus on three pillars moving forward: delivering retail excellence, driving growth and
investing in the future.
Retail Excellence: Loblaw says it will focus on procurement opportunities to "improve product
selection and drive economies of scale across grocery and pharmacy businesses" by leveraging
its customer loyalty program "and more than one billion customer transactions across food,
pharmacy, apparel and financial services."
Driving Growth: Loblaw says it will focus on three areas - Digital Retail, Loblaw Media and PC
Optimum.
Investing for the Future: Plans include ongoing investments to modernize and automate its
supply chain and expand its retail network." (Loblaw revenue grows nearly 10%, food, drug, ecomm sales up 8%+, 2023)
Dos:
Be graphic: The statement clearly identifies the areas in which the company seeks to excel.
Be forward-looking and directional: The vision statement is future-oriented, indicating the
company's aspirations for the future.
Keep it focused: The statement aims to offer direction to managers in their decision-making and
distribution of resources.
Feasible: This statement is achievable by the company.
Indicate why the directional path makes good business sense: The vision statement emphasizes
the long-term interests of stakeholders.
Memorable：It is not that memorable since it is a vision statement is our interpretation based
on the company's reputation and business model.
Don’ts:
Don’t be vague or incomplete: The vision statement is specific and complete.
7
Don’t dwell on the present: The vision statement is forward-looking and future-oriented. Don’t
use overly broad language: Nofrills' vision statement is specific and avoids all-inclusive language.
Don’t state the vision in bland or uninspiring terms: The vision statement is inspiring and
motivating.
Don’t be generic: The vision statement is specific to the company and its industry.
Don’t rely on superlatives: The vision statement avoids using superlatives.
Therefore, it can be concluded that Nofrills' vision statement fits most of the Dos and Don'ts of a
Strategic Vision.
Strategic Objectives
Loblaw is driven by its purpose to help Canadians Live Life Well® which guides the Company's
strategic framework. This framework centres around a passion for customers and drives
investments in three key strategic priorities:
Everyday Digital Retail, Payments and Rewards, and Connected Healthcare. Enabling these
investments comes from a sharp focus on leveraging data driven insights and process efficiency
excellence to deliver strong financial performance. The framework is supported by colleagues
with a shared set of CORE values and culture principles that encourages colleagues to be
authentic, build trust and make connections. The Company strives to be the "best in food, health
and beauty" and with its focus on retail excellence, it is constantly improving its retail operations
to differentiate its customer offerings and deliver scale through its national logistics
infrastructure. Building for the future, its purpose guides its investments in strategic growth
initiatives to further differentiate its portfolio of assets, generate competitive advantages in
products, services and price, improve its operational efficiencies, and create new areas of growth.
Retail operations benefit from more than one billion customer touchpoints annually and deliver
a unique customer experience driven by industry leading control brands, healthy alternatives and
a choice of in-store shopping, pick-up and delivery. The approach to being “best in food” is driven
by fresh food selection, competitive value and customized assortments across banners. The
8
approach to being “best in health and beauty” is supported by high quality health and wellness
products, an expanding offer of healthcare services, and a diverse and differentiated beauty
offering. Loblaw's purpose-led approach to addressing environmental, social and governance
issues focuses on two priorities: fighting climate change and advancing social equity.
Environmental, social and governance (“ESG”) considerations are central to decisions made
across the Company. By integrating consideration of environmental and social risks and good
governance practices in its day-to-day business activities, implementing robust compliance and
ethics programs and supporting its colleagues and the communities in which it operates, the
Company aims to be a leading contributor to Canadian society both today and for generations to
come.
Together, each of these components forms a part of the strategic framework that guides our
direction now and into the future.
(Loblaw 2022 Annual Report, Strategic Framework,, 2023)
SMART Analysis on
Strategic Objective
Specific: Yes, the objective is specific in terms of optimizing operational efficiencies related to
delivery and offsetting e-commerce costs through additional promotional and advertising
strategies for specific business areas.
Quantifiable or measurable: No, this objective cannot be measured in terms of the efficiency
gains achieved and the impact on e-commerce costs and sales.
Achievable: Yes, this objective seems achievable, considering that the company is already
investing in digital retail and connected healthcare businesses.
Challenging yet realistic: Yes, this objective appears challenging but realistic, given the
competitive nature of the market and the need for cost optimization.
9
Deadline for achievement: The annual report does not provide a specific deadline for achieving
this objective.
Overall, this objective appears to fit four of the five criteria, except for the lack of a specific
deadline.
Nofrills Financial Objectives
Nofrills has set out several financial objectives that are aimed at growing its retail business,
increasing earnings per common share, investing in its stores and distribution network, and
returning capital to shareholders.
The first objective is to grow earnings faster than sales, which is achievable and realistic.
However, it lacks measurability and a specific timeline.
The second objective is to achieve low double-digit earnings per common share growth, with
higher growth in the first half of the year. This objective is specific, measurable, achievable,
realistic, and timely, making it a strong financial goal.
The third objective is to invest approximately $1.4 billion in capital expenditures, net of proceeds
from property disposals, to enhance its stores and distribution network. This objective is specific,
measurable, achievable, and realistic, but lacks a clear timeline for completion.
