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Home depot business model strategy
Home depot and its operation strategy
Home depot business model strategy
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Home Depot is the household home improvement retailer that we all know today but it wasn’t easy to get to where they are now. The powerhouse had to go through many ups and downs before it was able to become what it is today. Before starting in Atlanta, Home Depot’s had to go through the four P’s of marketing to decide what company they wanted to be. When Arthur Blank, Benard Marcus, Kenneth Langone and Pat Farrah decided to start home depot they wanted it to be a bigger version of the mom and pop store (Handy Dan) they had previously worked for. The group decided that their products would be home improvement supplies. The second P (price) is what separated them from the competition, they prided themselves on their low prices, which would bring customers in the door. Promotion in the 70’s wasn’t easy but they did what they could, through paper ads and radio shows they were able to promote their stores and products. Their place was decided upon Atlanta because of it large population and potential for home improvement needs. Through all of the growth and success of Home Depot there have been many failures that the company has endured in its life. …show more content…
In the beginning stages of the company they had failed to bring in customers and could not turn a profit, losing one million dollars at the end of the first year. Once success started to come upon them home Depot ran into the problem of the orange plague. Which is essentially putting local mom and pop stores out of business angering many Americans. While this event put them in a bad light, it didn’t help when 3 people were killed from accidents at the stores. All of these failures were challenging to overcome, as the media was becoming a bigger and bigger deal, but their biggest failure I would say is their failure to succeed in China. The week.com says, “Home Depot announced that it would close all seven of its big-box stores in China, all but ending an investment that will cost the company some $160 million”. This is the company’s worst investment and there are many theories why they didn’t pan out, but Home Depot has moved on and still has a store in every state in the United States as well as stores in China and Puerto Rico. Although there were failures in Home Depots journey, there were many successes as well.
Even though they lost one million after the first year, Home Depot went on to profit one million dollars after the second year. They are also pride themselves on paying their employees very well and creating a great work environment. After just a few years of opening up shop they cracked the one billion dollar mark. When the Olympics was in the United States, Home Depot sponsored the games and provided jobs for the athletes who could not afford training. After the games were through, Home Depots employees won a total of 58 medals. Home Depot has been through many successes and failures on it climb to the top of the Home improvement retail industry. However going through these challenging and thriving times has made them who they
are.
Home Depot is the brainchild of Bernard Marcus and Arthur Blank and came about after both men lost their job in the home improvement industry in 1978 (Parnell, 2014). Home Depot has acquired several smaller home improvement stores in both the U.S. and abroad through the years which enabled it to position itself as the world’s largest home improvement chain (Parnell, 2014). Home Depot focuses on the do-it-yourself segment of the market and sells sells tools, construction products and services. Marketing is a strong point for the company. They are able to maintain a competitive advantage by keeping themselves available to their customers at all times. Home Depot has been using both online and offline marketing efforts. The internet has become a very useful tool for the company and part of the reason that they are leading the market in DIY stores. Home Depot currently provides DIY videos on YouTube and Vine that cover current topics that consumers are likely to be interested in. They also have social media pages on Facebook and Twitter, where they have a huge following. They provide online communities where actual employees answer consumer’s questions and provide assistance on
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
Internally the strategy moving forward was unclear. The chance to address 25,000 dealers demanded the new leadership had a clear picture of their mission moving forward. With a very narrow scope of product offerings and the slowing sales of their high-end speakers, the decision to expand into additional products, or stay focused on their main revenue source would determine the future of the company. Offering their product in the large retailer market and pulling away from the independent installers had already damaged their brand equity. Furthermore, engaging with the production home builders, while generating the necessary revenues for survival, alienated the custom installer and their referral clients. (Kerin & Peterson, 2013). Considering the relatively small size of the company combined with the dangers associated with brand extension could overstress the resources necessary to launch and maintain a new line. One of the keys to a successful concentric diversification is close coordination with existing customers and distributors. Unfortunately, the dealers that had made them successful were not pleased with their recent brand dilution. (Gordon,
In the early 2000’s Lowe’s was rapidly intensifying its presence nationwide. The company carried a varied assortment of home improvement products and catered to the needs of retail as well as commercial business customers. Lowe’s expanded their reach by acquiring a 41-store chain, Eagle Hardware and Garden, and engaging in a strategic alliance with HGTV to obtain a more profound existence in their market (Rouse, 2005). By 2004, Lowe’s operated almost 1,000 stores with plans to continue expansion across the nation (Rouse, 2005). The company has a core competency in helping customers meet their home improvement needs at a low price. In order to use this core competency to gain a competitive advantage, the company has focused on key functional strategies. To continue their success, Lowe’s must specifically focus on marketing, logistics, and human resource management strategies.
The Home Depot learned the hard way that you must hire a leader that will stay true to the core values. The leader’s ethics and values will play a huge role in determining if the company will succeed or fail. The founders of The Home Depot built a culture on the foundation of respect, integrity, and compassion. The culture and customer service under the influence of the admired founders prospered.
