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Home depot business model strategy
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Home Depot’s improvements are been seen from stock prices to better customer experience through new technologies (www.forbes.com, 2015). The company’s stock increased by 175% and introduced FIRST phones, a mobile in-store technology (www.forbes.com, 2015). Therefore, the strategic plan is for this device is to increase customer interaction for information on products and checking its availability (www.forbes.com, 2015). Also, Home Depot put together another strategy which made same day shipping on customers that order online before 5 p.m. (www.forbes.com, 2015). However, Finance and Information Systems can’t be the only strategy focus for the company. It must consider all entities to ensure that all functional strategies are working together. …show more content…
Next, Home Depot are making strategies changes within their Human Resource Management by performing under the mature stage.
The company is increasing productivity by hiring 80,000 workers (www.forbes.com, 2016). However, the Research and Development are performing in a maturity stage by searching for ways to become more efficient in processes (Parnell, 2014). Home Depot is awaiting the Supreme Court to finalize their decision to decrease card payment swipes from $0.24 to $0.21 per transaction (www.forbes.com, 2016). This strategy will increase growth and the competitive edge for the company (www.forbes.com,
2016).
Per Kalogeropoulos (2016), the company is better able to ensure product availability while managing their costs because of their latest logistics initiative. They have recently created a network of deployment centers that reduces the time between when the product leaves a supplier to when it hits the shelf at the Home Depot store which drives profits higher. Parnell (2014), relays that companies who use low-cost strategy seek distribution channels that minimize cost. Home Depot’s new logistics initiative provides the company with economies of scale and a market advantage because it adds to their low-cost
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
Caterpillar Inc. - Strengths and Weaknesses Caterpillar Inc., sought to better determine customer demand by leveraging the Internet. Using i2 Demand Chain Management, Caterpillar created an online dealer storefront that is accessible to both dealers and end customers, and the company has expanded its sales coverage, reduced the cost of sale, and increased productivity. Caterpillar’s Building Constructions Product Division needed to predict and rapidly respond to customer demand. The company wanted to empower its dealer network to provide the highest levels of service to the end customer. Company executives knew that the Internet was critical to their strategy. Caterpillar wanted to leverage the Internet to provide more visibility into customer buying habits. In doing so, it could save millions of dollars in inventory by building and configuring those products that customers demand, rather than stocking excess inventory. The company wanted to promote specific product lines and associated work tools using a combination of traditional (dealer) and nontraditional (Internet) channels th...
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.
Lowe’s employs more than 260,000 people in more than 1830 stores; these employees are trained to provide exceptional customer service as well as receiving up-to-date product knowledge to assist customers with their improvement needs. In addition, Lowe’s has upgraded store information technology infrastructure to assist employees in accessing product data faster and easier. This is accomplished by providing the sales team with computers that have Internet access, and Ipad’s and Iphone’s loaded with specialized apps (Lowes, 2014).
The company I have chosen to research for my final paper is Home Depot. Home Depot’s principal assets, debt and stock information as of January 30, 2001 are as follows: (amounts in millions, except stock)
The Article, "Renovating Home Depot," describes how, since the arrival of the new Chief Executive, Robert Nardelli, the business strategy has shifted to a more militaristic style. In the beginning, Home Depot was a "decentralized, entrepreneurial" business, and now is switching to a different management style. Nardelli loves to hire ex-soldiers, and is perhaps using the armed services as a role model for the new business structure. Under Nardelli's leadership, Home Depot is becoming more centralized and the good financial reports following this are signs that it a good strategy (Grow 50).
Nordstrom can continue providing their exceptional online experience and client focused approach using their online system by offering an unmatched online experience that copies their in-store customer service. This would allow Nordstrom to raise its revenue considerably as well as further improving their brand image. I will also discuss specific ways of successful execution, and the steps required to provide Nordstrom a stunning picture of how to execute strategy.
Most of the employees in Lowe’s are full-time personnel who know much more clearly about the products than those part-time employees. Better knowing the company, Lowe’s could engage with customers easier and more frequently, then collecting more information from the consumers. Consequently, the company would get more valuable data and arrange functional
This paper is a continuation of the previous SWOT analysis of the Home Depot wherein an audience was selected for the marketing plan. The segmented audience chosen consists of women ages 35 to 45 that are members of generation X with similar interests in home and gardening do-it-yourself projects. A description of an ideal customer is provided as well as the benefits if chosen to market to that specific audience. Using the segmented audience, an overall goal of increasing Home Depot customer relations was set and objectives were identified to gain a positive brand image in the eyes of this targeted group. Strategies were then selected based on target audiences
Home Depot is built on the principle of creating value for our stockholders while never forgetting our values. We seek to be profitable, responsible, and balance the needs of our communities. Throughout our company, our associates are challenged with finding ways in which we can provide the best products for our customers, provide the best possible work environment for our associates, have a positive impact on the communities in which we operate, and provide excellent returns for our stockholders. Working in a Store Support Center, rather than a corporate headquarters, their leadership team knows that the most important people in the fabric of the company are the store associates and store leadership teams. Frank Blake was appointed as the Chief Executive Officer of Home Depot in January 2007 (Sellers, P.).
Once Home Depot’s marketing plan contains a thorough description of the scissor lift, it will then focus on the branding, pricing, and distribution of the lift. The plan will also need to include a product branding and pricing strategy, as well as examine how the pricing strategy supports the branding strategy. In addition, Home Depot will prepare a distribution channel analysis from which it will create a distribution strategy, determine whether the company is going to use a push or a pull strategy, and how the distribution strategy fits the product.
Strategic plan reviews the mission and vision of a company (Armajani 2012). For Best Buy, it aims at providing customers the latest devices and services at an attractive price at any time via multi-channel. And apart from just selling, it provides technical services and warranty of products in order to further improve customers’ experience to which the company highly valued (Best Buy 2014, p.25).
Two things that Office Depot should do to move it more toward carrying out the marketing concept could include addressing the issues with their services directly to the employees and allowing their customers to realize that their feedback is greatly appreciated and that their ideas and opinions will b...