Abstract The paper evaluates thirty observations of shoppers using automated checkout lanes at Home Depot, concentrating on twelve of them that illustrate the highest levels of variation in customer service levels. The paper demonstrates the problems and frustration these automated checkout systems cause for more complicated transactions. The paper concludes that Do-It-Yourself (DIY) retailers continue to invest in self-service checkout lanes despite their relative low use and evident frustration, due to the significant cost reductions possible even with low usage rates. The paper attaches an overview of all transactions by date and the legend of values used to code the results as Appendix A and a frequency distribution table as Appendix B.
Outline:
Introduction
Key Findings from the Analysis
Customer Service Triage at Home Depot
Balancing Automated and Personalized Service
Conclusion
From the Paper "Automated self-service check-out lanes are becoming increasingly prevalent throughout many retailers as this technology has the potential to significantly reduce costs of providing additional attendants to staff checkout lanes with cash registers, in addition to freeing up staff to work the isles of the store and provide greater customer service. The analysis of twelve specific transactions however out of a total set of thirty shows that the ability of these self-service checkout lanes to manage anything but the most simplest of transactions causes a greater level of manual intervention from customer service representatives working at the store."
Abstract This paper discusses and identifies the problems often encountered when standing in line at a checkout counter. The paper then looks at some possible solutions, citing examples of companies that have applied these solutions, and recommends strategies that could help minimize the problems identified.
From the Paper "Almost all of us at some point or the other have spent time in checkout lines at a grocery store, supermarket or department store. As to the question of why does this problem exist, there are a number of reasons. For long checkout times, there are fewer open check-out counter; the clerks/cashiers at the open counters are slow; the grocery store or department store is unusually crowded. The day you decided to shop coincided with a store wide sale. Or, it was the holiday season; everyone was trying to complete his or her holiday shopping. The store is very popular in the neighborhood. One customer was having problem with the credit card they were using, the SKU (Stock Keeping Umit) number was not visible or clear on the product being purchased. The cashier needed authorization to overwrite a checkout item; or, there was a customer arguing with the checkout cashier with regards to the price marked on an item they wanted. And the list goes on."
Abstract This paper presents a business plan for a company that wants to import, market, and sell seated-operator, checkout counters to the U.S. market. The paper presents an analysis of the business market, explains why there is a strong potential for demand for this product, and presents a marketing program. The paper also explains financing for the company, describes the intended organizational structure of the company, and looks at potential obstacles that might be encountered when marketing the checkout counters.
From the Paper "A visit to any supermarket or multipurpose store in Europe (for example, the Spar stores in the Republic of Ireland or the PrixUni in Paris) will be a lesson in humane working conditions to Americans: there, the retail clerks get to sit down at their cash registers. Considering the ubiquitous moving belts that have been a feature of grocery stores for decades, it seems ridiculous for clerks to have to stand all day; there is no reason bagging cannot be done at lap height; indeed, it probably makes it easier for grocery shoppers to pick up the handled bags that are ubiquitous already in U.S. high-end grocery stores (Trader Joe's and Whole Foods Market for two) or brought-from-home "string bags" or canvas totes as are used in Europe and by many "green-conscious" U.S. shoppers already."
Abstract The author hypothesized that, by watching the way people shop, she would find some correlation between the way adults act towards their children while shopping and the sort of shopping decisions they themselves make as they trained their children to be consumers. The author staked out a local Wal-Mart in the most culturally and racially diverse part of town to control for any sort of racial or class distinctions. Whenever the author saw two or more adults accompanied by one or more young children, she discreetly tailed them and observed their behavior. The paper relates that the observations showed the author's original hypothesis regarding shopping as an educational experience was somewhat erroneous; with one exception (Case #2), the author did not observe any parents who were actively educating their kids concerning value judgments and purchasing choices. Observation notes included.
From the Paper "Impulsive shoppers had several aspects in common. First, they seemed to consistently purchase expensive items they didn?t necessarily need because they were a "good deal" or "really cute" while complaining about the cost of more basic items. This aspect cut across boundaries of financial security. Secondly, they seemed to view shopping as more of a social and emotional experience than non-impulsive shoppers did and were guided by peer pressure into shopping choices. Additionally, every impulsive shopper I noticed seemed to have some sort of emotional alienation issue, which particularly manifested itself in their relationship to their children and to their purchased products."
Abstract This paper explains that Home Depot has more than double the market share over its closest competitor, Lowe's, and more than eleven times the market share of the second largest competitor, Menard, Inc. The author points out that Home Depot's most important strengths are its size, variety, and range of products, but technology and customer service are its greatest internal weaknesses. The paper relates that the most significant opportunity for the long-term health of Home Depot is globalization, especially in China, where Obi, the second largest home improvement retailer in the world, plans to build 100 home improvement centers over the next ten years.
Table of Contents
Introduction
Company Background
Current Position
Market Share
Sales Growth
Return on Equity
ROE: Industry Leader Comparison
Profit Margin
Internal Strengths
Company Size
Products
Internal Weaknesses
Technology
Customer Service
External Opportunities
Women: A New Market
Globalization
External Threats
Domestic
Sales Growth as a Percentage: Home Depot v. Lowe's
Foreign
Competitive Advantages
Major Strategic Issues
From the Paper "The Home Depot was created in 1978 by Bernie Marcus and Arthur Blank and was formed as MB Associates. The first three stores opened in Atlanta and together posted sales of $7 million in 1979. The following year, Home Depot opened another store and posted sales of $22 million, an increase of 214% in one year. Home Depot continued to grow and in 1981, raised an extra $4.1 million when it went public. By 1985, Home Depot expanded to California and established a West Coast division. The next year, The Home Depot Inc. experienced its first $1 billion sales year and would never look back."
Abstract This paper addresses the success of Wal-Mart's existing marketing strategies, in an effort to determine which areas could be improved and how the company can increase its future levels of success. The paper also presents and analyzes the company's marketing portfolio and, after a discussion of strategic marketing theory in relation to Wal-Mart, outlines the best choices for the company's strategic marketing plan.
Introduction
Wal-Mart's Existing Strategies
Marketing Portfolio
Strategic Marketing Theory in Relation to Wal-Mart
Conclusion
From the Paper "Wal-Mart's history is an example of innovation, leadership and success in a company. It began as a single store in Rogers, Arkansas in 1962 and has become the world's largest retailer (Slater, 2003). Wal-Mart is often looked to as the industry trendsetter. The company enjoys annual revenues of over $100 billion, 3,200 stores and nearly one million employees around the world."
Abstract 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."
Abstract This paper addresses challenges facing managers with regard to employee or customer retention due to changes in technology and provides suggestions on how these might be managed. It looks at the causes of both employee and customer resistance to changes and advises making changes in "baby steps."
From the Paper "Technology can be a great tool for retaining customers and employees but it can also pose retention challenges for both. Even in today's technology-savvy environment there are always some customers and employees who fear technology and ..."
Abstract This paper discusses how companies using the Internet can gather and compare massive amounts of data on the consumer, and potentially allows for unethical use of such data. The paper further discusses how keeping this data in a database often serves the customer by allowing for processes such as giving discounts at the checkout stand, sending offers to interested customers and tailoring the product to the needs of the average consumer, the process also has the potential for abuse. This abuse includes invasion of privacy, selling data to other companies and keeping track of customer purchases for questionable reasons.
