best buy case study analysis

Transformation and resilience: An interview with Best Buy’s executive chairman Hubert Joly

In this episode of Inside the Strategy Room , we share an excerpt from a webcast interview with Hubert Joly, the former CEO and executive chairman of North American technology retailer and services provider Best Buy. The interview was recorded at the 2020 Global Business Leaders Forum, scheduled to take place in New York in early April but held virtually instead. In this session, Joly speaks with Becca Coggins, leader of McKinsey’s North America Retail Practice, about Best Buy’s organizational transformation and how the coronavirus pandemic is changing the key measures of performance. This is an edited transcript. You can listen to the episode on Apple Podcasts , Spotify , or Google Podcasts . For more on the Best Buy story, see the companion piece, “ Leading with purpose and humanity: A conversation with Hubert Joly .” See also Hubert’s forthcoming book provisionally titled, The Heart of Business .

Becca Coggins: As you know, Hubert, this conference explores the themes of transformation and resilience, so we would love to dial into your experience at Best Buy. Let’s start with the summer of 2012: you are the CEO of Carlson, the global hospitality and travel company, and you get a call about a certain iconic retailer that is coming off a $1 billion-plus loss. What drew you to the opportunity to lead Best Buy?

Hubert Joly: I got the call from a friend and I told him, “I don’t know anything about retail and the place is a mess.” So, before any interviews with the board’s search committee, I did an outside-in analysis on Best Buy and the sector. I did store visits, I read everything I could, and what I saw was that, of course, this was the all-you-can-eat menu of challenges. You had strategic challenges with Amazon and some of the technology companies vertically integrating. You had operational challenges with the service quality having gone down significantly. You had leadership challenges, since my predecessor had been fired, and you had shareholder challenges with the share price dropping significantly and the company’s founder and lead shareholder, Dick Schulze, trying to take it private.

But this outside-in diagnosis revealed two things. One, there were real strengths in the company. Technology is exciting but, for many of us, it’s a bit challenging, so there was a service-oriented role that Best Buy could play. There was also a role with the world’s foremost tech companies that needed a place to showcase the fruit of their billions of dollars of R&D investments. Two, all of the company’s problems were self-inflicted. The poor quality of service in the stores had nothing to do with Amazon. It was on us. So that gave me the confidence that we had enough to effect a turnaround.

Becca Coggins: So, you take the job in late summer 2012. How did you approach architecting the actual turnaround?

Hubert Joly: The problem with turnarounds is that we have this image of cut, cut, cut. Analysts were telling me, “You will have to close a lot of stores.” I have the opposite view. In a turnaround, and in business life more generally, you start with people. I learned many years ago that there are three imperatives in a company: the people imperative—you need the right people properly engaged and equipped; the business imperative—you need happy customers; and the financial imperative, which is the performance. You never start with finance, you start with people, so that is what I did.

I spent my first week on the job in the local store listening to the front-line workers and I learned so much more than I would have learned in a windowless conference room looking at spreadsheets. One of the associates told me, “Hubert, the website search engine is not working. Type in ‘Cinderella.’” And I typed “Cinderella,” and what I got was a bunch of cameras, not DVDs or CDs. Not very helpful. Nobody in headquarters would have told me this.

Also, I was able to observe the interactions between the associates and the customers. There was this phenomenon of showrooming, with customers coming to our stores, spending a lot of time with a Best Buy “blue shirt,” and then leaving empty-handed because they assumed the price online was lower. That’s where the idea of matching online prices came from. I also looked at the floorplan: there was a lot of room set aside for CDs, movies, video games that, in the digital age, didn’t make any sense. So, we focused on two things. Revenue was going down, and profit margin was going down. How hard can it be to solve two problems?

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Becca Coggins: You branded the turnaround Renew Blue. What were you trying to signal with that branding?

Hubert Joly: I’m a big believer that a strategy needs a name. If you don’t have a name, you don’t have a plan because people cannot relate to it. Renew Blue was signaling two things. Blue, of course, is the color of the shirts at Best Buy, so there was a lot of strength in the history, the values. This was not about becoming somebody else; this was us. But we knew we needed to change. Years later, the team told me that I had conveyed that if we did not change, we would die. That tends to focus the mind. So, it was a clear invitation for us to build on our past but also reinvent the company.

Becca Coggins: You talked about starting with people. How did you go about getting the full company to have the energy and belief in the turnaround?

Hubert Joly: In a turnaround, you have to create energy. In physics, we learn that energy is a finite quantity. In business and organizations, it’s not. It is something you can unleash. A company is a human organization made up of individuals working together in pursuit of a goal. If this is your central idea, it has significant implications for how you lead. You are not trying to be the smartest person in the room—you are trying to create an environment in which you can unleash this energy.

So, we started by being very transparent. We shared the diagnosis with the entire team. We were also optimistic; people need optimism, including during this time of crisis. Realism, yes, but also optimism. I think as leaders, how we show up is probably more important than what we say. If you were to ask Best Buy people who were there in 2012, they will probably remember I was high-energy, and I had a sense of optimism. Do they remember exactly what I said? Probably not. But I conveyed that I saw the possibilities. Then you nurture the optimism along the way by looking for green shoots and communicating early wins.

In a turnaround, you have to create energy. In physics, we learn that energy is a finite quantity. In business and organizations, it’s not. It is something you can unleash.

Next was the co-creation of the plan. In the 1960s, ’70s, and ’80s, you would create a plan, cascade it down and then roll it out. You put incentives in place and hoped things went well. That does not work anymore. The co-creation of the plan was really important. And you’re not looking for perfection—because of the activist investor interest in Best Buy, we had eight weeks between the day I joined and the day I presented the Renew Blue plan to Wall Street, which was great because it forced us to come out with the plan. There is a philosophy that the quest for perfection is evil. You can confuse perfection with performance. You don’t go for a perfect plan—you set the direction and then you apply what I call the bicycle theory. If you have tried to direct a bicycle from a standstill, it’s very hard; you fall. If the bicycle is moving, it may not be moving in the right direction but it doesn’t matter; you can course-correct.

There is this idea that the difference between great leaders and good leaders is not the quality of their decisions but the quantity of their decisions. It may not be true in capital-intensive industries with long cycles, but in most customer-oriented businesses, it’s a good approach. Then you focus on unleashing the human magic. I found defining what to do was usually not that difficult; it was mobilizing and doing it that was hard. How do you create the new mindset and new capabilities? That was the essence of the strategy.

The last thing I would say in terms of mobilizing the organization is about corporate purpose and stakeholder capitalism. You could say that this is something you focus on when everything is going well, right? No. This is something you do all the time. In fact, our 2012 Renew Blue presentation to investors had five pillars: the customers, the employees, the vendors, the communities in which we operate, and the shareholders. We were treating shareholders as important stakeholders but one of five stakeholder groups. That creates meaning for the organization, one where even during dark days people feel they are part of something to which they are ready to commit.

The difference between great leaders and good leaders is not the quality of their decisions but the quantity of their decisions. It may not be true everywhere, but in most customer-oriented businesses, it’s a good approach.

Becca Coggins: You also took some bold decisions, especially during the early years of Renew Blue, such as getting out of international businesses, and revamping the cost structure. Were some harder than others?

Hubert Joly: International was easy. I don’t believe that retail is a global business. It’s a local business. There are some exceptions, as when you are vertically integrated or a brand-driven business, but in a business like ours, there is no benefit to being global. The previous team had expanded in Europe and in China. We quickly reviewed that and decided to exit.

