Organizing Paper: the Home Depot

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

The Home Depot (NYSE: HD) is a home improvement, construction products and services retailer operating over 2,000 big-box stores in the United States and abroad. The Home Depot was founded in 1978 by Bernie Marcus and Arthur Blank with the vision of one-stop shopping for do-it-yourself (DIY) customers, installation services for do-it-for-me (DIFM) customers and competitive products for the professional market. Their DIFM installation programs include products such as carpeting, flooring, cabinets, countertops, and water heaters. In addition, the company provides installation of various professional products like generators and HVAC systems.

An industry of competition, and tight margins The Home Depot, and Lowe 's Company are still at it. Both of these companies stand now as the industry standard for the home improvement sector. The numbers that will be presented in this study show proof that both companies have extremely strong financial positions, and a long future in the home improvement industry. Competition is good for the retailer, but even better for the customer.

The Home Depot is an option for retail in the home improvement industry (homedepot.com, n.d.). Home Depot’s strategic perspective appears to one that has been successful although the organization has remained in close competition with the competitor, Lowes. Both organizations are essential for home owners in that one can easily acquire building materials of all kinds. Upon entering a Home Depot store one is exposed to the vastness of product offerings. This vastness could cause one to argue that this type of store is not specialty but I offer that the Home Depot is a specialty in that you can only purchase home building or home improvement items. These items are specific to Home Depot. There is a no frill style of display and several

The founders of The Home Depot understood that having well qualified employees was paramount to their success by instilling confidence in their customers they would be willing to take on more projects at home. The Home Depot builds its staff from dedicated do-it yourselfers and professional trade’s people, hiring most employees at a full time capacity. Whenever possible each

The Home Depot is in the home improvement business and their goal is to provide the highest level of service, the broadest selection of products and most competitive prices. They are a value driven company that abide by their 8 core values which will be discussed later in the essay.

Home Depot’s most important resource is their brand name and image. The company has long relied on repeat business and customer loyalty. Home Depot has created a brand that many people associate with top quality products and American

The Home Depot is committed to being a global company by enhancing direct relationships with quality manufacturers, and reinforcing the assurance in global suppliers to provide products that offer Home Depot customers value, innovation and quality. I plan to use articles, journals and the company’s website to gather the necessary information needed to complete this project.

Each store has a large warehouse style, with thousands of lines of products and multiple displays. As well as selling home and garden products to retail customers, The Home Depot offers moving services, installation services, repairs and tool and truck rental, making them a one stop shop for all home and garden needs.

Home Depot is the world’s largest home improvement chain. The company was founded in 1978, and enjoyed successful growth decades after its first store opening. The company underwent a change in management; CEO, due to performance issues in 2000 with new metrics and business model that focused on profits and performance. This change was profitable but incongruous with the company’s culture of customer service. A later CEO with prior internal knowledge and experience would later bring the company to its glorious days again.

The District Human Resources Manager (DHRM) plays a key role in establishing a customer service culture by driving the effective execution of Human Resources processes. The DHRM is responsible for the planning and delivery of processes for talent management, performance management, and associate engagement for a district of six through twelve stores, with the goal of developing a workforce that achieves excellence in driving business results, customer service, and Company Values. DHRMs provide coaching and advisement to district/regional leaders, store leaders, and Associate Support Department Supervisors (ASDS). The DHRM also works as a contributing and flexible member of the district team by assisting other team members in meeting workload demands (home depot). The company offers a range of training courses, leadership programs, mentoring programs, promotion opportunities, and tuition reimbursement to associates. The Human Resources manager must stay on top of job analysis, making a difference, and continual development.

One of the differentiating factors of Home Depot was that it incorporated within its members a major aversion to any kind of beauracracy and hierarchy. It was a usual practice at the stores to ignore all kind of paperwork that was sent to them by the headquarters. They undervalued such directives to the extent that they would throw these papers in the waste basket or mark them with “BS” stamp and send it back to the headquarters. They believed that all this was a waste of time of the managers and they had more important things to address to at their stores, the most important of them being : satisfying the

“The Home Depot has 182 stores across Canada and has locations in the United States of America, and specializes in home improvement products for those who can complete construction on their own” (Home Depot International, Inc , 2017). The companies culture is entirely focused on eight core values including, “creating an environment where proactive associates are commended and rewarded for any initiative” (Home Depot International, Inc , 2017). “Excellent customer service is also important to the organization, taking pride in providing the customers with the proper tools and advice to obtain the maximum benefit” (Home Depot International, Inc ,

To perform at the top of the market it is necessary to apply methods that improve performance as well as the quality of the products and services that are supplied to the purchasing public. Another aspect to Home Depot’s success is their ability to apply “growth through focus” concepts to their expansion process (Parnell, 2014). The employees at Home depot are multifunctional and can work in multiple departments where they believe that doing more with less is

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