The fourth objective is to return capital to shareholders by allocating a significant portion of free
cash flow to share repurchases. While achievable and realistic, this objective lacks both
measurability and a specific timeline. (Loblaw 2022 Annual Report, Strategic Framework,, 2023)
Overall, Nofrills' financial objectives demonstrate a commitment to growing its business and
creating value for its shareholders. By setting clear and measurable goals, the company is better
10
positioned to track its progress and make informed decisions about its future investments and
capital allocation strategies.
PESTEL analysis
Political (Negative impact)
Political factors that are influencing Nofrills include:
1.
Government regulations: The grocery industry is heavily regulated, and changes in
government regulations can impact the company's operations, for example, food
safety and labeling requirements put forward higher request for the company
operations.
2.
Trade policies: Changes in trade policies, such as tariffs and import or export
regulations, can impact the cost of goods and the company's profit. The recent rise of
trade protectionism and the reversal of globalization can impact Nofrills, as many of
its products are imported from overseas. These political factors can result in higher
costs due to tariffs, import restrictions, or changes in exchange rates. (Burkhardt,
2019)
3.
Competition regulations: Competition regulations impact the company's ability to
compete with other grocery stores and can impact its pricing strategy and marketing
efforts, for example the malicious underpricing will be forbidden.
Overall, unfavorable government regulations, trade policies, and competition regulations can
result in higher costs, reduced availability of certain products, and decreased profitability for the
company.
11
In these political factors, the second one is especially important because it has strategic
significance for Nofrills. This is because Nofrills' supply chain is dependent on globalization, which
means this factor could have a big impact on its cost control.
Economic (Positive/Negative impact)
Nofrills is also being influenced by various economic factors, which include:
1. Inflation: Inflation affects the cost of goods and can impact the company's profit margins.
However, the inflation contributes to a recent rise of minimalism and price-conscious
consumer spending patterns, which have been beneficial for Nofrills. As a store that
prioritizes affordable pricing and simplicity in its product offerings, Nofrills is wellpositioned to cater to these evolving consumer preferences. In fact, this trend has the
potential to increase the store's customer base and drive further growth. (Kari Alldredge,
Becca Coggins, Ryan Drassinower, & Jesse Nading, 2022 )
2. Exchange rates: As we can see from the chart below, recently Canadian dollars are
relatively weaker, so if Nofrills imports products from other countries, changes in
exchange rates can impact the cost of those products.
(Canadian Dollar to United States Dollar, 2023)
12
The economic factors influencing Nofrills can have both positive and negative impacts on the
company. On the positive side, Nofrills' focus on affordable pricing and simplicity in its product
can position it well to cater to price-conscious consumer spending patterns that often arise
during periods of inflation. On the negative side, changes in exchange rates can impact the cost
of products imported from other countries, which can increase costs for Nofrills and reduce its
profit margins.
These two economic factors are not likely to have a long-term impact on Nofrills, as currency
fluctuations and dramatic inflation are temporary in nature.
Sociological (Positive Impact)
Besides, Nofrills is subject to a variety of sociocultural factors that have an impact on its
operations, including
1.
Demographic shifts: Changes in demographic patterns, such as an aging population or
changes in population growth, can impact consumer demand for certain products. For
example, the trend of shrinking household sizes can be beneficial for stores like Nofrills,
which offers small-portion products. As consumers increasingly shift towards smaller
living spaces and seek more convenient and affordable options, Nofrills' emphasis on
simplicity and smaller package sizes aligns with these evolving preferences. By catering
to this demographic, Nofrills can increase its relevance and appeal to a growing
customer base. (Danziger, 2018)
2.
Health and wellness trends: The increasing focus on health and wellness is affecting
consumer demand for natural, organic, and healthy food options, which Nofrills offers.
These sociocultural factors that are influencing Nofrills can have positive impacts on the
company. Demographic shifts and the increasing focus on health and wellness can create
13
opportunities for Nofrills to align its product offerings with evolving consumer preferences and
increase its relevance and appeal to a growing customer base.
Besides, these two sociocultural factors will impact Nofrills' strategy because, as we know,
strategy is a long-term plan and the company's development relies on its strategy. And these two
factors will have an impact on the company's market positioning.
Technological ( Positive/Negative impact)
The operations of Nofrills are impacted by a range of technological factors, which encompass
1.
E-commerce:
2.
Delivery services: The rise of online shopping and food delivery services has the
potential to impact more traditional stores like Nofrills. With the increasing availability
and convenience of e-commerce platforms, customers may opt to purchase goods or
order meals online instead of visiting physical stores.
The technological factors that are influencing Nofrills can have both positive and negative
impacts on the company.
On the positive side, by investing in these technologies, Nofrills can expand its customer base
and offer more convenience to existing customers, which can potentially drive growth.
On the negative side, the rise of online shopping and food delivery services can also negatively
impact traditional stores like Nofrills. This can potentially result in decreased in-person sales, and
a loss of market share to competitors that offer more convenient shopping options.
14
Overall, the impact of technological factors on Nofrills will depend on how well the company can
adapt its strategies to these changing market conditions and leverage these technologies to its
advantage.