As for the performance improvement around cost, let me pause to explain something. In a turnaround, you don’t start with cutting heads. The first lever you go after is increasing revenue. So, as part of our turnaround plan, we put a lot of emphasis on our online business. We did the price match to take price off the table in customers’ decisions. We invested in the customer experience in the stores. We put emphasis on reigniting the growth engines. Now I’m a big believer that it is never either/or—it’s and . Revenue is number one; number two are non-salary expenses, which at most companies are 70 to 80 percent of the cost structure.

One example of this: today the biggest TVs are large and very thin, so they’re fragile. If we sell a lot of TVs, we will break many of them. We looked at the entire value chain to reduce damage, working with the vendors on the design of the TVs and the packaging, considering how we store the TVs, how we move them, the advice we give to customers when they install them, and we saw that as a $400 million opportunity. By now we have taken out $2 billion of costs and probably three-quarters is non-salary expenses.

The third thing you look at is optimization of competition and benefits. We implemented a host of new benefits for employees, including backup childcare and mental health support. But there are some costs of providing the benefits that you can go after—in particular, in healthcare by having wellness programs. Only if one plus two plus three is not sufficient do you go after headcount, and we did reduce that. We de-layered the organization, we de-emphasized several areas, we looked for efficiencies. If you do this as a last resort, you send the signal that human resources are not a resource, they are a source—an engine of the company. And when you do reduce headcount, there are different ways to do this. A couple of years ago we decided to close Best Buy Mobile’s stand-alone stores but instead of letting those employees go, we worked with them to offer them opportunities within the company. These were people with five or ten years of experience. They were a real asset.

Becca Coggins: That’s an interesting thread. Can you tell us a bit about the vendor program?

Hubert Joly: When we decided that our prices had to be competitive, one reaction I got from investors and the media was, “Before, you were going to die because your prices were too high, and now you will die because your costs are too high.” Because we are a more service-oriented organization, we had higher costs than Walmart or Amazon. But that was without accounting for our idea of partnering with the world’s top tech companies.

In 2012, we already had a small Apple store within our stores but for Samsung, there was nothing meaningful. The CEO of Samsung Electronics visited us in December of that year. He had heard from the Renew Blue presentation that we were open to these partnerships and over dinner we did a handshake deal. In a matter of months, Samsung had 1,000 Samsung stores within Best Buy, where highly trained staff could showcase their products just across the aisle from the Apple store within our store. It was good for the customer, because they could see and compare. It was good for Samsung, because how long would it have taken them otherwise to build 1,000 stores in the US? And it was good for us. Then we did a similar partnership with Microsoft, and we expanded the partnership with Apple. We did it with Sony, LG, Google, and Amazon.

Now Amazon was the company that was supposed to kill us back in 2012. Some retailers were refusing to sell Amazon’s hardware such as the Kindle tablets. We had always sold Amazon products and over time we added an Amazon store within our stores. Then we did something else: we partnered with Amazon whereby Amazon gave Best Buy the exclusive rights to its Fire TV platform to be embedded in smart TVs.

I feel there is too much focus on zero-sum games. Sometimes, when companies develop strategies, they say, I want to be number one. Of course, there is only room for one number one, and when you are number one, where do you go? It is much better to be inspired by your purpose and then see how you can partner with others in pursuit of that goal.

Becca Coggins: In late 2017 you unveiled a new chapter in the transformation. Can you help us understand what was different about this shift to New Blue?

Hubert Joly: In 2016, one of our board members said, “Hubert, you need to declare the turnaround officially over and enter a new chapter.” In the turnaround, we had to focus on growth, but that had to be a somewhat risk-averse strategy. The purpose of this next chapter was about growing the business and becoming the best version of Best Buy we could be. So, we did customer research, market segmentation, but we also focused on our purpose. We declared that our purpose was to enrich lives through technology. We are not in the business of selling TVs or computers. And we are not fundamentally a retailer. We are in the business of enriching lives by addressing key human needs, whether it’s entertainment, health, productivity, or communication.

This purpose has the benefit of vastly expanding what we can do for customers. The key is to make it the bedrock of the strategy. Let me make it come to life with a couple of examples. One is our entry into the healthcare space. There is a global trend of aging populations and a big movement toward helping seniors stay in their homes longer because it is better for them, it is better from a healthcare cost standpoint, and it is certainly better in the context of the current crisis. So, we did a series of acquisitions and now have a business focused on that. One of the things we do is put sensors into seniors’ homes and, using artificial intelligence, we monitor their daily activities. Are they drinking, are they sleeping well? We have care centers that are alerted if any concerns emerge. That service is sold through insurance companies and it’s a high-growth opportunity for us. And we would never have thought of it if we had just looked at the business in a traditional way.

This presentation was recorded on April 3, 2020. The situation surrounding COVID-19 is evolving daily. For the most current information and insights on the implications of COVID-19 for your business, please visit Coronavirus: Leading through the crisis , a regularly updated collection of McKinsey briefing notes.

Becca Coggins is a senior partner in McKinsey’s Chicago office.

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Publication date: 11 October 2017

Teaching notes

After a successful run for many years as a resilient consumer electronics giant, Best Buy was under intense pressure at the end of 2014. Even as competitors like Circuit City melted away, Best Buy had been able to withstand the onslaught of online behemoth Amazon and discount retailers like Target and Walmart. However, its competitive position was threatened as online shopping became more popular, particularly among millennial customers.

With a new leadership team, Best Buy had recently undertaken bold initiatives to expand and refine its online presence and position itself for success. These initiatives had produced encouraging results, but Best Buy needed to do more to stem the loss of market share to Amazon and to become more relevant to millennial customers. To address these challenges, Best Buy approached the Kellogg School of Management to solicit ideas from student teams by sponsoring a Business Challenge competition. The teams came up with several strategic initiatives. Best Buy needed to evaluate these initiatives on two criteria: First, how well did these initiatives leverage Best Buy's privileged physical assets (stores, salespeople, and Geek Squad services staff) to create a winning customer experience? Second, how effective would these initiatives be in attracting and retaining millennial customers?

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Sawhney, M. , Goodman, P. and Keerthivasan, G. (2017), "Best Buy: Creating a Winning Customer Experience in Consumer Electronics", . https://doi.org/10.1108/case.kellogg.2021.000032

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Best Buy SWOT and PESTLE Analysis

Company profile - best buy, business sector : retail, consumer electronics, operating geography : united states, north america, global, about best buy :.

Best Buy is the largest retailer of consumer electronics in the U.S.A. It sells technology merchandise, services and solutions with approximately 1,600 stores in North America and nearly 47 billion in annual revenue. Seventy percent of the U.S.A citizens can access a Best Buy outlet within 15 mins of their place of residence and the Company also operates in Canada and Mexico. Richard M. Schulze and Gary Smoliak founded the Company in 1966 as an audio specialty store operating in the name of Sound of Music. Geek Squad, Magnolia Audio Video, and Pacific Sales are the chief subsidiaries of Best Buy. It featured on the New York stock Exchange in 1987. Best Buy has an employee strength of 102,000 as of 2021, spread across U.S.A., Canada, Mexico and sourcing offices in China. The Company is headquartered in Richfield, Minnesota. By the end of FY21, Best Buy had 1,159 stores throughout their international and domestic segments. Best Buy is renowned for its recycling program, the company has partnered with Electric Recyclers International, a California company that is specialized in the recycling of electronics and technology. Best Buy claims to collect 409 pounds of e-waste each minute the stores are opened. In February 2022, Best Buy announced the launch of Best Buy Ads, a new internal media company that will assist consumers in finding fresh and pertinent goods, services, and deals.

