*** please use your keyboard don't use handwriting***

***** please i need unique answer, please don't copy and paste i need new and good answer, thank you****

MGT 401

Read carefully the case study No 24 from your textbook (Best Buy Co. Inc: Sustainable customer centricity Model?) and answer the following questions:

1. Identify opportunities and threats as well as strengths and weakness of the company 1pt 2. What is/are the strategy (ies) used by Best Buy? 1 pt 3. Explain the contribution of various functional areas of Best Buy Company to its well-being. 1 pt 4. Determine the issues affecting to the strategic competitive advantage of the company. 1pt 5. Recommend solutions for Best Buy to improve its competitive advantage. 1pt

Notes: Copy/paste the phrases from the text is not acceptable. You must use your own words.

Best Buy Co. Inc., HEADQUARTERED IN RICHFIELD, MINNESOTA, was a specialty retailer of consumer electronics. It operated over 1,100 stores in the United States, accounting for 19% of the market. With approximately 155,000 employees, it also operated over 2,800 stores in Canada, Mexico, China, and Turkey. The company's subsidiaries included Geek Squad, Magnolia Audio Video, and Pacific Sales. In Canada, Best Buy operated under both the Best Buy and Future Shop labels. Best Buy's mission was to make technology deliver on its promises to customers. To ac- complish this, Best Buy helped customers realize the benefits of technology and technological changes so they could enrich their lives in a variety of ways through connectivity: 'To make life fun and easy," as Best Buy put it. This was what drove the company to continually increase the tools to support customers in the hope of providing end-to-end technology solutions. As a public company, Best Buy's top objectives were sustained growth and earnings. This was accomplished in part by constantly reviewing its business model to ensure that it was satisfying cus- tomer needs and desires as effectively and completely as possible. The company strived to have not only extensive product offerings but also highly trained employees with extensive product knowl- edge. The company encouraged its employees to go out of their way to help customers understand what these products could do and how customers could get the most out of the products they pur- chased. Employees recognized that each customer was unique and thus determined the best method to help that customer achieve maximum enjoyment from the product(s) purchased. From a strategic standpoint, Best Buy moved from being a discount retailer (a low price strategy) to a service-oriented firm that relied on a differentiation strategy. In 1989, Best Buy changed the compensation structure for sales associates from commission-based to non- commissioned-based, which resulted in consumers having more control over the purchasing process and in cost savings for the company (the number of sales associates was reduced). In 2005, Best Buy took customer service a step further by moving from peddling gadgets to a customer- centric operating model. It was now gearing up for another change to focus on store design and providing products and services in line with customers' desire for constant connectivity