Home Depot was founded in 1978 by Bernie Marcus and Arthur Blank in Atlanta, Georgia. With their store, Marcus and Blank revolutionized the do-it-yourself home improvement market in the United States. Home Depot began as a very basic store, operated in a large, no-frills warehouse. Home Depot carries over 35,000 products, with national brand names along with the Home Depot brand. At the start, Home Depot was able to offer exceptional customer service with knowledgeable employees who could guide customers through home renovation projects. Since its opening, Home Depot has experienced incredible growth, and today is North America's second largest retailer, and the largest home improvement retailer. Internationally, Home Depot has expanded into Canada, Mexico, and is beginning to operate stores in China. Home Depot's competition includes Sears, Ace Hardware and Lowes (the main competitor).
Lowe’s Companies, Inc. is averaging the opening of about two stores per week. This is part of an unprecedented two billion dollar store expansion, which is the most aggressive expansion in the company’s fifty-five year history; thus, magnifying Lowe’s locality and customer convenience in the United Sates home improvement marketplace. Lowe’s new superstores are currently the largest in the home improvement marketplace, averaging a retail space of about 150,000 square feet. (http://www.lowes.com)
Black & Decker’s 9% share versus Makita’s 50% in the tradesmen segment is caused by three reasons, the brand perception, the new distribution channels and the tool’s color.
Home Depot, well-known by its big, bright orange box logo, is a retailor of numerous popular brands of construction and home improvement products. Reach the Top® manufactures a popular brand of ladders and scaffolding already sold by Home Depot, and...
Home Depot reached the number one spot in home improvement centers the world over in 2001 (Bianchi, 2006, section 1, para1). In 2002 their net sales reached $58.2 billion (Bianchi, 2006, section 2, para1). There were more than 1500 Home Depot stores within the United States, Canada, and Mexico at the end of 2003. In 1994 Canada became the first foreign country in which Home Depot expanded...
Their stock prices have continued to rise even during recessions and the data breach. The Home Depot continues to surpass its competitors such as Lowes, and is widely known for their diversification in the industry. I shop at Home Depot for this reason - buy anything online & pick it up in stores.
Best Buy’s History & Main Characters: Best Buy is Minneapolis-based and is North America's leading specialty retailer of consumer electronics, personal computers, entertainment software and appliances. Throughout Best Buy's 37-year history, the company has maintained the tradition of making life fun and easy for customers and employees, while providing a significant return to partners and investors. It has 80,000 employees and over 550 stores in the U.S., in addition to the brands Best Buy Canada, Future Shop and Magnolia Hi-Fi. Their leadership is led by Dick Schulze, Founder and Chairman, Brad Anderson, Vice Chairman and CEO, Al Lenzmeier, President and COO, and Darren Jackson, Executive Vice President of Finance and CFO. Chairman Dick Schulze founded Best Buy in 1966 with the Sound of Music, an audio component systems store in St. Paul, Minn. In 1973, Vice Chairman and CEO Brad Anderson joined Sound of Music as a salesperson. The company quickly expanded into video products and computers, was renamed Best Buy in 1983, and became a public company in 1985. Best Buy’s revenues for fiscal year 2003 were $20.9 billion and net earnings of $622 million. It was ranked number 91 on the Fortune 500 in 2003 (Bestbuy.com). Best Buy stores are redefining the way customers shop by offering an unparalleled assortment of affordable, easy-to-use entertainment and technology products and services available through its network of more than 550 retail stores in 48 states and online at BestBuy.com. Best Buy is scheduled to open 60 new stores in fiscal 2003 and is on track to have 650 stores by fiscal 2005. Magnolia Hi-Fi is a high-end electronics retailer specializing in audio and video solutions for homes, ...
And so the company may face trouble with strong ecological forces and they need to make lots of innovation and research in order to gain product improvisation which would take lots of time. When it comes to The Home Depot, the ecological forces might not be making a huge impact as they produce many other products which include not just the household products but also the lumber and gardening tools (Choi, 2012, p. 1).
The customers are the top priority. Next are the front-line associates, then field support, and then corporate support. The CEO comes last. In this prioritization, Home Depot’s organizational culture ensures that corporate values are inculcated among all employees, especially the front-line workers at the stores. In addition, this feature of the organizational culture highlights the value and contributions of front-line workers, translating to Home Depot’s managerial approach that recognizes idea and action contributions from
Even with all of things I’ve for mentioned, there’s so much more that goes into keeping a hardware store in business and stay afloat the 11 hours a day they are open, seven days a week, for 360 days a year. I could probably write an entire book about different things that you need to keep up with at the store, like stocking/ordering information, point of sale system, deliveries, floor cleaning, correctly counting out the cash registers…the list goes on and on. It’s a never ending cycle when it all comes down to it, but you need to stay on the ball with it. The second you fall behind in the hardware business (for any small business for that matter.), is when you’re most vulnerable to the decline of your business.