The USP or Unique Selling Proposition of Best buy lies in being a consumer-centric company which endeavors at solving clients’ technology problems by addressing the essential human needs across a wide range of areas. Best Buy's mission statement is "To be the leading technology expert who makes it easy for customers to learn about and confidently enjoy the best technology."

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Detailed SWOT Analysis of Best Buy

Opportunity, detailed pestle analysis of best buy, technological, environmental, why buy this report, table of contents, delivery and format, why choose us.

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References used in best buy swot & pestle analysis report.

1. Annual Report - http://s2.q4cdn.com/785564492/files/doc_financials/2021/ar/Best-Buy_Annual-Report_FY21.pdf 2. Best Buy - https://fortune.com/company/best-buy/fortune500/ 3. Best Buy Laid Off 5,000 Employees in February, Expects to Close More Stores This Year - https://people.com/tech/best-buy-laid-off-5000-employees-in-february-will-close-more-stores/ 4. US and China trade officials hold 'candid' first talks of Biden era - https://www.bbc.com/news/business-57264346 The detailed complete set of references are available on request in the 'Complete report' on purchase.

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Case questions answered:

What were the strategic challenges facing best buy in 2012 why was the company finding them hard to respond to, what did joly see as best buy’s key strengths and weaknesses do you think his assessment was accurate.

Do the Renew Blue goals address the issues Best Buy was facing? Which initiatives in Renew Blue made a strategic difference?

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Reinventing Best Buy Case Answers

This Reinventing Best Buy case study tackles how the company was able to make a turnaround despite the competition in the market, specifically with Amazon.com’s practices.

Best Buy Company, Inc. is the largest retailer of appliances and consumer electronics in North America. From 2010 to 2013, the company experienced declining store sales.

This was mostly attributed to Amazon.com’s showrooming practices. Amazon directs customers to look at products from any physical stores, including Best Buy, but customers are encouraged to buy them at lower prices online.

CEO Hubert Joly grabbed Amazon’s strategy by coming up with competitive prices. As a result, a turnaround was experienced.

Over time, CEO Joly concluded the “Renew Blue” program and is now planning on the creation of “New Blue” in the hope of curtailing Amazon’s advances.

The strategic proposition of Best Buy was to become one of the largest retailers of consumer electronics and appliances. The company seeks to improve the incapacity of managing its international business.

However, broad-based discounters like Walmart are growing. At the same time, companies with online sales business models, like Amazon, are scaling high.

With these competitors, Best Buy experienced an overall decline in its market share. This is one of the major challenges that this company faces.

Furthermore, Best Buy’s Marketplace program failed to capture an adequate share of online sales. The intense market competition of other platforms like Amazon.com and Buy.com allows customers to compare Best Buy’s store prices with their own products. This contributed to the failure of Best Buy’s program.

Nevertheless, the company struggled to face this new challenge. Added to this, however, are other internal management problems.

Best Buy management fails to do what they said they would do. Low customer satisfaction and poor price perception also contributed to the challenges.

During the 2007 and 2009 recession, the company continued to open new stores, which negatively affected the company.

Moreover, the company couldn’t adapt to other companies’ online business services due to inconveniences like offering the best experience for the customer or failure to deliver all the information about the electronic products they were selling.

Best Buy’s key strengths were strongly related to the leadership they had within the North American market, allowing them to continue their growth in the most important categories.

The company had a considerably large customer base, with millions of consumers belonging to the loyalty program. This was achieved thanks to the “unique and compelling” selling proposition (pg. 4) used as a strategy by the company.

This consisted mainly of a good advising service, competitive prices in a wide list of categories and products, support, and multi-channel service, all of which were framed in a productive model directed to increase sales and productivity.

The key weakness that Joly saw in Best Buy was…

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“Best Buy” Company Analysis Case Study

Introduction, best buy’s business-level strategy, strategic issues facing best buy, recommendation plan, works cited.

Best Buy is undoubtedly one of the leading retailers in consumer electronics and entertainment products (e.g.., VCRs, TVs, Music CDs, washing machines, mobile phones, PCs and digital cameras) not only in the United States but also in other countries globally (Gibson & Billings 10; Walden 34).

This paper identifies and explains Best Buy’s business-level strategy, strategic issues facing the company, its strengths, weaknesses, opportunities and threats, as well as several recommendations aimed at dealing with the strategic issues raised.

Available literature demonstrates that business-level strategy “is an integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets” (Hitt et al 100).

With its light and cheerful vision statement “Making Life Fun & Easy”, Best Buy has chosen customer centricity (putting customers in charge) as its business-level strategy aimed at sustaining and increasing its position in the marketplace, achieving customer satisfaction and increasing financial returns (Walden 34-35).

The citizen-centric business-level strategy provides customers with impartial and knowledgeable advice on the products they wish to buy, competitive prices, ability to shop when and where they want, and technical support for the life of their products (Renew Blue 13).

First, being in the consumer electronics sector, Best Buy often find itself struggling to keep up with the “rapid technological innovations in the consumer electronics and computer industries” (Chakravarthy & Lorange 8).

It shouldn’t escape mention that the market growth for the consumer electronics sector is increasingly being driven by innovation in products such as Smartphones, Tablets, Digital TVs and Notebooks (Renew Blue 9), and hence Best Buy must come up with comprehensive strategies to keep abreast of the rapid technological innovations being experienced within the sector.

Second, although Best Buy is the overall category leader in a highly-fragmented market when compared to other companies in the consumer electronics and appliances market (e.g., Circuit City, Wal-Mart, Amazon, Target, Sears and Apple Stores); the company still needs to raise the bar in its relationship with customers if it expects to retain its competitiveness in years to come.

One particular study shows that some of its competitors perform better in certain customer-experience indicators such as delivery on promise, knowledge on what the company stands for and what makes it different, as well as setting the standards for others to follow (Renew Blue 9)

Another strategic issue concerns the fact that although Best Buy has a promising multi-channel platform (digital and physical) which ensures that over 70% of its customers are able to do research on bestbuy.com before buying in the company’s stores (Renew Blue 14), it has been slow than some of its competitors to respond to channel and category shifts as demonstrated by its slow trend in capturing the online opportunity (Renew Blue 17-19).

Specifically, with a market share of 7% of the online channel, it has been unable to overtake Amazon share of 21% in the same category as per the FY 2012 results (Renew Blue 19).

Lastly, it is evident that Best Buy has a price perception issue in that competitors such as Wal-Mart, Amazon and Target are able to provide competitive prices for similar products than the company is able to offer customers (Renew Blue 23).

Best Buy SWOT Analysis

Best Buy’s management has to act on the strategic issues facing the company, as well as its threats and weaknesses, so as to sustain competitiveness and profitability into the future. First, the company should continue making huge investments in newer technologies to keep abreast of the shifting technological innovations in the market.

Second, to enhance customer satisfaction and experiences, it is recommended that the company should improve consumer electronics shopping tools and recommendations, expand assortment, be competitive, enhance diversity fulfillment and improve checkout flow (Renew Blue 29).

Third, to develop a winning online presence strategy, Best Buy should

optimize shopping and commerce flows with the view to simplifying, streamlining and minimizing abandonment,
develop a world-class e-commerce platform,
enhance Web 3.0 personalization,
improve the experience with ubiquitous availability on any device at any time,
incent and reinforce desired behaviors using the currency of available reward systems (Renew Blue 30).

Lastly, the company has to develop new approaches to transform its supply chain and other operational activities with the view to achieving operational excellence and logistical efficiency, hence reducing prices.

