InterClean Case Study Analysis

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InterClean is one of the leading sanitation cleaning and solution’s companies in an 8 billion dollar industry. The situation that is evolving now is the change in customer preference. Customers no longer want mediocre products that just clean and kill germs; these customers want solutions and services that will modernize their cleaning efforts and comply with rigorous changes in environmental safety. The profitability of the company depends on fulfilling the rising demands of customers. To keep up with the needs of customers InterClean wants to transform its business to provide solutions/services with the highest quality products and services to its customers. This paper will provide benchmarking data to support decisions made by InterClean management.

Benchmarking Company: BP AmocoTopic: Synopsis

BP Amoco is an industry leader in energy exploration and gasoline service stations had started to notice several trends. While observing consumer habits, BP Amoco had concluded that major oil companies may have to close smaller gas service stations and concentrate on maximizing gasoline distribution at major locations in order to maintain its market share. Along with that idea, consumer trends made it clear that lower gas prices were more important than full-service stations with uniformed gas attendants. The unbranded dealers were the first to feel the impact of this emphasis on price over service since they relied on the major oil companies like BP Amoco to supply them with gasoline. BP Amoco decided to re-align and concentrate on building bigger and better self service stations which eliminated the need for independent dealers. BP Amoco already held an economic advantage amongst local competitors in major cities and most small towns. The realization of generating bigger profits by creating larger self-service gas stations was inevitable. However, the key was to develop stations where people would often stop for gas as well as other services, for example, major highway routes, near shopping malls and collocated with fast food restaurants. Cost cutting in the oil industry in general as well as environmental legislation mandating upgrades for the gasoline service industry, meant that most dealers were looking for ways to reduce expenses and increase sales as well. By implementing this new strategy of building better and bigger self service gas stations, BP was able to attract a greater volume of customers. By following a well developed managing and re-structuring plan, BP Amoco was able to capitalize on new trends and cater to the demands of consumers. This strategy would ensure success for the future of BP Amoco.

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