The Home Depot 's Mission And Vision Statement Through Work Experience

Home Depot is a leader in the home improvement retailer industry. While many companies are falling behind Amazon and Walmart, Home Depot continues to beat its earnings estimates and attract investors. This part of the report will analyze the core competencies, strengths, and weaknesses of Home Depot to give insight into its recent successes and interpret possible downfalls.

Lowe’s is a home improvement warehouse that was founded in 1946 as a single store and since has grown to become the second largest in the world. As technology has evolved, Lowe’s has made many advances incorporating new systems and devices to stay competitive. The purpose of this paper is to evaluate the information technology management systems used at Lowe’s. It will look at Porter’s Five Force Model, supply chain management; data base management system, five agent-based technologies, e-commerce and system development lifecycle. Furthermore, it will look at business continuity planning, emerging trends and security vulnerabilities relates to the organization to remain competitive.

I have learned a lot after identifying my top 7 core values now I will compare them on a personal level, local level, and a global level. The first core value I identified was economic security, and I can compare this on all three levels. On a personal level, I contribute on a daily basis by working at The Home Depot. By working at The Home Depot, I contribute to my economic security by making a salary which helps pay for school. On a local level part of the money I make goes to taxes which help local citizens afford food and healthcare. Globally I contribute by helping people install greener and more environmentally friendly options. The second core value that I discovered that was important to me is health. On a personal level, I contribute

The Home Depot (THD) is the second largest retailer (besides Wal-Mart), and the largest home improvement store in the world (THD, 2012). The company has not had any need to recruit employees in the past, but recently they have had an issue fielding applications for qualified personnel to work in their kitchen planning departments inside the stores. The issue is not that there are no willing people to fill the spots, but that THD has been unsuccessful finding people who have the qualifications to fill the positions. Associates can be recruited from other areas of a store, but the training process is extensive and expensive, so the company is looking for means to fill the positions with more qualified individuals. Thus, the training process would be shorter and less expensive, so the employee would be in the position quickly. This paper outlines a recruitment plan for the position.

Home Depot strives to provide the highest quality service to its customers. Home Depot achieves this by hiring professionals such as, carpenters, plumbers, and paint specialists. These experts are invaluable resources for less knowledgeable customers looking for a certain product or working on a new project. The Home Depot staff can help customers pick out larger and more difficult items such as showers, vinyl siding, carpet, appliances, and plumbing. After the purchase, Home Depot will have the items delivered and installed in the customer’s home. Home Depot’s focus on “product authority” is one of the main and drivers for the company’s high quality service.

Recent advancements in technology offer the organizations of today and the future boundless opportunities for improvements in service delivery. Although experts agree that the alignment of technology and the overall business strategy is both necessary and imperative, no clear path to optimum alignment exists. Christopher Nuckles, a IT Director I interviewed demonstrated full awareness of this fact. he and the company’s CIO, Matt Carey, and the executive IT leaders and displayed optimism the “interconnected retail strategy” they have for the company will ensure that Home Depot remains the product authority for home improvement. As part of the technical team that developed, enhanced, or supported several of the technological systems at Home Depot, Nuckles believes that the key to a successful technological future is innovation. Nuckles recognizes that the biggest hurdle for the Home Depot technology is the emerging e-commerce and he adds that Home Depot is ready for the boom. He explains that plans are underway to optimize the Home Depot mobile application entirely and make it available on all platforms so that the company remains relevant as technology keeps advancing.

Home Depot’s corporate and business level strategies are important to the company overall success. However, the functional strategies are equally important for Home Depot to succeed. First, in the area of marketing, Home Depot partnership with ESPN has paid dividends for the company. Currently, Lowes does not have any partnerships with ESPN. Conversely, Lowes does advertise via weekly ads and TV ads. In the area of marketing, the edge would go to Home Depot.

Costco is a recognized and successful retail chain including several locations, glowing feedback, and a wonderful overall reputation. Known by several audiences to be considered a “big-box” store, Costco offers various products in its stores at low, discounted prices, accompanying a membership card. Before and after researching this company, the author of this paper has heard exceptional feedback regarding the company for its initiative to keep prices low, employee morale high, and customer satisfaction to be one of its top priorities. Within this body of work, the author will dissect and discuss some of Costco’s stakeholder perspectives and how some of the perceived initiatives may help aid the company within its

The mission of Lowe's was first introduced in February of 1990. Leonard Herring sought to start the decade with a clear statement of Lowe's mission. "Lowe's is in the business of providing the products to best help our customers build and improve their homes. Our goal is to be their first-choice store for these products." Since 1990, Lowe's has expanded its mission to improving the communities in which its customers and employees reside. The company has also committed itself to providing customers with sustainable products and services in order to protect the environment for future generations.

The retail industry has evolved over the last several years where “big box” retailers as Walmart and Target are sustaining more success than the endearing retailers, we call “brick and mortar”, as Walgreens or CVS/Pharmacy. With the increase use of online shopping and automation, developments of slow decline in the presence of our local drug stores and further emphasis on the strengths of larger retailers. However, I’m not sure if we can fault the success of “big box” stores for the collapse of our ”brick and mortar” retailers, as they each offer the identical online commerce and similar products, I think the organization’s leadership is the blame for the downfall. As a human resource practitioner, if I were to evaluate how we could brand our local CVS/Pharmacy or Walgreens as competitive to our Walmart and Targets, I would commence with building a better work culture for employees, as that may be the source of the issue affecting the success of the smaller retailers.

Bernard Marcus, the founders’ of Home Depot, developed a very informal and store- oriented culture at Home Depot.

The critical factors in the successful transformation of British Airways were changing the culture of the organization for the employees and the consumers. British Airways embarked on an aggressive media campaign that helped change the “face” of the airline. Their new tag line was “The worlds favourite airline”. Customer service became the number one priority for all employees. Lead by Colin Marshall, “an enabling culture (was put) in place to allow customer service to come out, where rather than people waiting to be told what to do to do things better, it’s an environment where people feel they can actually come out with ideas, that they will be listened to, and feel they are much more a part of the success of the company” Jick (2011)(p.30). A “Putting People First” (PFF) program was instituted for all front line employees. This helped to unify the employees with the new vision of customer service first for the company. During these two day mandatory meetings, all front line staff interacted with all levels of managers and leaders on an even playing

Organizations like Amazon store realized that attaining long-term customer value through delivery of quality services is the key to their existence. Also, be alert to the customer’s needs and wants, because having a loyal base of satisfied customer brings relevant performance indicators. For example, increase in sales improved profits, and possible higher market share (Shamma & Hassan, 2013).

To run a successful business operation of Harvey Norman’s magnitude requires not only operational excellence, but also strategic insight and vision on macro economic conditions, market trends forecasts and also a distinctive understanding and implementation of the company’s business strength. The company’s strong business operations across multiple product areas/industries make Harvey Norman an interest case study to analyze – both from an operations point of view as well as strategic.

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