Chakravarthy, Bala and Peter Lorange. “Continues Renewal, and how Best Buy Did It.” Strategy & Leadership . 35.6 (2007): 4-11. Emerald . Web.

Gibson, Elizabeth and Andy Billings. “Best Practices at Best Buy: A Turnaround Strategy. Journal of Business Strategy . 24.6 (2003): 10-16. Emerald . Web.

Halcomb, Marcus. “Out with the Old Best Buy: New Practices Bring Remarkable Transformation.” Strategic Direction . 20.7 (2004): 19-21. Emerald . Web.

Hitt, Michael A., Duane Ireland and Robert E. Hoskisson. Strategic Management: Concepts and Cases: Competitiveness and Globalization . 9th ed. 2011. Mason, OH: South-Western Cengage Learning. Web.

Renew Blue. Best Buy Analyst and Investor Day . 2012. Web.

Walden, John. “Best Buy Customer-Centric Innovation.” Human Resource Planning . 29.3 (2006): 34-36. Business Source Premier . Web.

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IvyPanda. (2023, November 2). “Best Buy” Company Analysis. https://ivypanda.com/essays/best-buy-company-analysis/

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IvyPanda . 2023. "“Best Buy” Company Analysis." November 2, 2023. https://ivypanda.com/essays/best-buy-company-analysis/.

1. IvyPanda . "“Best Buy” Company Analysis." November 2, 2023. https://ivypanda.com/essays/best-buy-company-analysis/.

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Showrooming at best buy case study analysis & solution, harvard business case studies solutions - assignment help.

Showrooming at Best Buy is a Harvard Business (HBR) Case Study on Sales & Marketing , Fern Fort University provides HBR case study assignment help for just $11. Our case solution is based on Case Study Method expertise & our global insights.

Sales & Marketing Case Study | Authors :: Thales S. Teixeira, Elizabeth Anne Watkins

Case study description.

Best Buy is a consumer electronics retailer with nearly 2,000 stores worldwide. In 2012, the rising popularity of price-matching apps for mobile phones made price differences between retailers transparent, online and offline. Shoppers' desire to test electronics first-hand before purchase drove them to use Best Buy stores as "showrooms" to see new products and then search for better deals on their smartphones. This case examines how brick-and-mortar stores battle showrooming through changes in product assortment, the development of apps, loyalty programs and changes in pricing policy. The case asks whether Best Buy can survive by permanently price-matching their online-only competitors, primarily Amazon, despite having higher costs.

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[10 Steps] Case Study Analysis & Solution

Step 1 - reading up harvard business review fundamentals on the sales & marketing.

Even before you start reading a business case study just make sure that you have brushed up the Harvard Business Review (HBR) fundamentals on the Sales & Marketing. Brushing up HBR fundamentals will provide a strong base for investigative reading. Often readers scan through the business case study without having a clear map in mind. This leads to unstructured learning process resulting in missed details and at worse wrong conclusions. Reading up the HBR fundamentals helps in sketching out business case study analysis and solution roadmap even before you start reading the case study. It also provides starting ideas as fundamentals often provide insight into some of the aspects that may not be covered in the business case study itself.

Step 2 - Reading the Showrooming at Best Buy HBR Case Study

To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map. In some cases you will able to find the central problem in the beginning itself while in others it may be in the end in form of questions. Business case study paragraph by paragraph mapping will help you in organizing the information correctly and provide a clear guide to go back to the case study if you need further information. My case study strategy involves -

Marking out the protagonist and key players in the case study from the very start.
Drawing a motivation chart of the key players and their priorities from the case study description.
Refine the central problem the protagonist is facing in the case and how it relates to the HBR fundamentals on the topic.
Evaluate each detail in the case study in light of the HBR case study analysis core ideas.

Step 3 - Showrooming at Best Buy Case Study Analysis

Once you are comfortable with the details and objective of the business case study proceed forward to put some details into the analysis template. You can do business case study analysis by following Fern Fort University step by step instructions -

Company history is provided in the first half of the case. You can use this history to draw a growth path and illustrate vision, mission and strategic objectives of the organization. Often history is provided in the case not only to provide a background to the problem but also provide the scope of the solution that you can write for the case study.
HBR case studies provide anecdotal instances from managers and employees in the organization to give a feel of real situation on the ground. Use these instances and opinions to mark out the organization's culture, its people priorities & inhibitions.
Make a time line of the events and issues in the case study. Time line can provide the clue for the next step in organization's journey. Time line also provides an insight into the progressive challenges the company is facing in the case study.

Step 4 - SWOT Analysis of Showrooming at Best Buy

Once you finished the case analysis, time line of the events and other critical details. Focus on the following -

Zero down on the central problem and two to five related problems in the case study.
Do the SWOT analysis of the Showrooming at Best Buy . SWOT analysis is a strategic tool to map out the strengths, weakness, opportunities and threats that a firm is facing.
SWOT analysis and SWOT Matrix will help you to clearly mark out - Strengths Weakness Opportunities & Threats that the organization or manager is facing in the Showrooming at Best Buy
SWOT analysis will also provide a priority list of problem to be solved.
You can also do a weighted SWOT analysis of Showrooming at Best Buy HBR case study.

Step 5 - Porter 5 Forces / Strategic Analysis of Industry Analysis Showrooming at Best Buy

In our live classes we often come across business managers who pinpoint one problem in the case and build a case study analysis and solution around that singular point. Business environments are often complex and require holistic solutions. You should try to understand not only the organization but also the industry which the business operates in. Porter Five Forces is a strategic analysis tool that will help you in understanding the relative powers of the key players in the business case study and what sort of pragmatic and actionable case study solution is viable in the light of given facts.

Step 6 - PESTEL, PEST / STEP Analysis of Showrooming at Best Buy

Another way of understanding the external environment of the firm in Showrooming at Best Buy is to do a PESTEL - Political, Economic, Social, Technological, Environmental & Legal analysis of the environment the firm operates in. You should make a list of factors that have significant impact on the organization and factors that drive growth in the industry. You can even identify the source of firm's competitive advantage based on PESTEL analysis and Organization's Core Competencies.

Step 7 - Organizing & Prioritizing the Analysis into Showrooming at Best Buy Case Study Solution

Once you have developed multipronged approach and work out various suggestions based on the strategic tools. The next step is organizing the solution based on the requirement of the case. You can use the following strategy to organize the findings and suggestions.

Build a corporate level strategy - organizing your findings and recommendations in a way to answer the larger strategic objective of the firm. It include using the analysis to answer the company's vision, mission and key objectives , and how your suggestions will take the company to next level in achieving those goals.
Business Unit Level Solution - The case study may put you in a position of a marketing manager of a small brand. So instead of providing recommendations for overall company you need to specify the marketing objectives of that particular brand. You have to recommend business unit level recommendations. The scope of the recommendations will be limited to the particular unit but you have to take care of the fact that your recommendations are don't directly contradict the company's overall strategy. For example you can recommend a low cost strategy but the company core competency is design differentiation.
Case study solutions can also provide recommendation for the business manager or leader described in the business case study.

Step 8 -Implementation Framework

The goal of the business case study is not only to identify problems and recommend solutions but also to provide a framework to implement those case study solutions. Implementation framework differentiates good case study solutions from great case study solutions. If you able to provide a detailed implementation framework then you have successfully achieved the following objectives -

Detailed understanding of the case,
Clarity of HBR case study fundamentals,
Analyzed case details based on those fundamentals and
Developed an ability to prioritize recommendations based on probability of their successful implementation.