Environmental (Negative)
1. Climate change
Climate change is having a significant impact on the operations of food retailers, as
extreme weather events damage property and disrupt supply chains. In addition to shortterm challenges, climate change is expected to have long-term effects on the availability
and pricing of food products, as changes in temperature and precipitation patterns affect
crop yields. This can lead to shortages and higher prices for certain products. Climate
change also impacts the energy usage and carbon footprint of stores, as extreme weather
events can increase energy usage or cause damage to infrastructure. (Putnam, 2021)
(Velour, 2019)
Therefore, climate change is considered a negative environmental factor for Nofrills.
Legal (Negative impact)
1. Consumer protection laws
Consumer protection laws may require that grocery stores provide accurate and clear
information about the products they sell, including ingredients, nutritional information,
and country of origin labeling.
Additionally, consumer protection laws may regulate pricing practices, preventing
businesses from engaging in predatory pricing or price fixing. These laws may also
regulate advertising and marketing practices to ensure that they are truthful and not
misleading. (Moran, 2022)
Consumer protection laws can be seen as negative factors for Nofrills. Complying with consumer
protection laws can be costly and time-consuming for Nofrills, potentially impacting the store's
15
profit margins. And if Nofrills fails to comply with these laws, the store could face legal
consequences and damage to its reputation.
From our perspective, two factors, technological factors and sociological factors are most
relevant strategically for the company. Technological factors, such as e-commerce and delivery
services, are also critical for No Frills' long-term success. With the increasing popularity of online
shopping and delivery services, No Frills may face challenges in maintaining its traditional inperson customer base. Sociological factors are also very important for Nofrills because they
impact consumer behaviour and preferences. Its product offerings and marketing strategies are
directly linked to how the company understands the evolving trends and demographics of the
market.
Industry Analysis (Five Forces)
What is a Five Forces Analysis?
-
According to Porter's Five Forces model, the analysis is not a company analysis but an
industry analysis that is used to evaluate the competitive environment of an industry
(Porter, 1979) .
-
This model has been widely used to assess the competitive intensity and profitability of
an industry (Wheelen, T. L. & Hunger, J. D., 2020).
-
In the case of the grocery retail industry, the Five Forces model can be used to analyze
the competitive environment in which No Frills operates. The model identifies five key
forces that shape the industry's competitive landscape: the threat of new entrants, the
bargaining power of suppliers, the bargaining power of buyers, the threat of substitute
products or services, and the intensity of competitive rivalry (Porter, 1979).
Competition from Rival Sellers
-
Major players in the grocery retail industry include FreshCo, Food Basics and smaller
corner stores that operate in specific areas (Supermarkets & Grocery Stores in Canada Market Size 2002-2027, 2021)Pricing, product selection, product quality, and customer
service are the prime factors of competition in this market.
16
-
Because grocery products are essential to our daily lives and competitors have few
distinguishing characteristics, the industry is known for its fierce competition
(Supermarkets & Grocery Stores in Canada - Market Size 2002-2027, 2021). Because the
products of different sellers are relatively similar, customers can easily switch between
them based on their value propositions.
Threat of New Entrants
-
Due to significant entry barriers, the threat of new entrants in the grocery retail industry
is relatively low (Supermarkets & Grocery Stores in Canada - Market Size 2002-2027,
2021). To compete effectively, new market entrants would need to make significant
investments in infrastructure, logistics, technology, promotion, and advertising.
Furthermore, attracting customers would require offering lower prices than established
companies, which may not be feasible for a new company.
-
Furthermore, established players are preferred by the industry due to their strong brand
recognition, long-standing brand loyalty, and connections to both customers and
suppliers.
Threat of Substitutes
-
While meal-kit deliveries and online grocery delivery services are some alternatives to
traditional grocery stores in Canada, the threat of substitutes to the grocery retail industry is
still comparatively minimal (Supermarkets & Grocery Stores in Canada - Market Size 20022027, 2021). Despite growing in popularity, these alternatives might not offer as many
options or as many reasonably priced items as conventional grocery stores.
-
Additionally, grocery stores constantly expand and enhance their product selection. The
availability of ready-to-eat meals and other value-added services at many retailers makes it
challenging for substitutes to successfully compete. As a result, the industry may allow both
conventional grocery stores and their substitutes to coexist.
Bargaining Power of Suppliers
-
There are numerous suppliers in the grocery retail industry, including fresh produce
suppliers, dairy farmers, packaged goods suppliers, foreign goods importers, and so on.
17
Most Retail Stores are likely to do business with a few different suppliers for different
goods.
-
Because the grocery retail sector depends on prompt product shipments and stock
replenishment, particularly for products with a limited shelf life like fresh produce, dairy
products, and meat (Supermarkets & Grocery Stores in Canada - Market Size 2002-2027,
2021), suppliers have a significant amount of sway. While retailers can bargain with
suppliers when making large purchases, they might only have access to a few suppliers
who are able and willing to meet their demands, which ultimately lessens the retailer's
negotiating power.
-
Furthermore, in this sector, supplier-buyer relationships also affect and influence
negotiations, which might make changing suppliers difficult.
