abhishreshthaa
Abhijeet S
Pest Analysis On AutoZone : AutoZone (NYSE: AZO) is a Fortune 300 corporation based in Memphis, Tennessee[3] which is engaged primarily in the business of the retail sale of automotive parts and accessories. It was originally a division of Memphis-based wholesale grocer Malone & Hyde, and went under the name Auto Shack, which was changed after the RadioShack company objected. After the sale of the grocery operation to the Fleming Companies of Oklahoma City, the name of the company was changed to AutoZone to reflect the new focus. AutoZone holds the naming rights to the downtown Memphis baseball stadium that is the home of the Memphis Redbirds of the Pacific Coast League. The company also sponsors the AutoZone Liberty Bowl.
Valucraft, Duralast and Duralast Gold are AutoZone's private label brand of automotive batteries (manufactured by Johnson Controls), as well as other parts and accessories.
AutoZone is incorporated in the state of Nevada. Its major competitors include Pep Boys, Advance Auto Parts, Carquest, NAPA, Ace Auto Parts and O'Reilly Auto Parts, who also does business as Schucks, Kragen, and Checker Auto Parts as a result of a 2008 merger with CSK Auto.
The first AutoZone store was opened at Forrest City, Arkansas, in 1979, under the name of Auto Shack. Doc Crain was the store's first manager. The total day sales was $300.00
In 1981, Express Parts or VDP is implemented to get the customers hard to find parts by special ordering them through wholesalers. Total stores was 73 in 7 states.
In 1984, the company became the first auto parts retailer to create a quality control program for its parts. Total stores was 194 in 13 states.
In 1985, Doc Crain coined the term WITTDTJR, which stands for "What it takes to do the job right." Total store count is 263 in 14 states.
By 1986, expansion had made the company grow into a large store chain across the South and the Midwest. That year, Darren Reltherford, manager of Auto Shack's Memphis branch, received the first Extra Miler award, which has since been given to AutoZoners who show their dedication to customer satisfaction by "going the extra mile" for customer service. The Duralast line of alternators and starters is released. The Loan-A-Tool program begins allowing customers the ability to borrow specific tools for jobs. The 4th Distribution Center in Greenville, SC opens. Total of stores is 339 in 15 states.
In 1988, Auto Shack officially changed its name to AutoZone. This would mark the beginning of an era of large expansion for the company, as it would soon open stores in other areas across the United States. That year also, the company introduced WITT-JR, an electronic catalog used to look up parts and keep warranty information. Total of stores is now 459 in 16 states.
During July of year 2007, Pinault Printemps and Redoute or PPR had announced that it already owned the 62.1% of overall stock of the company. PPR is considered as a French Holding Company that specialized in the business of retailing as well as selling different luxury brands. The most famous subsidiary of the said company is the brand of Gucci (Murphy & Marsh 2007).
AG is not a subsidiary of PPR and remains its own; however, due to the fact that the PPR already owned the 62.1% of Puma AG, the first company owns most of the stock and eventually, it will have the most stockholders voting. AG is still free to make the different business decision regarding the different aspects of the company, however, any issues that will be put to the process of voting will be vitally be decided by PPR (Murphy & Marsh 2007).
Both of the company will benefit with each other in terms of financial as well as in terms of marketing. In terms of financial, the Puma AG will serve as a new investment activity or new financial resource for the PPR. This is due to the fact that PPR has the major share in the company. On the other hand, Puma AG will also benefit financially with PPR because, they will be now considered as partner companies.
Furthermore in terms of sales and marketing, due to the fact that both of the company has their good reputations in the market, it can help to build up their image as one. In terms of Puma AG, the image of PPR as a company that build luxury image can further help the company for its process of restructuring as well as the process of rebuilding the image of the brand. It can help AG to handle the current change in the behavior and taste of the customers towards luxury brands. On the other hand, in the case of the PPR, the AG will serve as a product expansion, where in they will have a new brand in terms of sports apparel and accessories. It will also help the company to gain and target new market and industry.
This will also help the AG in terms of entering new market where in there are already available local partner for the PPR. In addition to that, both the PPR and AG can share their knowledge and skills regarding the different aspects of the company that can help to improve both of the company’s management and marketing activities.
Business strategy as well as proper application of different techniques, more particularly of IT can help any company to regain as well as maintain its position in the market. In the case of Puma AG, it had undergone several ups and downs during its first establishment up to now. Furthermore, it is also good to see that its rivalry from Adidas is still there. The restructure plan and implementation of the business had been successful because it had been able to become one of the most famous as well as feasible company in the industry. Its implementation of virtualized organizational structure had also helped the company in their R&D process as well as their communication with the possible customers worldwide. In addition to that, it had also help the company in series of activities such as their outsourcing.
is one of the good examples in terms of those companies that are using the advent of the Internet as well as the presence of globalization in order to create its competitive advantage. Globalization had helped the company to have more market to target, and the Internet had helped the company to reach out to their customers 24 hours a day. In addition to that the Internet had also helped the company to manage their internal activities as well as connect in decentralized manner the different subsidiaries in the world.