Implementation framework helps in weeding out non actionable recommendations, resulting in awesome Showrooming at Best Buy case study solution.

Step 9 - Take a Break

Once you finished the case study implementation framework. Take a small break, grab a cup of coffee or whatever you like, go for a walk or just shoot some hoops.

Step 10 - Critically Examine Showrooming at Best Buy case study solution

After refreshing your mind, read your case study solution critically. When we are writing case study solution we often have details on our screen as well as in our head. This leads to either missing details or poor sentence structures. Once refreshed go through the case solution again - improve sentence structures and grammar, double check the numbers provided in your analysis and question your recommendations. Be very slow with this process as rushing through it leads to missing key details. Once done it is time to hit the attach button.

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PESTLE Analysis of Best Buy

Best Buy is a electronic store for gaming, computing, and telecommunication gadgets.

We’ve identified its strengths, weaknesses, opportunities, and threats previously. Now we’ve unlocked a few complications the business has faced since 2011. And its attempt at recovery with its consumers.

This PESTLE Analysis of Best Buy identifies the political, economic, social, technological, legal and environmental factors affecting Best Buy’s operations available below.

In 2011, Best Buy faced backlash from the community. The company, alongside Target Co., backed a Minnesota candidate who opposed same-sex marriage. Because of the negative response, Best Buy revamped their expenditure policies.

They created a committee to promote friendly and important policies that consumers, team members, and stakeholders support.

Regarding products, Best Buy is liable for product defects, including warranties and repairs. Should personal injury or death occur from using these products, Best Buy is liable. It can’t be determined how much this can influence Best Buy’s business processes, but lawsuits tend to lead to complications.

The American economy is slowly recovering. But it’s still in an uncertain place. And because Best Buy’s products aren’t deemed necessities, this is an issue. Consumers may consider electronic devices “luxuries” that should be bought only with extra income.

Additionally, Best Buy is primarily a seasonal business. Sales during Black Friday and during the winter holidays are their goal. Primarily in the U.S and Canada.

It makes sense: consumers wait for sales and discounts to buy Best Buy products. But it furthers the impression that these electronics are “toys” to be bought with disposable income.

Best Buy also faces competition in this space. Amazon offers a large online category of electronics with discounts. There’s also Wal-Mart; although their electronic selection is smaller, it’s a convenient spot for families already shopping for produce or other items.

These competitors drive prices down, which can affect which products Best Buy offers.

Best Buy offers electronics and price matching options. Consumers buying these products are price-conscious, who compare prices before making a buying decision.

Best Buy offers BestBuy Mobile, a shop for mobile phones, accessories, and contracts. And they have GeekSquad — a team dedicated to fixing electronics, specifically computers, and laptops.

The company also has ties to the community with several grant foundations. Many of the foundations encourage children and teens to build strong educational relationships so they can grow into professional adults.

Best Buy is a tech-based company.

They supply the most modern, updated, and consumer-loving electronic products. Many products are sold on their online store, so Best Buy uses website encryption for secure transactions. They use further website technologies to develop a thorough online shopping experience by tracking visitor preferences.

The store allows for 24-hour access to newest tech. Some deals are online-only, requiring consumers to shop on the site for big or exclusive purchases. Having the ability to have an entire shopping experience online helps Best Buy update their site to appease consumers.

Best Buy has faced lawsuits several times over the last dozen years. In 2005 the company allegedly discriminated against women and a lawsuit was filed in California. Best Buy has since updated policies to enhance new and old employee relationships.

The company must also follow liability, labor laws, warranties and environmental laws.

Best Buy initiated a program called Greener. The purpose is to reduce energy costs, recyclable and disposable waste.They also collect electronic “junk” to reduce waste of small and large electronics.

These are steps in the right direction after the company was involved in Canadian unethical deforestation.

Best Buy has had a few complications with political and environmental factors. The company faced backlash over a political candidate they backed, forcing them to recreate their policies. And although they strive to reduce waste now, initially Best Buy was demonized for deforestation practices.

They’ve backed many foundations to promote community growth, particularly with children. That, and adding price matching and a large variety of electronics, has helped their public image.

But they’re in an odd spot. Electronics, the bulk of Best Buy’s services, are often deemed an extra expense — not a necessity. The economy’s recovery impacts Best Buy’s services. Plus competition from other department stores puts pressure on Best Buy to challenge the market value of their products.

Image: DW labs Incorporated/Shutterstock.com

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Best Buy Case Analysis and Case Solution

Posted by Peter Williams on Aug-09-2018

Introduction of Best Buy Case Solution

The Best Buy case study is a Harvard Business Review case study, which presents a simulated practical experience to the reader allowing them to learn about real life problems in the business world. The Best Buy case consisted of a central issue to the organization, which had to be identified, analysed and creative solutions had to be drawn to tackle the issue. This paper presents the solved Best Buy case analysis and case solution. The method through which the analysis is done is mentioned, followed by the relevant tools used in finding the solution.

The case solution first identifies the central issue to the Best Buy case study, and the relevant stakeholders affected by this issue. This is known as the problem identification stage. After this, the relevant tools and models are used, which help in the case study analysis and case study solution. The tools used in identifying the solution consist of the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis. The solution consists of recommended strategies to overcome this central issue. It is a good idea to also propose alternative case study solutions, because if the main solution is not found feasible, then the alternative solutions could be implemented. Lastly, a good case study solution also includes an implementation plan for the recommendation strategies. This shows how through a step-by-step procedure as to how the central issue can be resolved.

Problem Identification of Best Buy Case Solution

Harvard Business Review cases involve a central problem that is being faced by the organization and these problems affect a number of stakeholders. In the problem identification stage, the problem faced by Best Buy is identified through reading of the case. This could be mentioned at the start of the reading, the middle or the end. At times in a case analysis, the problem may be clearly evident in the reading of the HBR case. At other times, finding the issue is the job of the person analysing the case. It is also important to understand what stakeholders are affected by the problem and how. The goals of the stakeholders and are the organization are also identified to ensure that the case study analysis are consistent with these.

Analysis of the Best Buy HBR Case Study

The objective of the case should be focused on. This is doing the Best Buy Case Solution. This analysis can be proceeded in a step-by-step procedure to ensure that effective solutions are found.

In the first step, a growth path of the company can be formulated that lays down its vision, mission and strategic aims. These can usually be developed using the company history is provided in the case. Company history is helpful in a Business Case study as it helps one understand what the scope of the solutions will be for the case study.
The next step is of understanding the company; its people, their priorities and the overall culture. This can be done by using company history. It can also be done by looking at anecdotal instances of managers or employees that are usually included in an HBR case study description to give the reader a real feel of the situation.
Lastly, a timeline of the issues and events in the case needs to be made. Arranging events in a timeline allows one to predict the next few events that are likely to take place. It also helps one in developing the case study solutions. The timeline also helps in understanding the continuous challenges that are being faced by the organisation.

SWOT analysis of Best Buy

An important tool that helps in addressing the central issue of the case and coming up with Best Buy HBR case solution is the SWOT analysis.

The SWOT analysis is a strategic management tool that lists down in the form of a matrix, an organisation's internal strengths and weaknesses, and external opportunities and threats. It helps in the strategic analysis of Best Buy.
Once this listing has been done, a clearer picture can be developed in regards to how strategies will be formed to address the main problem. For example, strengths will be used as an advantage in solving the issue.

Therefore, the SWOT analysis is a helpful tool in coming up with the Best Buy Case Study answers. One does not need to remain restricted to using the traditional SWOT analysis, but the advanced TOWS matrix or weighted average SWOT analysis can also be used.