Bargaining Power of Buyers
-
Given the absence of distinguishing features between vendors' products, low costs of
switching, and a variety of possible alternatives like convenience stores and farmers
markets, customers in Canada's grocery retail market have significant negotiating power.
-
Price is a key consideration in this market, and because customers are price sensitive,
sellers are under pressure to keep prices low to stay relevant.
Conclusion:
The most powerful forces in this industry are supplier bargaining power, buyer bargaining
power, and competition from rival sellers. Because retailers rely heavily on their suppliers,
customers are presented with an abundance of identical options to choose from, and rival
sellers such as FreshCo and Food Basics have little to no difference in their offerings, these
threats remain critical.
The threat of substitutes and the threat of new entrants are the industry's weakest forces.
Furthermore, because entry requires significant financial investments, this industry is not
particularly appealing to new entrants. Any new entrant must also be patient because it will
take time to reach a sustainable level of scale. They are unlikely to be making a profit in the
next few years.
18
VALUE CHAIN ANALYSIS
Primary components:
Inbound Logistics:
No Frills does not use middlemen when sourcing its goods because it purchases them directly
from the makers, and then manages the logistics of transporting the goods from the supplier to
its distribution center, allowing the business to retain its low price approach and save costs
throughout the entire supply chain.
Operations:
The company has a no-frills business approach, which focuses on offering basic goods at
affordable costs, and this is reflected in the minimal décor and straightforward customer service
philosophy of its stores. Additionally, the company employs a simple and efficient merchandising
strategy in-store, aimed at maximizing the use of available space and providing customers with a
hassle-free shopping experience.
Outbound Logistics:
Through its retail locations, No Frills sells its products directly to customers, and ensures prompt
product delivery to its stores through its solid distribution network. The corporation employs
efficient logistics practices to transport products from its distribution centers to the individual
stores, ensuring that the products are always in stock and readily available to customers.
Sales and marketing:
No Frills draws people in with its low-priced offering. Additionally, the business promotes its
products and services through advertising.
Services:
Refunds, returns, and exchanges are among the essential consumer services that No Frills
provides, along with exceptional customer service that extends beyond the point of sale. (Porter,
19
Competitive advantage: creating and sustaining superior performance, 1985) In-store, customers
can count on knowledgeable and friendly staff who are always available to answer any questions
they may have and provide guidance on product selection.
Supporting Activities:
Purchasing:
To ensure prompt and affordable delivery, No Frills purchases its products directly from
manufacturers and maintains positive relationships with its suppliers.
Technology:
No Frills employs technology to effectively manage their supply chain and inventory. The business
employs technology to track sales and consumer information to enhance its marketing plans.
Human Resource Management:
No Frills maintains a lean workforce, which helps to keep labour expenses low. To make sure that
they have the skills needed to do their tasks, the company trains its personnel.
Infrastructure:
In order to reach a large client base, No Frills has a network of locations that are carefully
positioned. The business also makes investments in technology to support its operations.
(Wernerfelt, 1984)
VRIN ANALYSIS& Resource and Capability Analysis
Resources:
Resource
Valuable
Rare
Inimitable
Non-substitutable
Competitive
advantage
No
frills YES
brand
YES
(No Frills' brand (The brand is (It
is valuable
(intangible)
YES
YES
is
also rare， the because it
inimitable (It
Long
is
because it
inimitable Competitive
advantage
company's
20
term
because it has a minimalistic
reputation
for
brand
is difficult for other is difficult for other
image, stores
stores
providing with its bright to replicate the exact to replicate the exact
low-cost
yellow
products to its black
customers.)
and same
same
color brand
without brand
without
scheme
and infringing on
simple,
bold intellectual property intellectual
font,
sets
apart
infringing on
it rights.)
property
rights.)
from
other retailers
in the space.)
Skilled work YES
force
(tangible)
YES
YES
(No Frills' skilled (This capability (It
workforce is
is rare, as not
valuable
many
because
is
Long
inimitable (It is non-substitutable Competitive
because it
grocery requires
it stores have a
allows the
YES
because
a
lot
training and
advantage
of no other capability can
provide
workforce that experience
to the same level of
store to provide is as skilled as
develop a skilled
customer
good customer
workforce.)
service
service
No Frills.)
and
and
operational
efficiently
efficiency.)
manage
its operations.)
Wide product YES
range
NO
No
(This resource is (It is not a rare (It is not inimitable (It
valuable
(tangible)
NO
because
resource,
it many
allows No Frills companies
to
various
as because it
can
be
in replicated by
competitors.)
Temporary
is
substitutable Competitive
because
advantage
easily customers can find
similar
products at other
21
term
offer
more industries offer
options to its
a broad range
customers.)
of products to
supermarkets.)
their
customers.)
YES
YES
YES
Store
It can provide It
network
significant value resource, as it competitors
across
to a company, as requires
(tangible)
it
allows
is
a
rare It
YES
the significant
company
customer
and
base money
difficult
for It
is
difficult
to substitute,
as
to Competitive
it advantage
a imitate. It requires provides a physical
significant investment presence
to investment of in
reach a larger time
is
Temporary
real
estate, company
and construction,
for
the
in
the
and market.
to logistics.
provide establish.
convenient
access
to
its
products.
