Herman Miller Strategy

Question 1: Herman Miller’s Strategies: evidence on its competitive advantage and good financial performance
1. Corporate Strategy: Diversified Strategy From the headquarters of Herman Miller Inc., Curt Pullen talks amid the unmistakable pounding sounds and commotion associated with a construction work site about his company 's plan to rebound from the recession. Pullen, the firm 's executive vice president and president of North America, says the workers are installing new lower-height Herman Miller workstations designed to accommodate a growing trend in offices toward more open, collaborative environments. The new product, called Canvas, is part of the company 's market-shift strategy after the demand for office furniture fell
Herman Miller started in 1905 with the Star Furniture Company and created the Herman Miller furniture company with his son in law named Dirk Jan De Pree. From the beginning, De Pree committed himself to treating all workers as individuals with specials talents and potential. This was part of Herman Miller’s corporate culture which continued to generate respect for all employees and take advantage of the diversity of skills possessed by all. This is one of the functional strategies in corporate culture in Herman Miller Inc in which included the company’s approach to people management, procedures and operating practices that provide the guidelines for the behavior of the company. The impact of this culture became one of the competitive advantages that make strong management and employee satisfaction in the company. The business principles and ethical standard of Herman Miller are the management practices as the key of company’s culture. Herman Miller was one of the furniture company named to Fast Company’s “Most Innovative Companies” in both 2008 and 2010. Herman Miller had pursued a path of reinvention and renewal. Herman Miller has many ways to develop their products and its culture is also unique. Through the growing of the company, Herman Miller maintains the relationship with the employees.
In the case of Herman Miller Inc., their current ratio showed some slight increase of about 1 percent from 2008 to 2009. However, a drop of about 21 percent was experienced in 2010 but they were still able to maintain a current ratio of greater than 1. In the year 2011 and 2012, there had been a tremendous increase in their current ratio to 1.76 and 1.81 respectively. This current ratio of greater than 1 provides additional cushion against unforeseeable contingencies that may arise in the short term. In the case of HNI, their current ratio showed a moderate increase of about 7 percent from 2008 to 2009. However, for the subsequent years, HNI experienced a decrease in their current ratio of approximately 10 percent from 2010 all the way to 2012. Nonetheless, they were able to maintain a current ratio of at least 1 to ensure that the value of their current assets covers at least the amount of their short term obligations. As for Steelcase, their current ratio showed a moderate increase of about 8 percent from 2008 to 2010. On the other hand, the company experienced a decrease of roughly 8 percent in the year 2011 but they were still able to maintain a current ratio of greater than 1. However, Steelcase managed to have an increase in their current ratio from 1.37 in 2011 to 1.52 in