Harvey Norman Business Analysis

The graph below is per date 22/01/2013 which shows the present share value of Harvey Norman in regarding a comparison to last 12 months. Surprisingly the value of each share went down since September 2012 which was reached to its lowest point in the end of 2012.

As we have mentioned in introduction, Harvey Norman (ASX. HVN) is a giant company, business cover Australia nationally, Asia in Singapore, Malaysia and Europe- Ireland. Core business specialized in retailing & franchising, in areas of electrical, computer, furniture, entertainment, bedding goods. In this part of assignment, we aimed to find out some non-quantitative factors that might leads to potential misstatement, which eventually overstated or understated specific accounts that shown in profit and loss or balance sheet.

HVN has expanded its market overseas, for instance, like New Zealand, Slovenia, Ireland, Singapore and Malaysia. It may earn more returns from oversea market in the future.

The economic success of retailers greatly depends on their ability to reach customers and meet customer demands in ways that is convenient for the customer. No longer can retailers expect customers to only shop at their retail stores. Retailers are required to provide customers with the multiple shopping channels and flexible fulfillment options that they demand. Companies who fail to do so will see their customers take their business to competitors who are both willing and able to serve customers based on consumer demand (xxx)

Home Depot, Lowe's and Wolseley are all major building equipment retailers, Wolseley having a more global presence as a UK-based firm that started in Australia. Home Depot is a North American operator and Lowe's is generally in the US only. This paper is going to analyze the balance sheets of these different firms to determine how each has performed over the course of recent years.

In the Table __ and Fig __, you can see how the company has been performing. The overall profitability of the company has increased. Profitability ratios have increased since 2010. In particular, Harvey Norman’s Gross Profit Margin saw a significant growth, it grew 44.7% since 2010. Operating Profit Margin saw a similar result, finishing with a ratio of 10.5 in Financial Year 2015. Harvey Norman’s Net Profit Margin (when positive), have been at best maximum and are further illustrative of the paper-thin margins typically associated with the retail sector. Investments of Return on Assets (ROA) and Return on Equity (ROE) were also substantial, comparing 2010 and 2015 there was a relative decrease in ROA and ROE which doesn’t make much of a difference if the Gross Profit Margin has a strong game. Thus, on the basis of the financial results over the last 6 years, shareholders would definitely be confident about investing in Harvey Norman, unless there is a decline in current asset and equity returns.

Harvey Norman is one of the biggest consumer electronic retailer in Australia (D Richard, 2010), well-known for its recognisable brand name and local community involvement, Harvey

According to Turban and King (2003), internet technology renders retailers an additional channel for branding, transactions and customer relationship management, the adaptation of which may drive down retailers’ transaction costs, and ensuring faster and higher quality of customer interactions, resulting in enlarging the existing markets and consumer base. M&S realizes this and have tried to sell clothing via high street stores as well as via internet though they have experienced cost cutting, rationalisation and management changes in order to revive their business in recent years. Internet technology might enable sustainable competitive advantage, but problems remain on how to physically organize their online retail operations.

The main competitors of Harvey Norman Holding LTD is the group of J B HI-FI, who has declared a sales revenue from 2.73Bn to 2.96Bn as an increase of 8.3% (P.2, JB HI-FI annual report 2011), compares to the increase of 9% of Harvey Norman.According to the figure,it seems Harvey Norman is doing better than J B HI-FI, but the business segment for J B HI-FI is much less diversified than Harvey Norman, therefore, J B HI-FI is actually doing better in just viewing the computer and software segment.

Today’s customers are more aware and empowered, and have more bargaining power due to the exponential increase in competition – direct, indirect or substitute. In retailing, they want hassle-free shopping, have less time at their disposal to locate the shop and the merchandise and are reluctant to keep waiting. The modern format retail stores are doing their best to anticipate the customer’s demands and are going all out to redesign their store interiors, offer more choices in varieties and assortments, and are giving as many services as feasible.

It shows that between 2004 and 2007, total retail growth was only 4.6% while online retail was increased by 130% (The Times 100, NA) (Table 5). With no doubt, it seems more difficult for retail shops to survive, but Lindquist (2002) stated that shoppers prefer to integrate internet shopping with other forms of shopping (Lindquist et al., 2002). The supply chain of Topshop and its changes can help us to understand how retail shops nowadays adjust its position in the

Supermarket e-commerce stores that have altered business practice grow very fast. The popularity of online supermarket increases every year. Keynote’s study (as cited in Hand, Riley, Harris, Singh, and Rettie, 2009, p. 1205) explain that in 2006, the percentage of online supermarkets are higher approximately 35% than previous year. It could be that customers will shop online only in the future if the popularity of traditional stores go down. In addition, many supermarkets such as Walmart, Coles, and Giant are starting to build e-commerce. Online supermarket grow

The developed definition of the use of multichannel in the retail market has been branded towards the opening of multiple channels to communicate towards the customer (Zhang et al., 2010). The importance of multichannel selling strategies has significantly grown with the rise of new business channels emerging into the market (Stojković et al., 2016). In view of this growth, a dominant approach of retailers combining classical (store) channels and electronic (website) channels has shown extensive successes for most of the world’s leading retailers (Stojković et al., 2016). In addition to this potential success for the retailer, the benefits can also be passed onto the customer, which will be discussed, then simply using the selling strategy to communicate with the

Consumers have many choices when deciding where to purchase their goods. While retailer managers are deciding how to win the consumer’s business and increase revenue, they are also constantly trying to figure out ways to reduce costs. Technology helps retail managers improve areas of inventory and supply chain management as well as customer satisfaction and loss prevention (Green, 2002). This paper explains how technology

A decrease from 8.9% to 4.8% in one year needs to be addressed (Ken Liu, 2012). By looking for the ability of how much the marketing mixes can contribute to the development of HTC, our results showed us that the product development