Capabilities:
Capabilities
Valuable
Rare
Inimitable
Non-substitutable
Competitive
advantage
Low-cost
YES
strategy
(No Frills' low-cost
strategy
YES
YES
Sustainable
Competitive
(This strategy is (It
is valuable because rare, as
it allows
YES
is
inimitable (It
because it
is
non- advantage
substitutable
not many grocery requires a lot of because no other
the store to offer stores
operational
strategy
products at
efficiency and a
can offer the same
22
a lower price than focus on offering well-established
combination of low
its
prices
the
competitors, which lowest
attracts
supply
possible chain,
prices.)
price-conscious
which
difficult to
is and
quality
products.)
replicate.)
customers.)
Efficient
YES
Logistics
(This resource is (It is not rare (t is not inimitable (It
valuable
NO
because other
NO
because it
NO
Competitive
is
not
non- parity
substitutable
because it allows supermarkets
can be replicated because customers
No Frills to
by
can find
competitors.)
similar
also focus on
offer products at logistics.)
logistics
lower prices
systems at
by reducing supply
other
chain
supermarkets.)
costs.)
(Barney J. , 1991) (Barney J. B., 1995) (Porter, Competitive advantage: creating and sustaining
superior performance, 1985)
CONCLUSION
Overall, No Frills' resources are valuable, uncommon, unique, and non-replaceable, indicating
that it is a source of long-term competitive advantage. To preserve this edge overtime, the
business will need to keep innovating and adapting to shifting consumer tastes and market
dynamics.
23
SWOT ANALYSIS
1. Strengths
-Affordable Prices : Nofrills has a reputation for offering low prices on everyday items, which
attracts price-sensitive customers and helps it compete with other discount retailers. This is a
significant strength as it has allowed the company to gain market share in the highly competitive
grocery retail industry.
-Efficient operation Management : Nofrills is known for its efficient operations management,
which enables it to keep costs low and offer competitive prices to customers. This includes
streamlined supply chain management and inventory control, as well as efficient store layout and
design.
-Strong Brand Reputation : Nofrills has a strong brand reputation as a discount retailer, which
attracts a loyal customer base. Its brand message of offering "no-frills" and low prices is well
known among Canadian consumers.
-Financial Stability : Nofrills is part of the Loblaws Companies Limited, one of the largest grocery
retailers in Canada. This provides the company with financial stability and resources to invest in
growth and expansion.
2. Weakness
-Not globally recognized : Unlike some of its competitors, Nofrills does not have a significant
global presence, which limits its growth potential outside of Canada.
-Absence of Mobile application for online shopping : Nofrills does not have a mobile application
for online shopping, which can be a disadvantage in today's increasingly digital world. This could
limit the company's ability to compete with other retailers who have embraced their personal
applications.
3. Opportunities
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-Growing demand for Online Shopping : With the increasing popularity of online shopping,
Nofrills can capitalize on this trend by investing in its mobile application capabilities and offering
a more robust online shopping experience.
-Global Expansion : There is an opportunity for Nofrills to expand its presence outside of Canada,
leveraging its reputation for offering affordable prices in other markets.
4. Threats
-Intense competition : The grocery retail industry is highly competitive, with many players vying
for market share. Nofrills faces competition from both traditional grocery retailers and discount
retailers, which could impact its ability to grow and maintain its market position.
-Economic downturn : Economic downturns can impact consumer spending habits, which could
result in reduced sales and profitability for Nofrills. The company would need to be prepared to
adjust its strategy and operations to weather economic downturns. (David, 2011) (Hitt, M. A.,
Ireland, R. D., & Hoskisson R. E. , 2012)
Is the SWOT analysis aligned with the previous analyses of external and internal
environment?
Because of their strong brand image and effective operation management, rival companies like
Food Basic and Freshco have been unable to threaten No Frills' dominance in the market. People
are flocking to Nofrills more and more despite the threat posed by the economic downturn
because of its ability to provide daily necessities at competitive pricing. Because Nofrills is a part
of Loblaws, their financial stability can assist them overcome their weakness of not being widely
recognised, which ultimately opens up a chance for market expansion. The tech-savvy nature of
today's generation has given Nofrills the chance to develop a phone application that will enhance
online product purchases, make them simpler for users, and boost brand recognition.
So, from the above mentioned detailed it can be concluded that even after possessing threats,
strengths of Nofrills can overcome the threats posed to Nofrills and all the weakness of Nofrills
can be converted into opportunities using their strengths.
25
Nofrills generic strategy is broad low-cost strategy.
First let’s review the concept of broad low-cost strategy. Broad low-cost strategy is striving to
achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually
by under-pricing rivals, (5-generating-advantage, 2022)and it can be broken down into two key
components: its broad nature and its focus on low cost.