Porter Five Forces Analysis for Best Buy

Another helpful tool in finding the case solutions is of Porter's Five Forces analysis. This is also a strategic tool that is used to analyse the competitive environment of the industry in which Best Buy operates in. Analysis of the industry is important as businesses do not work in isolation in real life, but are affected by the business environment of the industry that they operate in. Harvard Business case studies represent real-life situations, and therefore, an analysis of the industry's competitive environment needs to be carried out to come up with more holistic case study solutions. In Porter's Five Forces analysis, the industry is analysed along 5 dimensions.

These are the threats that the industry faces due to new entrants.
It includes the threat of substitute products.
It includes the bargaining power of buyers in the industry.
It includes the bargaining power of suppliers in an industry.
Lastly, the overall rivalry or competition within the industry is analysed.

This tool helps one understand the relative powers of the major players in the industry and its overall competitive dynamics. Actionable and practical solutions can then be developed by keeping these factors into perspective.

PESTEL Analysis of Best Buy

Another helpful tool that should be used in finding the case study solutions is the PESTEL analysis. This also looks at the external business environment of the organisation helps in finding case study Analysis to real-life business issues as in HBR cases.

The PESTEL analysis particularly looks at the macro environmental factors that affect the industry. These are the political, environmental, social, technological, environmental and legal (regulatory) factors affecting the industry.
Factors within each of these 6 should be listed down, and analysis should be made as to how these affect the organisation under question.
These factors are also responsible for the future growth and challenges within the industry. Hence, they should be taken into consideration when coming up with the Best Buy case solution.

VRIO Analysis of Best Buy

This is an analysis carried out to know about the internal strengths and capabilities of Best Buy. Under the VRIO analysis, the following steps are carried out:

The internal resources of Best Buy are listed down.
Each of these resources are assessed in terms of the value it brings to the organization.
Each resource is assessed in terms of how rare it is. A rare resource is one that is not commonly used by competitors.
Each resource is assessed whether it could be imitated by competition easily or not.
Lastly, each resource is assessed in terms of whether the organization can use it to an advantage or not.

The analysis done on the 4 dimensions; Value, Rareness, Imitability, and Organization. If a resource is high on all of these 4, then it brings long-term competitive advantage. If a resource is high on Value, Rareness, and Imitability, then it brings an unused competitive advantage. If a resource is high on Value and Rareness, then it only brings temporary competitive advantage. If a resource is only valuable, then it’s a competitive parity. If it’s none, then it can be regarded as a competitive disadvantage.

Value Chain Analysis of Best Buy

The Value chain analysis of Best Buy helps in identifying the activities of an organization, and how these add value in terms of cost reduction and differentiation. This tool is used in the case study analysis as follows:

The firm’s primary and support activities are listed down.
Identifying the importance of these activities in the cost of the product and the differentiation they produce.
Lastly, differentiation or cost reduction strategies are to be used for each of these activities to increase the overall value provided by these activities.

Recognizing value creating activities and enhancing the value that they create allow Best Buy to increase its competitive advantage.

BCG Matrix of Best Buy

The BCG Matrix is an important tool in deciding whether an organization should invest or divest in its strategic business units. The matrix involves placing the strategic business units of a business in one of four categories; question marks, stars, dogs and cash cows. The placement in these categories depends on the relative market share of the organization and the market growth of these strategic business units. The steps to be followed in this analysis is as follows:

Identify the relative market share of each strategic business unit.
Identify the market growth of each strategic business unit.
Place these strategic business units in one of four categories. Question Marks are those strategic business units with high market share and low market growth rate. Stars are those strategic business units with high market share and high market growth rate. Cash Cows are those strategic business units with high market share and low market growth rate. Dogs are those strategic business units with low market share and low growth rate.
Relevant strategies should be implemented for each strategic business unit depending on its position in the matrix.

The strategies identified from the Best Buy BCG matrix and included in the case pdf. These are either to further develop the product, penetrate the market, develop the market, diversification, investing or divesting.

Ansoff Matrix of Best Buy

Ansoff Matrix is an important strategic tool to come up with future strategies for Best Buy in the case solution. It helps decide whether an organization should pursue future expansion in new markets and products or should it focus on existing markets and products.

The organization can penetrate into existing markets with its existing products. This is known as market penetration strategy.
The organization can develop new products for the existing market. This is known as product development strategy.
The organization can enter new markets with its existing products. This is known as market development strategy.
The organization can enter into new markets with new products. This is known as a diversification strategy.

The choice of strategy depends on the analysis of the previous tools used and the level of risk the organization is willing to take.

Marketing Mix of Best Buy

Best Buy needs to bring out certain responses from the market that it targets. To do so, it will need to use the marketing mix, which serves as a tool in helping bring out responses from the market. The 4 elements of the marketing mix are Product, Price, Place and Promotions. The following steps are required to carry out a marketing mix analysis and include this in the case study analysis.

Analyse the company’s products and devise strategies to improve the product offering of the company.
Analyse the company’s price points and devise strategies that could be based on competition, value or cost.
Analyse the company’s promotion mix. This includes the advertisement, public relations, personal selling, sales promotion, and direct marketing. Strategies will be devised which makes use of a few or all of these elements.
Analyse the company’s distribution and reach. Strategies can be devised to improve the availability of the company’s products.

Best Buy Blue Ocean Strategy

The strategies devised and included in the Best Buy case memo should have a blue ocean strategy. A blue ocean strategy is a strategy that involves firms seeking uncontested market spaces, which makes the competition of the company irrelevant. It involves coming up with new and unique products or ideas through innovation. This gives the organization a competitive advantage over other firms, unlike a red ocean strategy.

Competitors analysis of Best Buy

The PESTEL analysis discussed previously looked at the macro environmental factors affecting business, but not the microenvironmental factors. One of the microenvironmental factors are competitors, which are addressed by a competitor analysis. The Competitors analysis of Best Buy looks at the direct and indirect competitors within the industry that it operates in.

This involves a detailed analysis of their actions and how these would affect the future strategies of Best Buy.
It involves looking at the current market share of the company and its competitors.
It should compare the marketing mix elements of competitors, their supply chain, human resources, financial strength etc.
It also should look at the potential opportunities and threats that these competitors pose on the company.

Organisation of the Analysis into Best Buy Case Study Solution

Once various tools have been used to analyse the case, the findings of this analysis need to be incorporated into practical and actionable solutions. These solutions will also be the Best Buy case answers. These are usually in the form of strategies that the organisation can adopt. The following step-by-step procedure can be used to organise the Harvard Business case solution and recommendations:

The first step of the solution is to come up with a corporate level strategy for the organisation. This part consists of solutions that address issues faced by the organisation on a strategic level. This could include suggestions, changes or recommendations to the company's vision, mission and its strategic objectives. It can include recommendations on how the organisation can work towards achieving these strategic objectives. Furthermore, it needs to be explained how the stated recommendations will help in solving the main issue mentioned in the case and where the company will stand in the future as a result of these.
The second step of the solution is to come up with a business level strategy. The HBR case studies may present issues faced by a part of the organisation. For example, the issues may be stated for marketing and the role of a marketing manager needs to be assumed. So, recommendations and suggestions need to address the strategy of the marketing department in this case. Therefore, the strategic objectives of this business unit (Marketing) will be laid down in the solutions and recommendations will be made as to how to achieve these objectives. Similar would be the case for any other business unit or department such as human resources, finance, IT etc. The important thing to note here is that the business level strategy needs to be aligned with the overall corporate strategy of the organisation. For example, if one suggests the organisation to focus on differentiation for competitive advantage as a corporate level strategy, then it can't be recommended for the Best Buy Case Study Solution that the business unit should focus on costs.
The third step is not compulsory but depends from case to case. In some HBR case studies, one may be required to analyse an issue at a department. This issue may be analysed for a manager or employee as well. In these cases, recommendations need to be made for these people. The solution may state that objectives that these people need to achieve and how these objectives would be achieved.

