This document provides an overview and analysis of Best Buy's corporate strategy, industry environment, and strategic alternatives. Best Buy's differentiation strategy focuses on superior customer service through knowledgeable employees. However, it faces challenges from shorter product lifecycles, price competition, and fewer store locations. Four strategic alternatives are evaluated: digital acquisitions, online customer service, global expansion, and marketing initiatives. The selected alternative is to develop an online customer service and learning platform called "BestBuy U" to solidify its customer service proposition and differentiate from competitors facing the industry's trends toward digital content and e-commerce. An action plan outlines responsibilities, timelines, impediments, and contingency plans for BestBuy U's development and launch.
2. COOK’S CONSULTANTS
Specializing in Consumer Electronics Industry
Bert Van Den Hooff
Lisa Fischer
Shahar Abrams
Megan Brolley
Furkan Cizmeci
3. OVERVIEW
1. Strategic Issues
A. Corporate Strategy
B. Industry Analysis
C. Competitive Strategy
D. SWOT Analysis
E. Strategic Challenges
2. Strategic Alternatives + Evaluation
A. Possible Alternatives
B. Evaluation of Alternatives
C. Selected Alternatives
!
3. Action Plan
!
4. Questions
12. INDUSTRY GROUP MAP
INDUSTRY ANALYSIS
HIGH
PRICE
PRODUCT LINE BREADTH MANY
GameStop
Dell
Best Buy
Circuit City
RadioShack
LOW
FEW
Amazon
WalMart
13. BARRIERS TO ENTRY
INDUSTRY ANALYSIS
Economies of Scale
Differentiation
Total Capital Requirements
Switching Costs: Individual
Switching Costs: Business
Advertising
High
High
High
Low
High
High
14. BARRIERS TO ENTRY
INDUSTRY ANALYSIS
Economies of Scale
Differentiation
Total Capital Requirements
Switching Costs: Individual
Switching Costs: Business
Advertising
High
High
High
Low
High
High
HIGH
BARRIERS
TO ENTRY
15. BARRIERS TO EXIT
INDUSTRY ANALYSIS
Specialized Assets
Fixed Costs
Management Commitment
Contractual Commitment
High
High
Low
High
16. BARRIERS TO EXIT
INDUSTRY ANALYSIS
Specialized Assets
Fixed Costs
Management Commitment
Contractual Commitment
High
High
Low
High
HIGH
BARRIERS
TO EXIT
18. RIVALRY
INDUSTRY ANALYSIS
Concentration
Growth Rate
Fixed Costs
Differentiation
Switching Costs
Exit Barriers
High
Steady
High
High
Low
High
Low Rivalry
Low Rivalry
High Rivalry
Low Rivalry
High Rivalry
High Rivalry
MODERATE-LOW
RIVALRY
20. COMPLEMENTORS
INDUSTRY ANALYSIS
Computer Software (Computers)
Video Games (Video Game System/TV)
Complementors Within Itself
Technology
Payment
Processing
Industry
ShippingAcquisition of Geek Squad
INTERNAL EXTERNAL
23. BUYER + SUPPLIER POWER
INDUSTRY ANALYSIS
Relative Industry Concentration
Switching Costs
Availability of Substitutes
BUYER SUPPLIER
electronics consumers
27. COMPETITIVE ADVANTAGE
• no commission
• investment in employee training
• employees are product experts/consumer educators
• acquisitions that match customer lifestyle groups
• industry-wide strategic target
• product variety
• high economies of scale
BUSINESS LEVEL STRATEGY
CUSTOMER SERVICE ORIENTED
32. COMPETITIVE DISADVANTAGE
Not as many
store locations
No low cost
structure
Not as
specialized
A lot of
branches
Best Buy
ACQUISITIONS
BUSINESS LEVEL STRATEGY
36. S
• Differentiation strategy
• Expansive reach (& financial performance) through acquisitions
• Customer information database
• Extensive level of service
• Large global presence
• Increase in net income
• Steady increase in sales
SWOT ANALYSIS
Internal
38. W
SWOT ANALYSIS
• Shorter product life cycles increase training costs
• Decline in operating margins
• Fewer stores relative to competitors (ie. WalMart + GameStop)
• A LOT of money needs to go into research
• Relatively new CEO, Brian Dunn (2009)
• Large debt and reduced available cash
Internal
40. O
SWOT ANALYSIS
• Provide more value-added services in store
• Increase global presence as domestic market matures
• Move into digital streaming space by acquisitions or expansions
• Increasing complexity and functionality of new technology
• Products plays into competitive advantage.
External
41. External
T
SWOT ANALYSIS
• Information available to consumers = direct threat to Best Buy’s
strategic model and core competency
• Downward price pressure on technology products = less
consumer purchase decision time
• Shorter tech product life cycles increases employee training costs
• Regulation changes about deferred interest financing could have a
large negative effect on revenues.
• Price Matching Controversy
42. GLOBAL MARKET STRATEGY
KEY STRATEGIC CHALLENGE
“How can Best Buy continue to have innovative
products, top-notch employees, and superior
customer service while facing increased
competition, operational costs, and financial stress?”
47. STRATEGIC ALTERNATIVES + EVALUATIONS
ALTERNATIVE 1
• Anticipates growth in online
streaming/gaming market
• Differentiates product portfolio
from competitors
CONSPROS
• Requires large capital investment
• Could cannibalize brick and mortar
compact-disc sales
DIGITAL
ACQUISITIONS
48. STRATEGIC ALTERNATIVES + EVALUATIONS
CONSISTENT WITH STRATEGY + CORE COMPETENCIES
GROWTH POTENTIAL
CONSISTENT WITH MARKET TRENDS
PROFITABILITY
COST EFFECTIVENESS
EASE OF IMPLEMENTATION
TOTAL 9.5
EVALUATION
OF ALTERNATIVES
DIGITAL
ACQUISITIONS1
—
X
—
—
49. STRATEGIC ALTERNATIVES + EVALUATIONS
ALTERNATIVE 2
!
