TempBest Buy Co., Inc.

Published on December 2016 | Categories: Documents | Downloads: 30 | Comments: 0 | Views: 162
of 19
Download PDF   Embed   Report

Best Buy Co., Inc.

Comments

Content




Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.


Best Buy Co., Inc. Customer-CentricityBackground:
The consumer electronics giant, Best Buy, was first established in 1966 with a s
ingle locationand a staff of three in St. Paul, Minnesota, selling audio equipme
nt targeted at 18-25 year oldmales. Initially Sound of Music/Best Buy grew throu
gh acquisition, expanding to nine locationsin the Twin Cities area by 1978. The
name, Best Buy, and expanded product line, ranging fromaudio and video equipment
to large appliances,
were a result of a best buy sale of damaged
inventory at bargain prices in 1981. In the mid-1980s, Best Buy launched superst
ores similar tothose of their main competitor, Circuit City and expanded by 15 s
tores between 1985-86. In1989, Best Buy launched itself as a self-service, value
-store staffed with a salaried sales force toprovide a no-pressure shopping expe
rience. This approach resulted in Best Buy becoming thesecond largest electronic
s retailer. By 1995, Best Buy was opening an average of 35 new storesannually an
d in 2000, the retailer responded to the market by launching BestBuy.com.Best Bu
y attributes some of their success to their SOP, standard operating platform, wh
ich is a
200 page how to manual
for nearly every feasible store situation ranging from product salesand service
to inventory management. The purpose of the SOP was to train the sales force and
promote uniformity across the organization
. In addition to the SOP, Best Buys skillful
mercha
ndising and marketing, along with their sales force (Blue Shirts) are credited wit
h the
success of the retailer. Blue Shirts received extensive training and enjoyed a u
nique andrewarding corporate culture, with part-time associates making $8.00 per
hour and full-timeemployees earning $20.00. Sales associates often received pub
lic recognition for strongperformance in addition to immediate rewards such as r
estaurant vouchers. Supervisors werealso incentivized based on annual department
and store performance. Starting store managers inmid-size stores were compensat
ed with salaries between $50,000 and $150,000. The successresulting from these p
ractices did not go unnoticed by competitors such as Wal-Mart and Dell,
who imitated many of Best Buy
s strategies and stole well trained Blue Shirts.

Sponsor Documents

Or use your account on DocShare.tips

Hide

Forgot your password?

Or register your new account on DocShare.tips

Hide

Lost your password? Please enter your email address. You will receive a link to create a new password.

Back to log-in

Close