Valucraft, Duralast and Duralast Gold are AutoZone's private label brand of automotive batteries (manufactured by Johnson Controls), as well as other parts and accessories.
AutoZone is incorporated in the state of Nevada. Its major competitors include Pep Boys, Advance Auto Parts, Carquest, NAPA, Ace Auto Parts and O'Reilly Auto Parts, who also does business as Schucks, Kragen, and Checker Auto Parts as a result of a 2008 merger with CSK Auto.
The first AutoZone store was opened at Forrest City, Arkansas, in 1979, under the name of Auto Shack. Doc Crain was the store's first manager. The total day sales was $300.00
In 1981, Express Parts or VDP is implemented to get the customers hard to find parts by special ordering them through wholesalers. Total stores was 73 in 7 states.
In 1984, the company became the first auto parts retailer to create a quality control program for its parts. Total stores was 194 in 13 states.
In 1985, Doc Crain coined the term WITTDTJR, which stands for "What it takes to do the job right." Total store count is 263 in 14 states.
By 1986, expansion had made the company grow into a large store chain across the South and the Midwest. That year, Darren Reltherford, manager of Auto Shack's Memphis branch, received the first Extra Miler award, which has since been given to AutoZoners who show their dedication to customer satisfaction by "going the extra mile" for customer service. The Duralast line of alternators and starters is released. The Loan-A-Tool program begins allowing customers the ability to borrow specific tools for jobs. The 4th Distribution Center in Greenville, SC opens. Total of stores is 339 in 15 states.
In 1988, Auto Shack officially changed its name to AutoZone. This would mark the beginning of an era of large expansion for the company, as it would soon open stores in other areas across the United States. That year also, the company introduced WITT-JR, an electronic catalog used to look up parts and keep warranty information. Total of stores is now 459 in 16 states.
During July of year 2007, Pinault Printemps and Redoute or PPR had announced that it already owned the 62.1% of overall stock of the company. PPR is considered as a French Holding Company that specialized in the business of retailing as well as selling different luxury brands. The most famous subsidiary of the said company is the brand of Gucci (Murphy & Marsh 2007).
AG is not a subsidiary of PPR and remains its own; however, due to the fact that the PPR already owned the 62.1% of Puma AG, the first company owns most of the stock and eventually, it will have the most stockholders voting. AG is still free to make the different business decision regarding the different aspects of the company, however, any issues that will be put to the process of voting will be vitally be decided by PPR (Murphy & Marsh 2007).
Both of the company will benefit with each other in terms of financial as well as in terms of marketing. In terms of financial, the Puma AG will serve as a new investment activity or new financial resource for the PPR. This is due to the fact that PPR has the major share in the company. On the other hand, Puma AG will also benefit financially with PPR because, they will be now considered as partner companies.
Furthermore in terms of sales and marketing, due to the fact that both of the company has their good reputations in the market, it can help to build up their image as one. In terms of Puma AG, the image of PPR as a company that build luxury image can further help the company for its process of restructuring as well as the process of rebuilding the image of the brand. It can help AG to handle the current change in the behavior and taste of the customers towards luxury brands. On the other hand, in the case of the PPR, the AG will serve as a product expansion, where in they will have a new brand in terms of sports apparel and accessories. It will also help the company to gain and target new market and industry.
This will also help the AG in terms of entering new market where in there are already available local partner for the PPR. In addition to that, both the PPR and AG can share their knowledge and skills regarding the different aspects of the company that can help to improve both of the company’s management and marketing activities.
Business strategy as well as proper application of different techniques, more particularly of IT can help any company to regain as well as maintain its position in the market. In the case of Puma AG, it had undergone several ups and downs during its first establishment up to now. Furthermore, it is also good to see that its rivalry from Adidas is still there. The restructure plan and implementation of the business had been successful because it had been able to become one of the most famous as well as feasible company in the industry. Its implementation of virtualized organizational structure had also helped the company in their R&D process as well as their communication with the possible customers worldwide. In addition to that, it had also help the company in series of activities such as their outsourcing.
is one of the good examples in terms of those companies that are using the advent of the Internet as well as the presence of globalization in order to create its competitive advantage. Globalization had helped the company to have more market to target, and the Internet had helped the company to reach out to their customers 24 hours a day. In addition to that the Internet had also helped the company to manage their internal activities as well as connect in decentralized manner the different subsidiaries in the world.
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