Home Depot Case Study 1. In what ways can (a) decentralizing and (b) centralizing authority help an organization like Home Depot to improve its performance? The case of Home Depot brings about the opportunity for one to view both the benefits of centralized and decentralized authority and the benefits that it brings to an organization. As noted by the success of the Home Depot, it is vital that mangers in businesses know which form of authority is appropriate during certain stages of the
Page Break Transformation at Home Depot Case Study Introduction Home Depot is one of the few businesses that come to mind when thinking about home improvement and do it yourself projects. But, it is not necessarily the first one that comes to mind considering its competitors like Lowe 's, Ace Hardware, or True Value. In 1978 when Home Depot was founded by Bernie Marcus and Arthur Blank its growth seemed unstoppable. This is most evident by looking at financials of the organization, in 1981 stock
Background Information The Home Depot Inc. was founded in 1978 and is the world’s largest home improvement retailer and the second largest retailer in the United States. The sales for the fiscal year 2000 were $45.7 billion, compared to $38.4 billion in fiscal 1999. As of January 2001, the company was operating 1,134 retail stores in forty-seven states, six Canadian provinces, Puerto Rico, Chile and Argentina. Home Depot stores sell a wide assortment of building materials, home improvement and garden
Introduction The case study Renovating Home Depot was the case of a leader who joined a successful business only to discover that the company was running out of growth opportunities and also did not have the basic systems needed for increased growth in place. Robert “Bob” Nardelli was chosen as the CEO of Home Depot based on his proven ability to reenergize slow-growth businesses. He was a leader that went all out to achieve his goals and was identified as someone who was “comfortable in his own
Home Depot Questions for Case Discussion 1. Look at page 16 of the case (Selected Financial Data). Note that fiscal 1985 ends on February 2, 1986 (there is a typo on this page; the far left numbers column should be February 2, 1986 instead of February 2, 1985). Evaluate Home Depot 's performance in the following areas: • Growth in Sales • Growth in Total Assets • Change in Net Income • Growth in Long-term Debt 2. Look at page 17 of the case (Management Discussion). Compare 1985 to 1983
Case Summary: Home Depot continues to pace the do-it-yourself large box store market by identifying potential marketing opportunities through research. One way the company has separated itself from rival companies Lowes and Menards, is by determining the need to target women home-improvement shoppers. Home Depot was able to produce a bucket which is easier to use and carry for consumers who may have difficulty using a traditional bucket. The new bucket has pockets on the bottom and side, and
Home Depot Case Analysis Andrew Stovall MKTG 6301.01 Dr. Rajaratnam September 27, 2012 Home Depot Case Analysis Summary The Home Depot Case takes place in 2007 during a time when the former chairman and CEO Robert Nardelli had recently announced his “mutually agreed” upon resignation from the company. Nardelli started at Home Depot in 2000 and produced rapid growth for the company because of his cost-cutting measures and centralized purchasing strategies. However, even though the profits
INTRODUCTION Home Depot enjoyed high growth of revenues and profits in the period 1978-2003. From 7 mio USD of revenues in 1979 to 64,8 bn in 2003. Revenue growth was generated mainly due to external growth coming from mergers and acquisitions. Home Depot has four product categories: Building and Remodeling, Home Décor and Organizing, Outdoor Living and Tool and Hardware. Company went through some structural changes when in 2000 first non funder Bob Nerdelli became the CEO of the company. Nerdelli
Abstract Home Depot went through many changes as a result of new CEO Frank Blake and Vice President of Human Resources, Tim Crow. The culture inherited by both Executives from their predecessors went through a transformation process for the business to thrive once again. Blake and Crow justified laying off 1,200 workers as a result of their vision to enhance Home Depot’s position in the market and to go back to the organizations foundations embedded by founders Arthur Blank and Bernard Marcus.
9/15/12 Home Depot Learns Chinese Prefer 'Do‑It‑for‑Me' ‑ WSJ.com Dow Jones Reprints: This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers, use the Order Reprints tool at the bottom of any article or visit www.djreprints.com See a sample reprint in PDF format. Order a reprint of this article now BUSINESS Updated September 14, 2012, 5:52 p.m. ET Home Depot Learns Chinese Prefer 'DoItforMe'