MNRO » Topics » COMPETITION

These excerpts taken from the MNRO 10-K filed Jun 11, 2009.
COMPETITION
 
The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors vary widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships, mass merchandisers operating service centers; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)
 
COMPETITION
 
The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors vary widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships, mass merchandisers operating service centers; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)
 
COMPETITION
 
The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors vary widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships, mass merchandisers operating service centers; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)
 
COMPETITION
 
The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors vary widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships, mass merchandisers operating service centers; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)
 
COMPETITION


 



The Company competes in the retail automotive service industry.
This industry is generally highly competitive and fragmented,
and the number, size and strength of competitors vary widely
from region to region. The Company believes that competition in
this industry is based on customer service and reputation, store
location, name awareness and price. Monro’s primary
competitors include national and regional undercar, tire
specialty and general automotive service chains, both franchised
and company-operated; car dealerships, mass merchandisers
operating service centers; and, to a lesser extent, gas stations
and independent garages. Monro considers Midas, Inc. and Meineke
Discount Mufflers Inc. to be direct competitors. In most of the
new markets that the Company has entered, at least one
competitor was already present. In identifying new markets, the
Company analyzes, among other factors, the intensity of
competition. (See “Expansion Strategy” and
“Management’s Discussion and Analysis of Financial
Condition and Results of Operations”.)


 




COMPETITION


 



The Company competes in the retail automotive service industry.
This industry is generally highly competitive and fragmented,
and the number, size and strength of competitors vary widely
from region to region. The Company believes that competition in
this industry is based on customer service and reputation, store
location, name awareness and price. Monro’s primary
competitors include national and regional undercar, tire
specialty and general automotive service chains, both franchised
and company-operated; car dealerships, mass merchandisers
operating service centers; and, to a lesser extent, gas stations
and independent garages. Monro considers Midas, Inc. and Meineke
Discount Mufflers Inc. to be direct competitors. In most of the
new markets that the Company has entered, at least one
competitor was already present. In identifying new markets, the
Company analyzes, among other factors, the intensity of
competition. (See “Expansion Strategy” and
“Management’s Discussion and Analysis of Financial
Condition and Results of Operations”.)


 




COMPETITION


 



The Company competes in the retail automotive service industry.
This industry is generally highly competitive and fragmented,
and the number, size and strength of competitors vary widely
from region to region. The Company believes that competition in
this industry is based on customer service and reputation, store
location, name awareness and price. Monro’s primary
competitors include national and regional undercar, tire
specialty and general automotive service chains, both franchised
and company-operated; car dealerships, mass merchandisers
operating service centers; and, to a lesser extent, gas stations
and independent garages. Monro considers Midas, Inc. and Meineke
Discount Mufflers Inc. to be direct competitors. In most of the
new markets that the Company has entered, at least one
competitor was already present. In identifying new markets, the
Company analyzes, among other factors, the intensity of
competition. (See “Expansion Strategy” and
“Management’s Discussion and Analysis of Financial
Condition and Results of Operations”.)


 




COMPETITION


 



The Company competes in the retail automotive service industry.
This industry is generally highly competitive and fragmented,
and the number, size and strength of competitors vary widely
from region to region. The Company believes that competition in
this industry is based on customer service and reputation, store
location, name awareness and price. Monro’s primary
competitors include national and regional undercar, tire
specialty and general automotive service chains, both franchised
and company-operated; car dealerships, mass merchandisers
operating service centers; and, to a lesser extent, gas stations
and independent garages. Monro considers Midas, Inc. and Meineke
Discount Mufflers Inc. to be direct competitors. In most of the
new markets that the Company has entered, at least one
competitor was already present. In identifying new markets, the
Company analyzes, among other factors, the intensity of
competition. (See “Expansion Strategy” and
“Management’s Discussion and Analysis of Financial
Condition and Results of Operations”.)


 




These excerpts taken from the MNRO 10-K filed Jun 12, 2008.
COMPETITION
 
The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors vary widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships, mass merchandisers operating service centers; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)
 
COMPETITION


 



The Company competes in the retail automotive service industry.
This industry is generally highly competitive and fragmented,
and the number, size and strength of competitors vary widely
from region to region. The Company believes that competition in
this industry is based on customer service and reputation, store
location, name awareness and price. Monro’s primary
competitors include national and regional undercar, tire
specialty and general automotive service chains, both franchised
and company-operated; car dealerships, mass merchandisers
operating service centers; and, to a lesser extent, gas stations
and independent garages. Monro considers Midas, Inc. and Meineke
Discount Mufflers Inc. to be direct competitors. In most of the
new markets that the Company has entered, at least one
competitor was already present. In identifying new markets, the
Company analyzes, among other factors, the intensity of
competition. (See “Expansion Strategy” and
“Management’s Discussion and Analysis of Financial
Condition and Results of Operations”.)


 




This excerpt taken from the MNRO 10-K filed Jun 14, 2007.
COMPETITION
 
The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors vary widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships, mass merchandisers operating service centers; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)
 
This excerpt taken from the MNRO 10-K filed Jun 8, 2006.
COMPETITION
 
The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors vary widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships, mass merchandisers operating service centers; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)
 
This excerpt taken from the MNRO 10-K filed Jun 9, 2005.
Competition

      The Company competes in the retail automotive service industry. This industry is generally highly competitive and fragmented, and the number, size and strength of competitors varies widely from region to region. The Company believes that competition in this industry is based on customer service and reputation, store location, name awareness and price. Monro’s primary competitors include national and regional undercar, tire specialty and general automotive service chains, both franchised and company-operated; car dealerships; and, to a lesser extent, gas stations and independent garages. Monro considers Midas, Inc. and Meineke Discount Mufflers Inc. to be direct competitors. In most of the new markets that the Company has entered, at least one competitor was already present. In identifying new markets, the Company analyzes, among other factors, the intensity of competition. (See “Expansion Strategy” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”.)

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