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Autozone case study
Autozone case study
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No, AutoZone is not immune to economic downturns. No business is immune in an economic downturn, they’re all at risk. During the economic crisis, AutoZone focused on the customer and how they could save them money. During economically difficult times the average person is not seeking to make major purchases such as new automobiles and homes. Financially, they may need to make repairs to what they currently have. In this case, some customers had to take responsibility for their own car repairs or pay an unlicensed technician to do it at minimal costs. With that said, that was the market area that Autozone focused on and it paid off. With that came, do-it-yourself, options (Arnold, 2014). This opened doors for customers to learn to take care
of their own repairs such as oil changes, replacing brakes, changing a belt, and many other minor duties or repairs. Autozones’s customer service is another area which allowed them to standout from their competitors. Before I was married, I went to AutoZone to purchase car parts for repairs. Their sales person or customer service representatives were extremely beneficial in helping me determine which parts I needed. The additional services that they offer are a benefit to anyone. By experience and visits to their stores, representatives will test your batteries before purchasing a new one, change a headlight, windshield wipers and many other services that can save the customer money in labor costs. Autozone’s greatest asset is the ability to see and understand the need for change in efforts to better serve their customers. During the crisis, they understand the economic need of customers and introduced do-it-yourself into the automarket. They profited and their customers saved money. Innovation and following a strategic process is the key to continued growth and success (Parnell, 2017). Reference: Arnold, E. (2014, January 24). AutoZone's strategic tuneup. Retrieved: December 3, 2017. From: https://www.bizjournals.com/memphis/print-edition/2014/01/24/autozones-strategic-tuneup-commercial.html Parnell, J. A. (2017). Strategic management: Theory and practice (5th ed.). Academic Media Solutions.
There will come a time when the car a person owns will need some necessary maintenance, or something breaks and has to be replaced. Labor rates for auto repairs have skyrocketed, with rates averaging from $100-$138 an hour. (Roth, 2011) If a repair is complex enough, that hourly rate may not be a factor, but with some repairs, a person may find that the labor costs are a lot more expensive than the part that is being replaced. I...
Opening its doors for the first time in 1946, Lowe’s is now the second largest home improvement chain in the world, operating over 1,800 stores in the United States, generating $56.2 billion in sales and $2.6 billion in net income for 2014 (Lowes Newsroom, 2015). Employing around 265,000 personal making them one of the top employers in the nation, there is no question that Lowe’s must be doing something right. According to Lowes Newsroom, “Lowe’s professional customers represent approximately 30 percent of total sales, approximately 16 million retail and professional customers are served each week. (2015, para 3) “Never Stop Improving”, is Lowe’s slogan; encouraging employees and customers to work together to maximize their in store
Regarding strategic control, they were faced with determining how to move forward, and with what mix of product offerings? The leadership realized that with shrinking profits and increased competition the status quo would not guarantee long-term survival. Execution via their previously successful marketing channels would be problematic without either some sort of peace offering to dealers and installers, or a total shift in the advertising and sales process. The dealers and installers interacting with the customer were more likely to understand the customers concerns. Unless the company rebuilds their relationship with these front-line sales force, the customer service will suffer and ultimately the brand equity will continue to erode. The idea that the dealer is treated as the most valuable link to the customer and feels completely supported by the supplier, is exactly what enabled Caterpillar to survive in the late 1990’s. (Fites, 1996). Regardless of how the company addresses their root problems, a marketing channel analysis will undoubtedly conclude that both order getting and order servicing expenses will initially increase. In the short-term, the relationships must be rebuilt. In the long-term, they must shift overall strategy to remain profitable. If they elect to maintain their high-end product mix, customer expectations will increase demanding more from
...ers to ensure that its automotive repair centers were not engaging in fraudulent practices. The company also agreed to be more descriptive when recommending repairs to its customers. Shortly after the settlement Sears eliminated over 10,000 full-time and part-time service center positions. The company closed many of its automotive repair centers, claiming that it would focus on selling tires, batteries, and brakes. Sears stopped offering tune-ups, engine diagnostics, radiator services and other repairs (Mateja, 1993). Despite the efforts of Sears, the auto repair industry still has a reputation for bilking customers into paying for unnecessary repairs and services. As a consumer it is difficult to know, if you are being treated fairly, unfortunately there are not enough measures and laws put in place to ensure consumers are protected from shady business practices.
Charles Hughes, president and CEO of Land Rover North America (LRNA), and his executive committee want to expand LRNA’s reach within North America. Based on the growing strength of the U.S. SUV market, research which suggests consumers are seeking vehicles that can help them have “experiences” while being practical, safe, reliable and luxurious, the success of the Discovery in the U.K. and near doubling of the Land Rover brand worldwide, LNRA is seeking to become the “world’s premier 4x4 specialty company” through effective brand, product and retail strategies. LNRA’s success hinges on making the correct positioning, marketing mix and retailing decisions.