Nofrills’s strategy is a strategy that is aimed at a wide range of customers by offering products or
services that are accessible and affordable. (First evidence) Mike Rinaldi, senior vice-president,
discount division, Loblaw Companies, says the target audience is anyone who is looking for value
and low-prices on everyday essentials. As the campaign communicates, “if you don’t want to pay
for frills, No Frills is for you,” he says. (Harris, 2017)
Instead of targeting a specific niche market, Nofrills using this strategy focus on offering a product
or service that appeals to a large segment of the market. By doing this, they can achieve
economies of scale and earn a bargaining power of buyers, this allows them to produce and sell
their product at a lower cost per unit, which also benefits its execution of low-cost strategy.
"No frills" also offers essential products or services at a lower cost than competitors. (Second
evidence) The company dedicates to giving the customers low prices without any of the
advertising, fancy labels, marketing, and other ‘frills’ that lead to raised prices for costumers at
other grocery stores. (HOW NO FRILLS WORKS BUSINESS & REVENUE MODEL, 2017)
This is achieved by reducing or eliminating features, benefits, or services that are not considered
essential by customers. By offering a stripped-down version of a product or service, businesses
can reduce their costs and pass those savings onto customers in the form of lower prices. This
low-cost approach often requires businesses to be highly efficient, for example, streamline their
operations to keep costs low.
26
In conclusion, its broad low-cost strategy is an effective approach for businesses that want to
offer products or services at a lower price point than competitors. By focusing on a broad
customer base and reducing costs through streamlined operations and the elimination of nonessential features, businesses can achieve success with this strategy.
Current Strategic Approach
Introduction :
As the retail industry evolves, companies must adapt and implement new strategies to stay
competitive. NoFrills, a Canadian discount grocery store chain, has taken several strategic
approaches to ensure its continued success in the market. In this article, we will analyse NoFrills'
current strategic approach, focusing on value pricing, private label products, and digital
transformation.
Value Pricing Strategy
NoFrills' value pricing strategy is a key element of its overall strategic approach. (Real Ones,
2023)The company's focus on offering high-quality products at low prices is achieved through
several tactics, including reducing overhead costs and passing those savings on to customers.
(About Us, 2023) In addition, NoFrills employs a simplified store layout and product assortment,
which helps them to keep costs low and reduce waste.
One important aspect of NoFrills' value pricing strategy is its commitment to offering customers
competitive prices on essential grocery items. They achieve this by using their buying power to
negotiate lower prices with suppliers and by offering a limited assortment of products that are
most in demand among customers. This allows NoFrills to keep prices low while still offering a
range of products that meet customers' needs.
NoFrills also uses a number of marketing tactics to communicate its value pricing strategy to
customers. They use advertising campaigns that focus on their low prices, and they use in-store
signage and promotions to highlight their most affordable products. Additionally, they offer a
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price-match guarantee, which allows customers to bring in competitors' flyers and receive a price
match on comparable products.
NoFrills' value pricing strategy has been successful in attracting a loyal customer base, and the
company continues to expand its reach across Canada. As the retail industry becomes
increasingly competitive, NoFrills' focus on value pricing will likely remain a key element of its
strategic approach.
Private Label Products
NoFrills' private label products are an important element of their value pricing strategy. By
offering products that are manufactured exclusively for NoFrills under its own brand name, the
company is able to differentiate itself from competitors and offer unique products to customers.
Private label products also allow NoFrills to have more control over its supply chain and to offer
products at even lower prices. (Zhou, 2020)
One benefit of private label products is that they can be manufactured at a lower cost than
national brand products. This is because the retailer has more control over the manufacturing
process and can negotiate better prices with suppliers. NoFrills is able to pass these cost savings
onto customers, making their private label products more affordable than similar national brand
products.
Private label products also allow NoFrills to offer a wider range of products to customers. By
manufacturing products under their own brand name, they are not limited to the products that
national brands offer. This means that NoFrills can offer unique products that are not available
at other retailers, helping them to differentiate themselves from competitors.
Another benefit of private-label products is that they can be used to drive customer loyalty.
NoFrills has developed a loyal customer base that appreciates the value pricing strategy of the
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company. By offering high-quality private-label products at affordable prices, NoFrills is able to
strengthen the relationship between the brand and the customer.
Finally, private-label products allow NoFrills to have more control over its supply chain. By
manufacturing products under its own brand name, NoFrills can ensure that the products meet
their quality standards and that the products are ethically and sustainably sourced.
In conclusion, NoFrills' private label products are an important element of its strategic approach.
By offering unique products at affordable prices, NoFrills is able to differentiate itself from
competitors and build customer loyalty. Private label products also give NoFrills more control
over its supply chain and enable them to offer a wider range of products to customers.
Digital Transformation
NoFrills is a Canadian discount supermarket chain that has embraced digital transformation as a
key component of its strategic approach. By leveraging digital technologies, NoFrills has been
able to enhance its customer experience, optimise operations, and create new revenue
opportunities.
One example of NoFrills' digital transformation efforts is its online ordering and pickup service.
Customers can place their orders online and pick them up at a designated time, without ever
having to enter the store. This service has become particularly popular during the COVID-19
pandemic, as customers seek to minimize their time in public spaces. By offering this service,
NoFrills has been able to attract new customers and retain existing ones who value convenience
and safety.
