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). Without qualitative service the enterprise is not capable to achieve the overall objectives. Home Deport is marked by increasing capital markets activity over the past 5 years. It 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