Best Buy’s strategy: ‘Renew Blue, Ignite the Possible’
Through a special arrangement, presented here for discussion is an excerpt of a current article from Commerce Anywhere Blog.
Best Buy, which I wrote off a few years ago, has more than bounced back. It is aggressively combating "showrooming" and winning. With sales up and its stock rising, Best Buy is well on the road to recovery.
"The next chapter of our transformation is what we call Renew Blue, Ignite the Possible," CEO Hubert Joly recently said at Best Buy’s annual meeting.
"Our aspiration is to create end-to-end customer experiences that allow our customers to smoothly and fully experience the possibilities of technology," Mr. Jolu said. "In retail we’ve evolved our store organization to better support the nature of retail, which is the execution of our category and functional strategies the development and implementation of effective market level strategies that take into account local specificities and lifting our performance in terms of employee engagement, sales, customer satisfaction and profitability."
Well said. I think there are three keys to Best Buy’s turnaround. Other retailers should take notice. First, Best Buy is focusing on the customer experience, offering store-within-a-store concepts by partnering with suppliers like Sony and Samsung. This experience continues to extend into homes with Geek Squad, which I believe is a big differentiator in the complicated electronics market. Second, Best Buy offers a low price guarantee for both local stores and major online retailers. No longer are they routinely beat on price. Also, it doesn’t hurt that Amazon now charges tax in many states, removing one of Amazon’s advantages.
The third and most important key is using stores for fulfillment. Consumers don’t like waiting. Best Buy allows order online, pickup from store and the ability to ship from a nearby store, thus shortening delivery time. As depicted in the graph below, in many cases Best Buy now beats Amazon in delivery time.
You can clearly see the ship-from-store change occurring around October 2013. As Sharon McCollam, Best Buy’s CFO, put it on Best Buy’s first-quarter conference call:
"The amount of inventory that has actually been unlocked represents about two-thirds of our inventory. We have already seen margin benefits and we expect that to continue to grow as we progress through the year and the merchants and the demand planners learn more about how to use ship-from-store as a pricing leverage tool. The big opportunity is from the merchant organization, whereas they are now pulling and pushing levers in order to move that inventory through the system faster. You should expect to be seeing more positives."
Turning stores into an offensive weapon against online retailers is clearly making a difference.
- Renew Blue, Ignite the Possible – Commerce Anywhere Blog
- Best Buy 2104 Annual Meeting – SeekingAlpha
- Best Buy’s (BBY) CEO Hubert Joly on Q1 2015 Results – Earnings Call Transcript – SeekingAlpha
- Best Buy’s Transformation, Part Two: Ignite the Possible – RIS News
- Best Buy in a Downward Spiral? – Commerce Anywhere Blog
What do you think is driving Best Buy’s turnaround? What lessons does Best Buy offer for those looking to combat pure play e-tailers?