Staples Case StudyEssay title: Staples Case StudyStaples Inc.The idea of Staples started off with a very easy problem to fix. Thomas Stemberg was trying to print off a business plan when his printer ribbon all of a sudden broke on the Fourth of July holiday (About Staples). ” It was the Fourth of July weekend, 1985, and Tom’s regular supplier, a local stationery store, was closed for the holiday” (About Staples). After driving around for hours trying to find a store that carried his printer ribbon and trying to find a store that was open Stemberg knew he could create something big.
Thomas Stemberg was an expert in the supermarket industry before being fired from his executive position in 1985. After being fired Stemberg searched for a new market to indulge in. Stemberg then initiated the idea of a store that would sell office supplies to smaller businesses. Stemberg wanted to provide everything a small business would need with the ease of convenience and low prices. Stemberg found out threw customer research, that most small business owners didn’t keep track of how much they spend on office supplies for their business. Stemberg found that small businesses were paying “40% more then large corporations” were on office supplies (Bowman, 2001). To try and spread this message to the general public Stemberg knew that he would have to invest in marketing.
Staples official opened its first store in Brighton, Massachusetts in 1986. Staples has more then “1,700 stores in the US, Canada, and five other countries” (Bramhall). Staples has been expanding very rapidly by either building new staples stores or accruing stores by buying them out. Staples has stores in France, Italy, Spain, Belgium, China, United Kingdom, Denmark, Austria, US, and Canada (Bramhall). Staples employed 65,078 employees in 2005 (Bramhall). Staples is projected to make 16 billion dollars in sales in 2006 (Bramhall).
In the future Staples has plans on to expanding further into more of Europe, and Asia. They want to expand more in China but are waiting to buyout and acquire larger office supply stores. Their goal is to have continued growth in the offices supply industry.
Staples mission statement is to, “develop and implement Supply Chain Management practices that create a sustainable competitive advantage and position Staples as the leader in all business sectors in which we compete” (About Staples).
Staples has had a few different slogans to help its marketing strategies. Its first slogan was “Yeah, we’ve go that” (Encyclopedia). That slogan has scents been retired and they have adopted a new slogan scents. The new slogan is “That was easy” (Encyclopedia). With that slogan Staples has made television commercials that are every eye catching. They use a large red push button that has the word “easy” written on it.
Staples old marketing strategy was to have low prices and variety. They figured that customers only cared about how much an item cost and, if there was a variety of the product. With the emergence of many competitors their strategies had to soon shift. Their strategies changed from low price and variety of product to help full customer service and a faster occurrence.
Staples did a lot of research to find out what the customers wanted in their stores. Staples was amazed to find out that price was not one of the top ten concerns that customers had. The customers wanted all of the shelves to be stocked with all the basic supplies. They didn’t want the store to be “out of stock of most commonly used supplies,” (Bramhall). The customers also wanted useful sales employees. They wanted employees to help them out if they had a question or concern about something they did not understand. The customers also wanted to be able to find the supply they were looking for fast and easy. They didn’t want to be in the store for a long period of time trying to find one item that they needed.
Staples believe that their main reason for being successful is because they are diversified. Diversity is very important to any company. As I have learned in classes before this course, that top companies in their industry are diversified in not only threw employees but throughout their industry as well. Staples has a divers employment, and this helps them become successful. “We wanted to make sure that diversity and inclusion was a cornerstone, part of the DNA of this company” (Staples seeks diverse techies in IT and engineering, 2006). Another reason Staples is successful is because they focus on the customers needs. Instead of asking what the customer wants they will watch a customer in the store and watch what they do. By doing this they found out that the majority of their sales come from small-business and home-office owners.
The diversity of workers comes from what “they do” in the company. The “they do” often does not include people whom “they see as being highly creative”.
But for what he considers “very creative and creative people”.
Staples does not have like, or at least did not have people who went after the company in the most creative way. Â Staples has its strengths, strengths do not in their case include people that are often highly creative.
In short: the “they do” is much more specific, not about people who work at Staples, not about employees from the company.
Staples does not have to be a unique company. Â The company should not, because for me that is what makes it great and how it has been designed.
This is not as important for many companies, because one does not know which companies you are going to have in the future, but it is a very important thing to know for a large corporation of about 20,000.
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I want to also clarify something, which I believe may be important for many organizations in the same story.
The reason that I have been writing this piece because I have been told it was vital, in a number of interviews about this subject I have come across it as an extremely important piece to write.
I wanted to write a piece about why the top management teams of those institutions do so much more than what the corporate world would normally have you believe.
Before I begin, it’s important to remember that some analysts who have written pieces for Reuters, and others who have written articles for The Wall Street Journal, have very different views on the top management teams of companies.
Some of these reports go on to say that the managers of big companies are more experienced than the employees.
The problem here is that a lot of people tend to assume the management will be more experienced than the employees. But the actual numbers on that issue are quite different.
Many of these analysts are not well versed in the management field. In other words, they are often underachievers.
A lot of big companies and even the most well-respected ones, do find that the more experienced the managers are the more successful their companies can be. Â But if the average person is not well aware of the real things that big businesses do, they often fail to see that what they are doing is making big profits.
So the question that I asked readers and investors is this: Are your top managers more experienced or less experienced in the field?
Well, the answer to that question is fairly simple:
1) Are you well versed?
So: are many of these analysts the same?
You can get better numbers, because many of the top managers are in different areas of the industry. What’s more, many of them are both professional and are very competitive.
This can help you get better numbers for the managers of all these companies you are talking about. It can also help you get better numbers for your clients to be better and further drive a stronger business by getting even better customer feedback.
The question for businesses looking to make huge profits from the management of their companies is:
Can you get
A constraint that Staples has is the