Tom Stemberg started company in 1996
Supermarket selling most office supplies
Would cater to small businesses
Hired experienced management
Focused on achieving efficiencies
Provided good customer service, offered Rewards Card
Created Staples Direct
Industry has never fully recovered from recession – buyer behavior has changed
Tried to merge with Office Max and the FDA stopped it
Looking for new opportunities internationally and online
Company has now gone private
INDUSTRY ANALYSIS: This is a consolidated industry
Threat of potential competition – moderate: No great barriers to entry, but the industry has consolidated and it would be difficult to break in and effectively compete.
Existing rivalry – high: There was Staples, Office Max and Office Depot, all trying to serve the same markets. They were involved in price wars at one time. You also have Amazon.com in the picture.
Bargaining power of supplies – low: Most items found at office supply stores have more than one supplier. Suppliers are happy to work with a company of this size!
Bargaining power of buyers – high: There are industrial buyers who will demand service, discounts, etc.
Substitute products – high: Most items could be substituted for if the price became too high.
CORPORATE-LEVEL STRATEGY: (What business(es) are they in?)
Retail office supply business. Has acquired other businesses, particularly in an effort to grow Staples Direct, which is an order/delivery business. Staples.com also has Staples National Advantage and Staples Business Advantage
BUSINESS-LEVEL STRATEGY: (How do they DO business?)
Cost leader strategy from beginning – has been working to bring cost structure down in order to charge lower prices.
Has differentiated – “That was Easy” concept
Has entered international markets
Decision to enter small towns
Delivery service offered
Closed stores in 2014
STRUCTURE AND CONTROL:
Staples Direct grew through acquisitions – kept owners on because of long-established relationship with key accounts
Distribution network
Experienced management hired
Stemberg – Sargent
Task force to look for way to remove excess from cost structure.
Controls:
Compensation system – changes to align incentives – Staples and Staple Direct
Membership cards - Customer database kept
Information system
6-digit lookup code
Distribution center
Strengths:
Brand recognition
Variety of merchandise
Inventory turnover
Reduced inventory holdings
“That was easy” tag line
Firmly established
Focused on supplying small businesses
Locations
Distribution centers
Staples Direct
Name “Staples”
Move into Chicago
Customer service
Membership card
Rewards program
Information system
Bar codes
Has achieved economies of scale (distribution, financial, marketing)
Social Responsibility programs – donates to non-profit organizations
Weaknesses:
Initial strategy – Did not locate in smaller towns
Assumed that a store would serve customers with a 10-15 minute drive.
Initially did not want to work with mail order or delivery
Has had to downsize
Sales down
Stock price down
Proposed merger with Office Max is out
Opportunities:
Emerging markets in developing countries
New technology – new needs
Delivery market if fragmented and very large
Potential for growth in Europe
Online market
Now that they are private, they take more risks and try new things
Threats:
Competition
FTC – Vetoed the merger with Office Max
Changes in technology - Some office supplies no longer needed
Customers have changed their buying habits since recession
Threats that go with global expansion.