The case study analysis and solution, and Best Buy case answers should be written down in the Best Buy case memo, clearly identifying which part shows what. The Best Buy case should be in a professional format, presenting points clearly that are well understood by the reader.

Alternate solution to the Best Buy HBR case study

It is important to have more than one solution to the case study. This is the alternate solution that would be implemented if the original proposed solution is found infeasible or impossible due to a change in circumstances. The alternate solution for Best Buy is presented in the same way as the original solution, where it consists of a corporate level strategy, business level strategy and other recommendations.

Implementation of Best Buy Case Solution

The case study does not end at just providing recommendations to the issues at hand. One is also required to provide how these recommendations would be implemented. This is shown through a proper implementation framework. A detailed implementation framework helps in distinguishing between an average and an above average case study answer. A good implementation framework shows the proposed plan and how the organisations' resources would be used to achieve the objectives. It also lays down the changes needed to be made as well as the assumptions in the process.

A proper implementation framework shows that one has clearly understood the case study and the main issue within it.
It shows that one has been clarified with the HBR fundamentals on the topic.
It shows that the details provided in the case have been properly analysed.
It shows that one has developed an ability to prioritise recommendations and how these could be successfully implemented.
The implementation framework also helps by removing out any recommendations that are not practical or actionable as these could not be implemented. Therefore, the implementation framework ensures that the solution to the Best Buy Harvard case is complete and properly answered.

Recommendations and Action Plan for Best Buy case analysis

For Best Buy, based on the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis, the recommendations and action plan are as follows:

Best Buy should focus on making use of its strengths identified from the VRIO analysis to make the most of the opportunities identified from the PESTEL.
Best Buy should enhance the value creating activities within its value chain.
Best Buy should invest in its stars and cash cows, while getting rid of the dogs identified from the BCG Matrix analysis.
To achieve its overall corporate and business level objectives, it should make use of the marketing mix tools to obtain desired results from its target market.

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Best Buy cuts workforce, including Geek Squad, looks to AI for customer service

Best buy has made significant cuts to its workforce, including the geek squad. on the heels of the cuts, the minnesota-based company announced that artificial intelligence will help customers.

Addressing "lower business demand," Best Buy has made a significant cut to its workforce and laid off a number of employees, including Geek Squad field agents, current and former workers told The Star Tribune in Minnesota.

Home-theater repair technicians and phone support specialists were among those hit by the most recent wave of layoffs at the Richfield, Minnesota-based company, according to the newspaper.

The layoffs are part of a larger restructuring plan announced by Best Buy CEO Corie Barry in an earnings call in February . The plan, which did include layoffs, was proposed in an attempt to “stabilize the company after months of declining sales,” the Star Tribune reported.

Barry said during the call that the “cuts would happen primarily in the first half of 2024 and would occur across the company.”

Making sure that “field labor resources” are properly balanced has been a top priority for Best Buy, and the company wants to "make sure we are providing the optimal experience for customers where they want to shop," Barry said on the call.

And, he said, the company wants to reduce parts of the business "where we expect to see lower volume than we envisioned a few years ago,” according to the newspaper.

Best Buy has not responded to USA TODAY's request for comment.

Here’s what we know.

Best Buy says laid-off workers will get severance

It’s not immediately clear how many Best Buy employees have been laid off since the restructuring plan was announced, nor how many employees were included in the most recent wave, because the company has declined to say.

The company did tell the Star Tribune that “affected and eligible employees will receive severance, with some offered opportunities to transfer or reapply for jobs at the company.”

"We know better than anyone that the consumer electronics industry is always changing with new technology, more innovation and evolving customer expectations, and that means we need to make changes, too,” according to a statement obtained by the Star Tribune.

The company is intent on following the steps outlined in the February earnings call, writing that it was “making sure resources are balanced and directed to the right strategic areas so we can drive efficiency in our business and put ourselves in the best position for the future.”

Best Buy announces AI venture

Best Buy said it's serious about being in the “best position” for the future, announcing a new artificial intelligence venture after the reports of layoffs. The venture, created in collaboration with Google Cloud and Accenture, uses “generative AI to provide our customers with even more personalized, best-in-class tech support experiences.”

The AI-powered virtual assistants are expected to help Best Buy customers troubleshoot problems with products, change delivery details and manage software, among other things, according to the news release.

The “self-service support option” will be available online, on the Best Buy app, or over the phone starting this summer.

"These new-gen AI-powered capabilities further enhance our commitment to deliver better, more personalized experiences to our customers by unlocking the power of people," Brian Tilzer, Best Buy's chief digital analytics and technology officer, told the Star Tribune.

Geek Squad revamp underway, part of restructuring initiative

Several initiatives are planned to get the company back on track, and one of them is to make Geek Squad “more efficient,” according to the Star Tribune.

Barry said that the company would continue “to build out Geek Squad as a service, which would operate as a business-to-business model.”

Geek Squad employees eventually will be pulled to work for Best Buy Health, which sells and delivers medical technology that helps with in-home health care, the Star Tribune reported.

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Four of the Five Least Expensive Car Brands to Maintain Are American

Tesla costs the least; German brands the most, in CR’s exclusive analysis

Car ownership costs go far beyond what you pay for a car. A key question is whether you can afford the drip, drip of maintenance and repairs for as long as you own it.

To better understand how costs increase over time and differ by brand, we asked members in our 2023 Annual Auto Surveys to tell us how much they paid out of pocket for their total maintenance (oil changes, etc.) and repairs during the previous 12 months.

We found that there are significant differences in costs as cars age, underscoring how maintenance and repair expenses rise over time.

The comparison for fresher cars is muddied because a number of brands, including BMW and Toyota, offer free maintenance periods on new cars. And usually, cars need very little work in the first couple of years beyond an oil change and tire rotation. Nearly all new-car warranties last at least three years, and repairs, if needed, are covered. The analysis shows that costs can skyrocket when the warranty and free maintenance periods are over.

Knowing the typical ownership costs for each brand can help you save money in the long run by avoiding surprises, either by choosing a less expensive brand to maintain or by budgeting accordingly.

“The difference to maintain a car on average between some brands can be thousands over a 10-year time frame,” says Steven Elek, Consumer Reports’ program leader for auto data analytics. “Also, expensive luxury vehicles are often quite expensive to maintain as well over time.”

When comparing cumulative costs by brand for years one through five and six through 10, we found that Tesla had the lowest maintenance costs. At the opposite end of the rankings, several German automakers are clustered as the most expensive brands, namely Audi , BMW , Mercedes-Benz , and Porsche .

“If you are considering a luxury model, it may be wise to purchase one from a domestic brand that may have lower maintenance and repair costs,” says Elek. “For example, over 10 years, Mercedes-Benz models are more than double the cost to maintain and repair as those from Lincoln.”

Understanding how those costs differ by brand can inform how you budget for expenses with your current car and steer your next purchase decision.

Below we show the cumulative costs for years one through five, years six through 10, and total costs for 10 years. The brands are ranked by the full 10-year costs.

If you’re a Consumer Reports member, this data is available to you. If you’re not a member, click below to join and access the full report and all of our exclusive ratings and reviews for each vehicle we buy and test.