NoFrills has also invested in data analytics and artificial intelligence (AI) to gain insights into
customer behavior and preferences. This has enabled the company to better understand its
customers and tailor its product offerings to meet their needs. For example, by analyzing
customer data, NoFrills was able to identify a growing demand for plant-based products and has
since expanded its selection of vegan and vegetarian products. (ITWC, 2021)
29
In addition, NoFrills has implemented automation technologies to optimize its operations and
reduce costs. For example, the company has automated its warehouse operations, using robotics
and AI to improve efficiency and accuracy. This has enabled NoFrills to reduce its labor costs and
improve the speed and accuracy of its operations.
NoFrills has also leveraged digital technologies to enhance its marketing and branding efforts.
The company has a strong presence on social media platforms, such as Instagram and Twitter,
and uses these platforms to engage with customers, share promotions, and build brand
awareness. NoFrills has also launched several mobile apps, including a recipe app and a price
comparison app, to help customers make informed purchasing decisions.
Analysis of No Frills’ Positioning Against Five Forces
Bargaining Power of Suppliers is moderate. The suppliers in retail grocery industry have enough
power to have some influence because the retailers depend on them for prompt deliveries.
Recently, the suppliers have decided to raise their prices significantly (Loblaw facing 'over 1,000
supplier requests' for fresh price hikes, 2023). However, since there are a number of suppliers in
the market and new suppliers keep entering the market, this threat remains moderate.
To tackle this threat, No Frills’ parent company, Loblaws, is about to increase how much it charges
suppliers to get their products on shelves (Loblaw raising fees for suppliers in 2023 to offset
higher supply chain costs, 2022 ). Furthermore, No Frills introduced private label brands to
further reduce their dependence on suppliers, and bargain a better price from them.
Bargaining Power of Buyers is High. In the retail grocery sector, consumers have a lot of power
because firms compete for the same place in their lives. The cost of switching retailers remains
very low for buyers, leading to more fierce competition between retailers.
30
No Frills tackles this threat by keeping their prices low, and in some cases, lowest in the industry.
According to Catherine Thomas, the VP of Loblaws, “No Frills provides a smaller selection of
products (and) less in-store services – like butchers for example – in order to keep prices as low
as possible” (Why the cost of some No Name products in flyers is changing despite the announced
price freeze, 2022). Addition of private label brands, such as No Name, further helps differentiate
them from their rivals in the eyes of the common consumer. And an effective marketing strategy
helps them achieve this effectively (Inside the marketing brilliance of No Name, 2020).
Competition From Rival Sellers remains a fierce threat. While product selection, product quality,
and customer service are some of the factors of competition, pricing remains the most crucial of
them all (Food retail in Canada - statistics & facts, 2022)This almost forces the retailers to keep
their prices low in order to attract customers.
No Frills tackles this threat by keeping the prices of their offerings low, and introduction of private
label brands further helps them offer products at low cost. Loblaw, No Frills’ parent company,
announced that prices for more than 1,500 grocery items under the well-known house brands
had been fixed until January 31, 2023 (Loblaw's decision to freeze prices on all No Name items
until January labelled a 'PR strategy', 2022). No Frills also tries to differentiate itself from the
rivals through a modern approach to marketing. They are the only grocery retail store to launch
an album, with a song featuring on the Tonight Show with Jimmy Fallon as well (Jimmy Fallon
confuses No Frills supermarket for an actual band: 'Bananas ARE the portable fruit, 2021). This
made them go viral, especially among the younger crowd and helped them stand out from their
rivals.
In conclusion, No Frills’ position against these moderate-high forces is strong. They are continuing
to be innovating in order to compete effectively against their rivals. They also adopt customer
friendly policies to gain customers trust and loyalty. Lastly, they are doing things right now, as
discussed, to lower their reliance on suppliers or gain the upper hand in negotiations.
31
No Frills Staffing Processes
Introduction
With more than 250 locations across Canada, No Frills is a Canadian retail chain that sells highquality goods at competitive costs. To accomplish this, the business has created hiring procedures
that will enable it to assemble a solid team of workers and managers who will be able to
successfully carry out the business's strategic plan. To ensure that the company's strategic
approach is effectively carried out, this report will provide a more in-depth study of the hiring,
training, and retention procedures.
Hiring Processes
To ensure that it hires the best employees with the knowledge and expertise needed to provide
exceptional customer service, No Frills employs a stringent hiring procedure. The business's
online application procedure is simple to use and has questions that aid in identifying applicants
who are flexible, customer-focused, and have excellent communication skills. Since individuals
with prior retail experience are more likely to understand the field and be able to handle a fastpaced workplace, the organisation places a high value on finding them.
To determine a candidate's suitability for a fast-paced retail setting, the organisation conducts
on-site interviews. The interview questions are well-structured and made to assess the
candidate's adaptability, problem-solving capabilities, teamwork, and customer service
knowledge. (What is the interview process like at No Frills?, 2023)Additionally, the organisation
calls the candidate's references to learn more about their work experience, work ethic, and job
performance. Reference checks are also done to confirm a candidate's employment history. Job
simulators are also used to gauge a candidate's aptitude for handling customer service problems
and working in a retail setting.
