Home Depot Business Case Analysis Letter to CEO
To: Robert L. Nardelli, - President and CEO of Home Depot, Inc.
Date: March, 04, 2004
First of all, I would like to thank you for giving me the honor to analyze your well organized and developed company. In this memo, I am going to discuss the strategic factors facing Home Depot, the strategies that the company has been following for the past years, and the distinctive competency Home Depot attain. Also, I am going to give my recommendations and opinion.
Some of the strategic factors that Home Depot faces are related to product quality, price, advertising, store capacity, competitors, and customer's independency and satisfaction. Most of these strategic factors helped in the
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Even if, the company can afford to open all these stores, I do not think that the company should open many stores in one area.
Another strategy that your company is following is focusing on customer service and satisfaction or what is referred to "customer cultivation". Customer cultivation is the result of the provision of highly qualified and helpful employees, professional clinics and in-store clinics. When the company was faced with clogged aisles, endless checkout lines, and too few salespersons, it sought creative ways to improve customer service. Workers were added to the sales floor, shelf stocking and price tagging were shifted to nighttime, when the aisles were empty. Therefore, the availability of sales personnel to attend to customer needs was one clear objective of the Home Depot customer service strategy. It gave the DIY (Do It Yourself) customers the support and confidence that no home project was beyond their capabilities. Home Depot attitude of complete customer satisfaction has led the company to constantly seek ways to improve customer service. I think that this strategy is great and was worth all the expenses because the employees were free to sell during the day and focus more on the customers needs. It the good experience that brings the customer again and it's the word of mouth that brings other new customers, therefore, customer satisfaction is the most important strategy that any
Home Depot’s retail strategy is one of reasons for its fast growth and continued leadership in the home improvement retailer industry. Its focus on speed, efficiency, and quality has made it one of the largest retailers in the world. Home Depot focuses on being a leader in “product authority.” Walmart and Costco are leaders
Home Depot has clearly set itself up to be successful in the recent upswing in the housing markets. Their technology upgrade has proven to be successful in keeping stores stocked and employees more engaged with helping the customers.
The growing trend of home improvement has perpetuated a larger demand for box store home improvement shops such as Home Depot and Lowe’s. There are several types of companies that contribute to the booming renovation industry. Home Depot and Lowe’s provide all the
Home Depot is the fastest growing retailer in the U.S. by some accounts. It has a fascinating history of innovation and entrepreneurship. The company had some difficulties in the mid-2000s that some attribute to cultural clashes. However, during this period the company was able to take full advantage of the housing boom. Yet when the bubble burst, Home Depot was forced to claim substantial losses. Despite these loses Home Depot has weathered the storm fairly well and is in prime position to take advantage of an economic recovery; if it ever comes.
The Home Depot knows that they must stay on top of technology and management must be able to organize this function in a way that surpasses the competition, pleases the customers, and keep the employees satisfied.
I believe that Home Depot has done an excellent job at reaching its goals in the past ten years. They have been able to expand their market by aggressively opening several store locations and using a clustering strategy. In doing this they have become a market leader and they have also been able to keep their SG&A expenses down by eliminating redundant expenses by spreading them out between stores close in proximity to each other. Home Depot is facing a few problems in order to continue reaching its stated goal(s) of becoming a global leader and expanding their existing market. There are a few established business that are in direct competition with Home Depot such as Lowe's, their number one competitor, and other companies such as Eagle Hardware & Garden of Seattle, who has been preparing for the intense competition
If we look at Home Depot's business segments and the statistics on new home sales, we can see where the challenge is. According to the Commerce Department, sales of new homes grew by 6.6% in the month, setting the annual pace for 2010 to 307,000 total units sold. Although, there was an increase in September, this annual pace is the worst on new home sales since 1963, even when mortgage rates are at an all time low. This signifies why there would be disappointment from Home Depot. It is quite obvious that they will continue to struggle, at least through the 4th quarter of this year due to an industry dependent upon a strong real estate market.
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
The procurement policy has changed to include higher product lines like Thomasville furniture and RIDGID tools known high-end items in the furniture and professional grade tools industry. In addition, Home Depot has collaborated with Martha Stewart Living offering a select brand of home improvement merchandise in certain types like paint, outdoor living, and home organization merchandise from Martha Stewart Living (Home Depot, 2013). By modifying strategies from internal industries such as example design stations that drive merchandise, the emphasis should be retaining the consumer through purchasing Home Depot’s products and guaranteeing that products remain available. Home Depot has changed their strategy and policy of purchasing to reflect the changes in the domestic market. Given is an outcome to raise demand for a service, fluctuating the demand curve to the right. By adding features to the provision or constructing it quicker or more dependable, Home
Home Depot is the world's largest home improvement retailer operating in 45 states, Canada, Chili and Puerto Rico. Home Depot stores aim to serve both do-it-yourselfers and professional contractors with home improvement superstores carrying between 40,000 and 50,000 different products. Home Depot has also been listed as one of Fortune's most admired specialty retailers for the past six years. In order for companies to succeed in the competitive current marketplace they must consider not only the bottom line and their investors but also their impacts on the community, their employees, and their customers. Home Depot was founded on the idea that treating employees well is an important responsibility. Home Depot believes employees that are
Customer service, product authority for home improvement and disciplined capital allocation will always be a part of Home Depot’s business strategy (The Home Depot, 2015).
Home Depot’s and Lowe’s functional strategies appear to be very similar across the different components. Both firms are investing in information technology, using capital for strategic investments, ensuring products are relevant to the local market, integrating the online and brick-and-mortar shopping experience, and striving to hire and retain knowledgeable people. In addition to similar tactics discussed by the two firms, there were even identical terms used to describe functional strategies such as “seamless”, “customer experience”, and “price guarantee” were used to describe some
It would be imperative for top management to retain talent. The cost of training a new employee that is not familiar with do it yourself projects could be expensive. The knowledge that Home Depot employees have is a competitive advantage. Using this knowledge and fostering it would be a way to distinguish itself for Lowes (Parnell, 2014). I would pay
Home depot had two set of beleifs : Firstly there are internal beliefs that include encouraging innovation at all levels and allow managers to take decisions for their stores independently and secondly there are external beliefs which focus on the fact that all actions should move
A strong foundation for success and growth was already in place in Home Depot under Marcus leadership. The company demonstrated a very strong culture, built on entrepreneurialism and customer service. Abundant promotion opportunities were created due to rapid growth attracting carpenters, plumbers and other building professionals as salespeople. Most of the non-entry-level jobs were filled internally, and from the 400 department heads, just a dozen came from outside the company. Additionally, employee stock