Maintenance and Repair Cost by Brand

Make Your Car Last

Cars these days can run for 200,000 miles and more. On the " Consumer 101 " TV show, host Jack Rico learns from Consumer Reports’ auto expert, Jen Stockburger, what you can do to get the maximum life out of your vehicle.

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COMMENTS

Reinventing Best Buy
Abstract. On March 1, 2017, Best Buy Company, Inc., North America's largest retailer of consumer electronics and appliances, announced a third year of comparable-store sales increases and a 20.8% increase in domestic comparable online sales. These results were in marked contrast to four years of declining comparable-store sales from 2010 ...
Best Buy, Inc Case Study for Strategic Management
Strategic Analysis Case Study for Strategic Management for the Spring Semester of 2021 for the 2020-2021 academic year. best buy, inc. problem summary is. Skip to document. University; High School. Books; Discovery. ... In the case of Best Buy, they were having trouble losing market share with Amazon taking a lot of their sales because of the ...
The Best Buy Turnaround: Purpose-Driven Leadership With Hubert ...
After orchestrating Best Buy 's record-setting turnaround, Joly is both energized and reflective about how the world of work can and should change. He says, "Companies can be a force for good ...
Best Buy Case Analysis Final
Case Study: Showrooming at Best Buy. Executive Summary The case study demonstrates the showrooming effect and how it affects customer's product purchasing decisions. Showrooming allows for customers to view products in brick and mortar stores and then purchase those products from online retailers for a cheaper price.
Detailed SWOT Analysis of Best Buy
SWOT Analysis is a technique that is used to assess the internal and external factors of a business. In this Strengths and Weaknesses are the internal factors of the business whereas Opportunities and Threats are the external factors of the business. 1. Strengths of Best Buy. Let's start with the S in Best Buy's SWOT analysis, which stands ...
Transformation, purpose, and resilience: Best Buy's transformation
Transformation and resilience: An interview with Best Buy's executive chairman Hubert Joly. In this episode of Inside the Strategy Room, we share an excerpt from a webcast interview with Hubert Joly, the former CEO and executive chairman of North American technology retailer and services provider Best Buy. The interview was recorded at the ...
Best Buy: Creating a Winning Customer Experience in Consumer
Abstract. After a successful run for many years as a resilient consumer electronics giant, Best Buy was under intense pressure at the end of 2014. Even as competitors like Circuit City melted away, Best Buy had been able to withstand the onslaught of online behemoth Amazon and discount retailers like Target and Walmart.
Best Buy Co. Inc. Analysis
Introduction. The Best Buy Company has been in existence for over half a century in America. In the recent past, the electronics retail chain has expanded its market niche to Canada and at present own over 900 stores across America and Canada. The company has grown over the years until the 2005 when the growth begun to decline following the ...
Best Buy Co., Inc.: Customer Centricity Case Study Analysis
Best Buy, Inc. Case Study: Case History Clayton Bender, Justin Swanson, Kaitlyn Krause, Michelle Chambers, Elmon Tanielian Company Background: Best Buy Co. , Inc. operates as a multinational retailer of consumer electronics within the services industry. Founded in 1966 under the name Sound of Music, Inc. , Best Buy underwent a name change in 1988.
Best Buy
Abstract. Documents the evolution of Best Buy, an electronics retailer, from its founding in 1966 to its very successful "Concept 2" strategy in 1996, boosting its sales ($7.2 billion) past industry #1 Circuit City. Its CEO Richard Schulze offers a new vision (Concept 3) to address the company's changed competitive and consumer environment ...
Best Buy Co., Inc.
A case analysis of Best Buy Co., Inc., a consumer-electronics retailer that faced declining sales and margins due to online competition and technological changes. The case solution proposes a strategy to create a sustainable competitive advantage and gain stakeholder support.
Best Buy SWOT & PESTLE Analysis 2022
1. The SWOT and PESTLE analysis report presents an understanding of the obscure internal and external factors influencing the brand and operations of Best Buy. 2. The SWOT/TOWS analysis report compounds all the internal strategic factors that render the major strengths and weaknesses of Best Buy. 3.
Reinventing Best Buy
This Reinventing Best Buy case study tackles how the company was able to make a turnaround despite the competition in the market, specifically with Amazon.com's practices. Best Buy Company, Inc. is the largest retailer of appliances and consumer electronics in North America. From 2010 to 2013, the company experienced declining store sales.
Reinventing Best Buy Case Study Analysis & Solution
Step 2 - Reading the Reinventing Best Buy HBR Case Study. To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map.
"Best Buy" Company Analysis
Introduction. Best Buy is undoubtedly one of the leading retailers in consumer electronics and entertainment products (e.g.., VCRs, TVs, Music CDs, washing machines, mobile phones, PCs and digital cameras) not only in the United States but also in other countries globally (Gibson & Billings 10; Walden 34). This paper identifies and explains ...
Best Buy Case Study
3/1/17 Best Buy Case Study VRIO Framework Best Buy's tangible resources include items such as their thousands of brick-and-mortar superstores and their vast workforce, which also includes the Geek Squad. According to the company's 2014 10-K, their tangible resources included property, plant, and equipment totaling 2,295 million, inventory ...
PDF Fiscal 2023 Annual Report
60% of our general managers started their Best Buy careers in non-leadership roles, and 94% of our general managers and assistant managers here today were hired internally. From a community standpoint, we celebrated a milestone this year: the Best Buy Foundation saw the opening of its 52nd Best Buy Teen Tech Center®.
Showrooming at Best Buy Case Study Analysis & Solution
Step 2 - Reading the Showrooming at Best Buy HBR Case Study. To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map.
Reinventing best buy case analysis
Reinventing best buy case analysis. 3. Beginnings of Best Buy Best buy began as audio component system retailer called sound of music. In 1983, with seven stores and $10 million in annual sales, Sound of Music was renamed Best Buy Company, Inc. The company also expanded its product offerings to include home appliances and VCRs, in an attempt to ...
Wk 5
1) facilitation and support. 2) manipulation and co-optation. 3) explicit and implicit coercion. 4) participation and involvement. 5) education and commitment. manipulation and co-optation. University of Phoenix MGT/312T Wk 5 Final Quiz Learn with flashcards, games, and more — for free.
PESTLE Analysis of Best Buy
And its attempt at recovery with its consumers. This PESTLE Analysis of Best Buy identifies the political, economic, social, technological, legal and environmental factors affecting Best Buy's operations available below. Political Factors: New policies from backlash. In 2011, Best Buy faced backlash from the community.
Solved summary of best buy case study Introduction When it
Question: summary of best buy case study Introduction When it was founded in 1966, the Best Buy company's original focus was sales of home and car stereo systems at retail stores called "Sound of Music", which expanded from a single-store operation located in St. Paul. Minnesota in 1971. By 1982, the company had expanded its range of ...
Best Buy Case Analysis and Case Solution
This paper presents the solved Best Buy case analysis and case solution. The method through which the analysis is done is mentioned, followed by the relevant tools used in finding the solution. The case solution first identifies the central issue to the Best Buy case study, and the relevant stakeholders affected by this issue.
Best Buy will use AI to help customers, cuts costs with layoffs
The AI-powered virtual assistants are set to help Best Buy customers troubleshooting problems with products, changing delivery details, and managing software, among others, according to the news ...
The Cost of Car Ownership Over Time
In this look at the cost of car ownership, CR reveals the difference in maintenance and repair costs among 29 car brands at 5 and 10 years of ownership, based on member data.