Training Processes
32
No Frills offers its workers thorough training programmes to make sure they have the knowledge
and abilities to deliver first-rate customer care and carry out the company's strategic plan. An
organised onboarding procedure is followed by new hires and comprises in-person instruction,
practical training, and online learning courses. Customer service, understanding of the products,
safety precautions, and corporate policies are all covered in the training.
The organisation places a high value on training and development, and it offers regular training
to staff members to keep them current on new products, procedures, and industry trends. Along
with encouraging staff to take on new challenges, the organisation provides prospects for career
progression. The business has a strong leadership development programme that gives staff
members the knowledge and expertise they need to assume management positions.
Retaining Processes
Since maintaining great personnel is essential to realising the company's strategic plan, No Frills
has devised procedures to keep its staff. To provide feedback and pinpoint areas for
development, performance reviews are conducted on a regular basis. Additionally, the
organisation provides attractive benefit packages and bonus pay for performance.
1. The company's retention measures include fostering a supportive work environment,
honouring and rewarding exceptional performance, and offering chances for career
advancement. The organisation appreciates its workers and invites them to contribute
their views and ideas to enhance the working environment. The organisation has a welldesigned employee engagement programme that aims to establish a feeling of
community and develop an open and collaborative work environment. (Keenan, 2021)
2. Alignment with Strategic Approach
The hiring procedures used by No Frills are quite compatible with the business's strategic goal of
offering premium goods at reasonable rates. To ensure that staff members have the abilities
essential to provide top-notch customer service, the organisation places a major emphasis on
33
identifying applicants with retail expertise and great communication skills during the hiring
process. The company emphasises supplying high-quality products, and this is reflected in its
training methods, which place a strong emphasis on customer service, product knowledge, and
safety protocols.
The company's retention policies promote employee loyalty and offer opportunities for
professional growth, which is in line with its objective of creating a strong team of employees.
The company's strategic strategy of giving its customers a high-quality shopping experience is
also in line with its focus on developing a healthy work environment and feeling of community.
Conclusion
As a result of its strategic focus on offering high-quality goods at competitive rates, No Frills has
created efficient staffing operations. The organisation's hiring methods guarantee that
candidates have the expertise and experience needed to provide exceptional customer service,
and the in-depth training programmes assist staff in comprehending the value of providing
excellent customer service, having a thorough understanding of products, and following safety
protocols. A pleasant work environment that motivates employees to stick with the firm and
contribute to its success is facilitated by the organisation's retention initiatives, which include
frequent performance reviews, competitive remuneration packages, and career development
possibilities.
No Frills has been able to create a solid team of workers and managers who are able to
successfully carry out the business's plan by applying these staffing methods. The company has
become a leader in the very competitive retail sector thanks to its commitment to giving
customers a wonderful shopping experience and to constant improvement. Overall, No Frills'
hiring, training, and retention practises serve as an excellent illustration of how a business may
develop a healthy workplace culture, assemble a solid team, and accomplish its strategic goals.
34
Current Issues Faced by No Frills:
Supplier Price Increment: No Frills is facing the issue of supplier price hikes, which is a moderate
threat in the industry.
High Buyer Bargaining Power: Consumers have a lot of power in the retail grocery sector, and
consumer preferences are changing, which is a high threat to No Frills.
Fierce Competition from Rival Sellers: Competition from rival sellers is a critical threat in the
industry. The competition in the grocery market is increasing.
The Impact of technological advancements: The rise of e-commerce and online shopping has led
to increased competition for physical stores. Customers can now easily compare prices, read
reviews, and make purchases from the comfort of their own homes. (The tech transformation
imperative in retail, 2022 )
Recommendations:
Expand Private Label Brands: No Frills can further reduce their dependence on suppliers and offer
unique products to customers by expanding their private label brand offerings. This will also allow
them to negotiate better prices with suppliers and maintain their low prices.
Collaborate with Local Suppliers: No Frills can collaborate with local suppliers to offer unique and
fresh products to customers while supporting the local economy. This will also allow them to
negotiate better prices with suppliers and maintain their low prices.
Increase focus on online business: The COVID-19 pandemic has accelerated the shift towards
online grocery shopping. No Frills should invest in their online business to capture a larger market
share. It should develop a more user-friendly website with easy online ordering and delivery
35
options, as well as leveraging social media platforms to engage with customers and promote
special deals and discounts.
Improve In-store Services: While No Frills keeps their prices low by offering fewer in-store
services, they can improve their customer experience by adding more in-store services, and still
maintain their low prices. This can include training staff to provide excellent customer service,
ensuring stores are well-stocked and organized, and investing in technology to streamline the
checkout process which can attract more customers and increase customer loyalty.
Explore New Markets: No Frills can explore new markets, such as offering organic or vegan
products, as well as other products that align with changing consumer preferences. This can help
the store appeal to a wider demographic and maintain relevance in the face of changing
consumer preference.
Overall, these recommendations align with Nofrills' current strategy and organizational structure,
and are financially feasible in the long-term. By focusing on these areas, Nofrills can stay
competitive in the grocery market and position itself for continued growth and success.
36
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