To: Robert L. Nardelli, - President and CEO of Home Depot, Inc.
From: Maissaa Braich, American Analysis, Inc (AAI)
Date: March, 04, 2004
First of all, I would standardised to thank you for giving me the honor to analyze your well create and developed fellowship. In this memo, I am going to demonstrate the strategical factors facing Home Depot, the strategies that the company has been following for the onetime(prenominal) 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 ar related to mathematical product quality, price, advertising, throw in capacity, competitors, and customers independency and satisfaction. Most of these strategic factors helped in the growth and popularity of Home Depot.
Home Depot offers good quality products such as home improvement products, lawn and garden supplies. instalment services for these products are offered too. Home Depot like Wal-Mart confederacy offers low prices everyday. Operational efficiency had been a crucial social function of achieving these low prices while still offering a steep level of customer service. The company assesses and upgrades its information to support its growth, overthrow and control costs and enable better decision-making.
From the installation of computerized deterrent systems, to the implementation of satellite communications systems in most of the stores, the company had shown that it has been and would continue to be innovative in its operating strategy. In year 1994 Home Depot introduced a prototype store format that offered about 32,000 more square feet of selling aloofness and a significantly broader and deeper selection of products and services, as well as a more convenient layout than the traditional stores. These Type (V) stores were designed around a design center, which grouped complementary product categories. Therefore, this wide store capacity enabled Home Depot...
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