Home Depot

Paper Summary:

This paper describes the technological innovations implemented at Home Depot stores in an effort to counter the declining sales that the company has recently been experiencing. The paper explains that declining customer satisfaction led to a significant drop in sales for Home Depot and that, by 2003, the CEO of Home Depot had decided to implement technology that would make customers want to shop at Home Depot again.

From the Paper:

"In the 1970s customers turned to specialty stores and to Sears for home improvement projects. But, as the economy boomed in the 1980s and home ownership rose warehouse stores such as Home Depot began to emerge. With their large selections and self-service attitude they soon became formidable competitors of the smaller specialty stores and Sears. In the last twenty-five years Home Depot has stayed on top by developing marketing strategies that attract customers. The key to their success in the past has been short waiting times in the checkout line, friendly, knowledgeable sales help, easy credit, liberal return policies and post purchase services. In 2002 sales at Home Depot dropped because customers were dissatisfied with the service they were receiving. By 2003, Bob Nardelli (CEO of Home Depot) wanted to implement technology that would make customers want to shop at Home Depot again. So, he implemented innovative technology in order to speed up waiting times and make the shopping experience at Home Depot easier for the customer."

More papers on Home Depot:

• Essay # 90558 : "Organizational Behavior: The Case of Home Depot"
• Case Study # 138759 : "Home Depot Leadership"
• Analytical Essay # 141356 : "Conflict Management in the Home Depot"
• Analytical Essay # 130820 : "Home Depot Analysis"

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