• Customer Oriented Online Shopping Assistance
• Live online sales representatives
• Online tutorials
• Business cards with usernames
ONLINE CUSTOMER
SERVICE/LEARNING
EXPERIENCE
50. STRATEGIC ALTERNATIVES + EVALUATIONS
ALTERNATIVE 2
• Enhance customer experience
• Maintain online competitive advantage
• Lowers HR costs
• Challenges with not face-to-face
teaching
• Customer is not able to ‘sample’
product
CONSPROS
ONLINE CUSTOMER
SERVICE/LEARNING
EXPERIENCE
51. STRATEGIC ALTERNATIVES + EVALUATIONS
CONSISTENT WITH STRATEGY + CORE COMPETENCIES
GROWTH POTENTIAL
CONSISTENT WITH MARKET TRENDS
PROFITABILITY
COST EFFECTIVENESS
EASE OF IMPLEMENTATION
TOTAL 12
EVALUATION
OF ALTERNATIVES
ONLINE CUSTOMER
SERVICE/LEARNING EXPERIENCE2
X
—
—
53. STRATEGIC ALTERNATIVES + EVALUATIONS
ALTERNATIVE 3
CONSPROS
GLOBAL
EXPANSION
• Large untapped demand
• High potential growth
• Consistent with strategy and core
competency
• Established presence and knowledge
base
• Expensive and risky
• Cultural barriers
• Competition from large global
competitors
54. STRATEGIC ALTERNATIVES + EVALUATIONS
CONSISTENT WITH STRATEGY + CORE COMPETENCIES
GROWTH POTENTIAL
CONSISTENT WITH MARKET TRENDS
PROFITABILITY
COST EFFECTIVENESS
EASE OF IMPLEMENTATION
TOTAL 10
EVALUATION
OF ALTERNATIVES
GLOBAL
EXPANSIONS3
—
—
—
X
56. STRATEGIC ALTERNATIVES + EVALUATIONS
ALTERNATIVE 4
• Allows for re-energization of Best Buy
brands
• Gives rationale for higher prices
• Fulfilling corporate goals
CONSPROS
• Expensive
• People already familiar with Best
Buy
MARKETING
INITIATIVE
57. STRATEGIC ALTERNATIVES + EVALUATIONS
EVALUATION
OF ALTERNATIVES
MARKETING
INITIATIVE4
CONSISTENT WITH STRATEGY + CORE COMPETENCIES
GROWTH POTENTIAL
CONSISTENT WITH MARKET TRENDS
PROFITABILITY
COST EFFECTIVENESS
EASE OF IMPLEMENTATION
TOTAL 9
—
—
X
—
58. CONSISTENT WITH
STRATEGY + CORE COMPETENCIES
GROWTH POTENTIAL
CONSISTENT WITH MARKET TRENDS
PROFITABILITY
COST EFFECTIVENESS
EASE OF IMPLEMENTATION
TOTAL 9.5 12 10 9
EVALUATION OF
ALTERNATIVES
1 2 3 4
—
X
—
— X
—
—
—
—
—
X
—
—
X
—
59. CONSISTENT WITH
STRATEGY + CORE COMPETENCIES
GROWTH POTENTIAL
CONSISTENT WITH MARKET TRENDS
PROFITABILITY
COST EFFECTIVENESS
EASE OF IMPLEMENTATION
TOTAL 9.5 12 10 9
EVALUATION OF
ALTERNATIVES
1 2 3 4
—
X
—
— X
—
—
—
—
—
X
—
—
X
—
67. TIMELINE
5 MONTHS
2
• Development
• Training
• Create marketing
campaign
PREPARATION
3 MONTHS
• Which stores
to close
• Outsource?
• Operational +
HR logistics
1 RESEARCH
68. TIMELINE
5 MONTHS
2
• Development
• Training
• Create marketing
campaign
PREPARATION
3 MONTHS
• Which stores
to close
• Outsource?
• Operational +
HR logistics
1 RESEARCH
3
• Employee familiarity
with system
• Check for platform
glitches/problems
BETA TESTING
4 MONTHS
69. TIMELINE
5 MONTHS
2
• Development
• Training
• Create marketing
campaign
PREPARATION
3 MONTHS
• Which stores
to close
• Outsource?
• Operational +
HR logistics
1 RESEARCH
4 LAUNCH!
1 YEAR
from start date
3
• Employee familiarity
with system
• Check for platform
glitches/problems
BETA TESTING
4 MONTHS
70. MAJOR IMPEDIMENTS
• Potential loss of excellent customer service
(not same as in person face-to-face)
!
• Limited ‘barrier to entry’
• Potential competition with Amazon and
other online/digital companies
ACTION PLAN
71. CONTINGENCY PLANS
• Patents
• If all fails, dissolve BestBuy U and redistribute
employees to brick and mortar stores
ACTION PLAN
72. CONCLUSION
ACTION PLAN
“How can Best Buy continue to have innovative products, top-
notch employees, and superior customer service while facing
increased competition, operational costs, and financial stress?”
Solidify customer
service value
proposition
Continue to
differentiate from
competitors and
potential new
entrants
Accomplish this
through innovative
online platform
(BestBuy U)
1 2 3