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Customer retention and satisfaction research proposal
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Our recommendation is to take Sears Holdings Corp. (SHLD) private through a private equity buyout. After doing so, we recommend implementing a centralized management structure and recruiting retail-savvy executives for the upper management team. We then recommend focusing on increasing value by capitalizing on SHLD’s real estate holdings through leasing agreements and increasing partnerships with complementary enterprises. Also, we recommend improving employee retention rates and retaining exclusive rights to private brands. Finally, we recommend focusing on a long-term strategy to continue to maximize SHLD’s ecommerce platforms. We believe these recommendations will lead to long-term stability through increases in customer base and revenues and decreases in overhead costs.
Strengths
One of SHLD’s main strengths is its proprietary brands such as Diehard, Kenmore, Craftsman, and Lands’ End because these brands have a great amount of customer loyalty and repeat customers. Another one of our strengths is our vast pool of valuable real estate assets. These assets enable SHLD to generate continuous revenue through leasing agreements and a safety net in a liquidity crunch. Additionally, “mygofer” and “Shop Your Way” programs account for more than 60% of revenues for Sears and Kmart stores. These loyalty programs have created a strong and loyal member base who provide repeat business for SHLD. Lastly, Sears Holdings’ has been around for over a hundred years and thus has an established brand name within the discount retail sector.
Weaknesses
One of SHLD’s weaknesses is an upper management team who lacks knowledge of the retail sector and fails to communicate effectively across business units. A second weakness is the de...
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...uch Does It Cost Companies to Lose Employees?" CBSNews. CBS Interactive, 21 Nov. 2012. Web. 23 Oct. 2013.
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Santoli, Michael. "Sears Grows on the Web – but Can It Shrink Fast Enough Offline?" Yahoo Finance. Yahoo!, 22 Aug. 2013. Web. 23 Oct. 2013.
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Lowe’s grew through strategic choice by heavily focusing on key functional areas involving research and development (R&D), marketing, and logistics. Lowe’s important R&D investments included the creation of two prototype stores. The first prototype with 147,000 square feet catered to large markets and the other with 120,000 square feet catered to smaller markets (Rouse, 2005). Lowe’s used these store prototypes to help guide their continued growth and store placement. The prototypes also aided the company in designing future stores more efficiently with respect to energy and sustainability (Lowe’s Companies, Inc., n.d.). Furthermore, Lowe’s marketing strategy concentrated on attracting new customers and enhancing current customer satisfaction. To bring new customers to the store, Lowe’s engaged in a pull marketing strategy (Wheelen & Hunger, 2012). The com...
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 biggest seller for Sears (at more than 1,700 homes built) was sold between the dates 1915 and 1927. Only one Sears model meets that criteria.
The key issues for K-Mart strategies are finding the right cost level for an opportunity to be aggressive, and differentiating the product for consumer in terms of different consumer and different intangible product attributes. K-Mart and Sears should be combined with a new overall corporate competitive strategy using a cost focus. This may turn out to be the only sensible strategy, and the one which best describes the strategy adopted. Strategies of cost leadership and product differentiation are often described as if they were mutually exclusive you can either pursue one or the other, but not both.
Sears has gotten a good start on their Internet venture. They do have a lot of competition in this regard and a “new” business does take a while to get off the ground. Therefore it’s not surprising that they have had a slow start but they are beginning to pick up with the alliances and partnerships that they have entered into to boost their exposure. Their e-commerce trade could become as big as their chain of retail stores. All-in all, I believe that Sears is on the right road to recovery.
Strengths: low price, strong brand name, excellent merchandise, exceptional employees, huge membership base, economies of scale, efficient distribution and operation.
E Consultancy (2013, March 13). How McDonald's uses Facebook, Twitter, Pinterest and Google+ | Econsultancy. Retrieved January 26, 2014, from http://econsultancy.com/blog/62329-how-mcdonald-s-uses-facebook-twitter-pinterest-and-google
14. Chapter 9: Corporate Stock 15. Chapter 10: Competitor strategy 16. Chapter 11: Corporate Strategy 17. Chapter 12: The corporate culture of Home Depot 18.
As revealed by the SWOT analysis earlier Kmart has potential to pull itself out of its current position of facing closure. In order to exploit opportunities and counter threats Kmart needs to build on these competencies to strengthen its position and counter internal weaknesses against the single largest industry threat - increased competition in a mature market.
On January 22, 2002, Kmart filed for Chapter 11 bankruptcy protection becoming the largest retailer ever to do so in U.S. history. Most industry analysts attributed the immediate cause of the company's bankruptcy filing to a dull holiday season and stiff competition from WalMart and Target as the chain's more fundamental problem. But competition wasn't the root cause of Kmart's consistently poor performance. The real reason for Kmart's poor performance is that Kmart never had a marketing strategy. Kmart completely misunderstood its market and was positioning itself in the wrong direction. Also, on the strategic side, there are issues of where stores were located. On the whole, Kmart stores did not seem to be sited as well as the stores of the competition. Then there was the issue of technology. While Wal-Mart was becoming the relentless efficiency engine that we know today by investing in technology and streamlining the supply chain, Kmart held back. As Wal-Mart developed an infrastructure that enabled it to lower prices, Kmart slipped into a price disadvantage. This paper discusses these strategic problems that led to Kmart's poor performance.
The two stores target middle and low-income households and both were behind other retailers in terms of technology and logistics. The name brands of both stores would have familiarity, but one brand that Sears Holding was very popular and known for is the trademark Craftsman and their lifetime warranty, and had spokesmen like, Bob Villa where K-Mart had the Martha Stewart brand ware. The trademark, “blue light special,” was unique and special that caught peoples attention and never forget, where Wal-Mart used the slogan, “ Rolling back the prices,” and added catchy monitors near every isle entry and benches throughout the box store for shoppers to rest. Ultimately, as the CEO of the Dollar Tree stated, “The "bifurcation," is even harsher for the low-income families that make up the bulk of Family Dollar's consumers: on average shoppers have an annual income under $40,000, and 50% receive government assistance,” Linshi, J. (2014). [6]
A. M. Kaplan and M. Haenlein, ‘Users of the world, unite! The challenges and opportunities of Social Media’, Business Horizons, vol. 53, no. 1, 2010, pp. 59-68.
In the remote environment there are economic and technological factors that will impact Sears Holdings. Economic factors such as availability of credit, level of disposable income, and the willingness of people to spend will all be major factors affecting the company (Pearce-Robinson, 2003). Technology will also be a concern for the organization. To avoid obsolescence and promote innovation, a firm must be aware of technological changes that might influence its industry (2003). In recent years, the ease and availability of the internet has opened the doors in the retail setting where people now do not have to leave their home to purchase everyday items. During the next five to ten years the internet will become a way of life. Customers will be able to purchase their appliances, schedule an appointment, and even view, in a real time environment, the location of their service technician. To help Sears Holdings remain competitive they must remain conscious of market trends and internet technologies. Technological forecasting can help protect and improve the profitability of firms in growing industries (2003).
Our group chose Sears as our company to research why they have not been performing well in the past few years. Throughout this paper we will discuss both the internal and external environments of the company, threat of substitutes, why the firm is underperforming, actions the firm has taken to improve their business, and recommendations for improvement. First, we will analyze the external environment for Sears through the PESTEL framework and threats of substitutes. The PESTEL framework is a tool used to identify macroenvironmental forces that might affect an organization.
According to Porters analysis, there are five basic factors affecting the operations of an organisation in any given market. These factors are bargaining power of suppliers, bargaining power of buyers/consumers, threat of competitive rivalry, threat of substitutes and threat of new entrants.