BMW having high market share in European and U.S luxury car markets, started facing issues with launch product qualities and also facing a fierce competition from Japanese producers. Currently the market share was still stable but the rigorous growth of Japanese producers would affect BMW in future. These Japanese competitors had set higher standards of conformance.
CarMax faces challenges from several fronts that could threaten to disrupt their growth plans and their position as a disruptor in the used car market. The biggest challenge they face is being able to continuously secure a study supply of high quality used cars, due to the extremely competitive nature of the used car market. CarMax offers cutting edge technology to help the company identify buying trends, pricing trends, and consumer preferences down to the zip code that gave them a large competitive advantage, as “data mining” has matured and competitors have developed their own software tools, eroding the competitive advantage to CarMax.
They have over 11,555 worldwide rental car locations and are at the point where they can cover their short-term liabilities with cash flow from their operations. Hertz’s adjusted earnings per share increased 77.1% meaning that their market value has increased. Their revenues increased by 34%, while they had a cumulative cost savings of $3 billion (Hertz Annual Report, 2013). This demonstrates that Hertz has the financial resources and the access to markets that they need. Hertz has successfully integrated their ExpressRent kiosks in more than 48 markets and their eReturn option for Hertz Gold loyalty program members, in which they have the ability to choose the Hertz ‘Fuel Purchase Value Option’ that lets them automatically buy a full tank at the start of the rental, so they can turn in the car with the gas at any level and not have to worry about filling up on the way to the
According to Pep Boys, (2015), a third concept known as Express Service Parts allows Pep Boys to sell automotive parts to the professional installer. This concept began in the mid-1990s (Boys, The Pep Boys--Manny, Moe & Jack SWOT Analysis, 2015). Consequently, with this third concept, Pep Boys is able to keep up and exceed their competition’s standards for customer service. The stakeholder values center around a culture of fair play and honest business dealings in the day by day operation of the company. The stakeholders are as follows; Ichan Enterprises, which hold a major part of Pep Boys stock, stock holders, as well as the supply warehouses that resupply Pep Boys with auto parts (Schaefer,
Despite their conception in 1903, Harley-Davidson and the motorcycle industry as a whole didn’t really take off until after the Second World War. Many people rode motorcycles during the war, with Harley-Davidson themselves supplying almost 90,000 motorcycles for the U.S. military during this time. Many veterans chose to purchase motorcycles upon returning home, as they enjoyed riding during the war and wanted to continue riding in their civilian life. This generation known as the "baby-boomers" quickly became the main target audience for many of Harley-Davidson’s marketing efforts. With sales increasing and the industry growing, many "motorcycle clubs" and "rallies" were introduced. Unfortunately, due to the lewd behavior displayed by most people associated with these clubs and rallies, bikers typically had an image of being disorderly and raucous. Harley-Davidson’s image itself took a big shot due to the Hells Angels. This was a motorcycle gang wishing to become notorious for "drug trafficking and other organized crime activities," who used only Harley-Davidson motorcycles. All of this combined to lead to a decline in demand and sales throughout the entire industry during the 1960’s. The industry was really helped out with the release of the Hollywood film Easy Rider in 1969. This film helped change the public’s perception of bikers and sparked an increase in motorcycle demand which has lasted to this day.
The biggest problem thus far is the ineffective HR process used in hiring new employees. It starts with the companies poor advertising. Advertising of the job also is an issue because it has not been updated since 2010. The same ad had been used in 2012 to recruit a new batch of employees. This ad wasn’t very effective, to begin with, as it only attracted one quality candidate. The dealership needs to develop an updated
The US replacement tire industry (152MM units) had seen; stagnant growth (5 yr CAGR 1.1%), declining prices (25% over 10 years), foreign imports, excess capacity, brand consolidation and longer tire life. These factors have contributed to a shift in the market place towards a competitive, commodity- like market. The major brands account for 36% of the market with Private Label (PL) having the largest share (40%). The distribution channels in the market have moved towards independent dealers (67%) and large retail distribution (19%). Exhibit 1 details the market share and price levels within channels as well as the level of service consumers receive.
Despite director Hayden’s declaration that Trailblazer would be the only program of its kind that the organization would use, Binney and his team continued to work on Thin Thread as they were skeptical that Trailblazer could match their programs powerful functionality. Binney requests a list of website url’s that could lead to legitimate intelligence on terrorist activities from internal sources in the NSA. He made a proposal to have data from those sites be read in by the Thin Thread program starting in January of 2001, but it was rejected.2
Recessions would always be there. It is how best governments, businesses and the people are prepared for them that matters.
This is not how it should be. Consumers should be able to get their money back for a malfunctioning item and or an unsatisfied purchase or service. This is an unacceptable practice that is why they have lemon law for cars and return options for unsatisfied purchases. A defect to a product should be unknown to the manufacturer and if it is known they should always be obligated to recall and stop making