Winn-Dixie Stores in 2005 (B): Cleanup on Aisle 11 Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Store chain Winn-Dixie have rapidly expanded, in order to become a national retailer, and by 1999 it had more than 1,000 stores. The company began manufacturing its products, believing that by owning multiple supply chains, it can offer customers cheaper options. Thanks to a new geographical focus and production facilities, Winn-Dixie was trying to gain a foothold as an inexpensive provider with a national presence. Instead of improving the company's position in the market, however, this strategy is crippled in both the short and long term, Winn-Dixie. The company has paid a high premium to expand and increase its influence even realizing intended interaction. In fact, there was distribution of scale, because the distribution, marketing and administrative expenses increased along with the increase of income. Expansion and inefficient production additional difficulties in its distribution network, and with greater leverage and less money, the company is not able to change in the market when it is low-cost provider strategy failed. Not only that, the company is not in a position to pursue other opportunities, but it also did not have the cash to properly maintain many of the existing store, which quickly became run down. Winn-Dixie is stuck in a general grocer with several options at the time when the industry is evolving rapidly. After a faulty expansion strategy, changes in the supply chain, and increasing debt, Winn-Dixie filed for bankruptcy. Students will take the view that Paul "Flip" Huffard, Senior Consultant of Blackstone LP, was to identify and assess the new capital structure of the company. These solutions will be crucial, as they have influenced the way that each creditor class would be and whether Winn-Dixie can get out of bankruptcy. "Hide
by James Shein, Evan Meagher Source: Kellogg School Management 7 pages. Publication Date: 01 Oct 2008. Prod. #: KEL416-PDF-ENG