Dicks Sporting Goods Mission Statement

Today, Bass Pro Shops is a multi-billion dollar enterprise that specializes in sporting and hunting equipment. The company's current position is a far cry from its modest beginnings in 1971 when the company's founder, Johnny Morris began selling fishing lures on just two shelves in his father's liquor store. With fifty-two retail outlets as well as a number of Outdoor World superstores in the United States and Canada, a user-friendly Web site and extensive mail catalog sales, Bass Pro Shops has become a leading sporting and hunting goods in North America today. To determine how the company achieved this impressive growth, this paper provides an analysis of Bass Pro Shop's corporate strategy using Ansoff's Growth Strategies and Porter's generic strategies for growth, the company's market segmentation and marketing mix. Finally, an assessment of appropriate Bass Pro Shop's marketing metrics is followed by a summary of the research and important findings in the conclusion.

founded in New York City in 1985 by Vito Russo, Jewelle Gomez and George Kolovakos.[ii]

Lastly, the company suggest to expand their current inventory through increasing production and capacity. With the increase in production rate the company can gain more consumers as a whole through supply and demand. Doing this would give the company an opportunity for more exposure and perhaps better brand recognition.

Dick's Sporting Goods, Inc. is an authentic full-line sporting goods retailer that offers a broad assortment of brand name sporting goods equipment, apparel and footwear.

An athletes dream or even a sports lover’s store of preference, Dick’s Sporting Goods located at its new location is a spectacle to see. It’s extremely big and you can find yourself spending countless of hours there just strolling the aisles which is why I found myself observing much more than just the products they had to offer. I found myself observing the customer satisfaction, the employees’ willingness to help and be there if someone looked as if they were struggling trying to find something in this maze of new renovated store. Throughout my time spent at the new location I found some interesting things and

Innovation is probably the most important driver of change in most industries, especially ones that are saturated. Dick’s continuous innovation has helped them be one of the leaders in the sporting goods industry for over a decade.

Nordstrom is one of the top retailers in the United States. With a solid brand image and a sound financial situation, Nordstrom is relentless in their expansion in the US, and are beginning to expand into international markets. Nordstrom takes pleasure in providing state of the art client support and having experienced sales people. In order to hold their position as the most successful high-end retailer in the United States, Nordstrom must continue to figure out ways to improve their brand image and customer satisfaction. Nordstrom’s current business working strategy is successful but I believe there are a few ideal solutions that the organization could apply to further enhance the organization. Due to the aggressive

Second major competitor of Dick’s Sporting Goods is Foot Locker. According to Yahoo Finance, the company is an American sportswear and footwear retailer based in New York, New York and was founded in 1974. The company operates as a retailer of athletic footwear. Foot Locker sells more athletic shoes than any other retailer in the U.S. As of January 28, 2012, it operated 3,369 stores in 23 countries including North America, Europe, Australia, and New Zealand. The company employs 13,080 associates as of 2012.

The company was founded by Richard Block and David Quayle in March 1969 and the first store was opened in Southampton Hampshire. The store was originally called Block and Quayle but was then shorted to B&Q. The owners wanted to offer their customers better value, longer opening hours and better product range.

The management of Sports Products Inc. should pursue maximization of shareholders’ wealth as its paramount goal. As far as we know, the stockholders are the owners of the firm and the ones bearing the most risk in running it. In line with this, the board of directors and/or the management is

I would consider lowering price points so I could tap into the more than 10% of consumers without becoming “Wal-Mart”. Now the company did do something to increase its’ position that I found useful. That was to decrease its’ overall lease space by 2%. (2010 shareholders meeting). This reduction in retail occupancy costs attributed to the 1 billion dollars the company enjoyed last year. I would also consider expanding the company’s customer base by broadening the product line to similar to Home Goods or Bed Bath and beyond who currently double the revenue of Williams-Sonoma. (Redistribute assets earmarked for traditional cataloging to online accesses. Not only will this save money, but will also impact paper usage. I believe advertising in this was has all but outlived its’ usefulness.

How Warby Parker is using digital technology to develop its business model and operating model

Customer service management is very important here. Making sure that the product is still selling to the customers; by having an understanding of what they like and what they demand is critical to the success of any business. Especially with the top level managers taking very little input from employees, it is more important to maintain a relationship with customers. It would be a good idea to send out customer surveys and offer incentives, to measure performance.

Over the past twenty-five years we have had to reinvent ourselves many times. The first surge was with the Waffle Trainer and the running craze. When that slowed, we thought we ran out of market. We had another surge with basketball behind Michael Jordan, and cross-training with Bo Jackson. Then again, we Thought our growth was dead. Another surge came in 1995, when Nike became fashionable and athletic urban wear became king. But,that too ended in early 2008, as did the health of the Asian economy. There we were, with an over-extended brand. Each time we reinvented our company. In 1995, when we reached $3 billion in sales, we said $5 billion was the absolute limit. Three years later we were closing in on $10 billion. Each time we did succeed it was due, in part, to

Founded by John Morris in 1972, Bass Pro Shops was born out of a fishing tackle business that sold homemade bait and worms, located in the back of a Brown Derby liquor store. Bass Pro Shops mailed its first catalog in 1974. It soon became the world's largest mail order sporting goods store. In 1984,