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What Complements did Costco add to their business? Please explain.

This question is based on Costco case 4 "Costco Wholesale in 2018: Mission, Business Model, and Strategy."

1 / 24 CASE 4 Costco Wholesale in 2018: Mission, Business Model, and Strategy 3 connect Arthur A. Thompson Jr., The University of Alabama ix years after turning the leadership of Costco Wholesale over to then-president, Craig Jelinek, utive officer (CEO) from 1983 until year-end 2011, had ample reason to be pleased with the company's ongoing revenue growth and competitive standing as one of the world's biggest and best consumer goods merchandisers. Sinegal had been the driving force behind Costco's 35-year evolution from a startup entre- preneurial venture into the third largest retailer in the United States, the seventh largest retailer in the world, and the undisputed leader of the discount warehouse and wholesale club segment of the North American retailing industry. Since January 2012, when Craig Jelinek took the reins as Costco Wholesale's president and CEO, the company had prospered, growing from 200,000 members, and a $1 million profit. Years ear- lier, Sol Price had experimented with discount retail- ing at a San Diego store called Fed-Mart. Jim Sinegal got his start in retailing at the age of 18, loading mat- tresses for $1.25 an hour at Fed-Mart while attending San Diego Community College. When Sol Price sold Fed-Mart, Sinegal left with Price to help him start the San Diego Price Club store; within a few years, Sol Price's Price Club emerged as the unchallenged leader in member warehouse retailing, with stores operating primarily on the West Coast. Although Price originally conceived Price Club as a place where small local businesses could obtain needed merchandise at economical prices, he soon concluded that his fledgling operation could achieve far greater sales volumes and gain buying clout with