This company needs strategic HRM because environments generally change much faster than organizational structure and service quality.
Home improvement market has a two-way reciprocal relationship. On the one hand, it is open to, and dependent upon, the social and physical environment that surrounds them. On the other hand, it needs financial resources and political legitimacy (a set of laws by which to operate) provided by outside institutions and governments. Customers are significant members of the environment determining strategic choice of the organization. And knowledge and technology are also a part of the environment: they are produced by other actors in the environment and purchased by the organization as educated labor or as pure knowledge assets (Johnson and Scholes, 1998).
Directional strategies (Ph. Kotler) help the company to expend internationally and reach diverse target audience (Johnson and Scholes, 1998). Recent years, Home Deport has implemented and developed a companies have already used this service, but still it is one of the most beneficial area for attracting a new customers). Home Deport acquires new knowledge and technology, and employ these assets in production quickly. From a management standpoint, technology is a major environmental factor that continually threatens existing arrangements. Fast-changing technologies, such as information technology, pose a particular threat to organizations (Johnson and Scholes, 1998). ...
is estimated that average annual returns for full-service are anticipated to exceed 13 percent over the next 10 years, with retail industry investment alternatives performing at single digit growth rates (approximately 7 percent to 9 percent). ('Home Depot in the know when' 2002).
Competitive strategies (Michael Porter 1985) allow identify and analyze current market position of the company and its success factors. Generic strategies aiming at the achievement of competitive advantage or superior marketing strategy demand that the firm make choices. The four strategies are cost leadership, cost focus, differentiation and focused differentiation. Home Deport follows cost leadership advantage based on the firm's position as the industry's low-cost producer across a wide mix of products. This strategy has become increasingly popular in recent years as a result of the popularization of the experience curve concept. In general, Home Deport bases its competitive strategy on overall cost leadership and constructs the most efficient facilities (in terms of scale or technology) and obtain the largest share of market so that it's cost per unit is the lowest in the industry. These advantages, in turn, give the producer a substantial lead in terms of experience with building the product. Experience then leads to more refinements of the entire process of production, delivery, and service, which leads to further cost reductions (Porter 1985).
As H. Mintzberg suggested, the various approaches to strategic management can be regarded as "complementary, representing two different forms of analysis both of which must be brought to bear for improving the quality of strategic thinking and analysis" (Mintzberg, 1987). In relation to minor competitors, Home Deport provides comparable buyer