A turnaround policy must be developed by CEO Hubert Joly that will empower Best Buy to live in an increasingly competitive consumer electronics marketplace. By the conclusion of year 2012, Best Buy's stock price had dropped about 60% over a two -year period and same store sales and overall profitability were demonstrating a tendency that was consistent, negative.
On the positive side, revenues were escalating (at a marginal rate), while Best Buy persisted to control its opponents when it comes to sales volume and U.S. market share. Furthermore, each quarter was growing by 15% to 20%. Still, critics were skeptical that Joly could save the company, which seemed intent on following Circuit City down the fast-track to bankruptcy.
PUBLICATION DATE: January 03, 2014 PRODUCT #: MH0023-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
Related Case Solutions & Analyses:
AT&T USADirect In-Language Service: India
Transformation of Pratt & Whitney North Haven (D)
Du Ponts Titanium Dioxide Business (A)
Romney vs. Obama and U.S. Energy Policy
Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (B)
ATLASSIAN: SALES
ADOPTING SERU PRODUCTION SYSTEM AS A KEY ENABLER FOR MARKET RESPONSIVENESS
BCN BRAND: SELLING BARCELONA AROUND THE WORLD
MAN VS MACHINE: A CASE OF WIPRO
HARMFUL EFFECTS OF POOR PERFORMANCE APPRAISAL SYSTEM
