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Home Depot Case Study

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by

Brenna O'Brien

on 23 September 2014

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Transcript of Home Depot Case Study

Summary & Biblical Support
Match customers' values

Participate in community outreach programs

1 Peter 4:9-10
"Show hospitality to one another without grumbling. As each has received a gift, use it to serve one another, as good stewards of God's varied grace"
Focus on the customer through lectures and role-playing

Management should be the model for customer service

Matthew 7:12
"So in everything, do to others what you would have them do to you, for this sums up the Law and the Prophets."

Home Depot
Goal
A new culture:

1. Start from the top down

2. Top of the line customer service

3. Stocked shelves

4. Clean warehouses

General and specific environments
General: External forces

- Tough competitors

- Are customer focused

Specific: Internal forces

- Profit oriented culture

- Understaffed

- Missing stock
By:
Ashley Dibert
Brenna O'Brien
Jon Adams
Avery Trent
Jacob Kobza
"Lets Do This Carpet"
Home Depot vs. Lowe's
Training Objectives
1. Impart Information and Knowledge


2. Develop Analytical and Problem-Solving Skills


3. Practice, Learn, or Change Job Behaviors
Problem
Poor customer service:

Results:
1. Loss of revenue

2. Loss of market share

3. Poor reputation

External Environment Changes
Change in values to align with customers
Home Depot
Three Levels of Organizational Culture

Case Study
Surface Level
Observable
Workers' and Managers' Behavior

Second Level
Values/Beliefs Expressed by people in company

Final Level
Unconsciously held assumptions/beliefs
Rarely discussed
Changes to be Made
More employee interaction

Create an atmosphere that focuses on customers

Listen to employee opinions and react accordingly
Have outreach programs to help in community
Definition:
The forces and events outside of a company that have the potential to influence or affect it.
Possible changes:
Use natural disasters as a way to show potential customers their values and advantages
Improving the Customer Experience at Home Depot,
William and Mary School of Business
Improving the Customer Experience at Home Depot,
William and Mary School of Business
Marvin Ellison
Focused on three areas
Clean warehouse
Stocked shelves
Top customer service

Created new ideas for success

Wanted a better reputation for the company

Training and Evaluation Program
Lectures: Deliver the necessary information on how to serve customers before, during, and after the purchase.

On-The-Job Training: New employees would have the opportunity to learn from experienced employees by observing great customer service.

Role-Playing: Trainees will have the chance to practice what they have learned from lectures and OTJ training in different scenarios.
Objective: Deliver information and knowledge. Practice, learn, and change job behaviors.
Evaluation

Reactions
Learning
Behavior
Results
Set and communicate clear standards, and treat employees as they should treat the customers.
Vision Shift
Good intentions to cut costs
Six Sigma management strategy
Competitors invested in customer service
Home Depot focused on inventory
Led to poor customer satisfaction ratings
How can the culture be changed?
Employee Training and Evaluation
Levels of Organizational Culture
Organize stores to maximize employee interaction

Listen to employee problems

James 1:19
"My dear brothers and sisters, take note of this: Everyone should be quick to listen, slow to speak and slow to become angry"

External Environment
Works Cited
http://smallbusiness.chron.com/five-components-organizations-external-environment-17634.html
http://www.babson.edu/executive-education/thought-leadership/retailing/Documents/improving-customer-experience-at-home-depot.pdf
Williams, Chuck.
MGMT
. 2014. Cengage Learning.
http://www.youtube. com/watch?v=NdRIqJ7q6t0
Full transcript