CSR Case Study: The Home Depot Giving back to communities Prepared for: Interdepartmental Working Group on Corporate Social Responsibility (CSR) Corporate Social Responsibility: Lessons Learned Final Home Depot Case Study 1 Corporate Overview Home Depot was founded in 1978‚ and has grown to become the world’s largest home improvement retailer and the second largest retail chain in the USA with total sales of $53.6 billion in 2001. The company employs a workforce of more than 250
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Home Depot is one of the largest home repair retailers in my area. I will highlight their 2015 financial statement‚ and give examples of how the statement could be useful to their business leaders‚ as well as outside venders. 2015 financial highlights. (n.d.). In fiscal year 2015‚ we grew sales for the sixth consecutive year‚ with positive sales growth in all three U.S. Divisions‚ Canada and Mexico. Comparable store sales were up 5.6 percent; total sales were up 6.4 percent; and diluted earnings
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The Home Depot Jonathan Stiffler MKTG 1010 June 27th‚ 2013 Bernie Marcus and Arthur Blank founded the Home Depot in 1978. Along with investment banker Ken Langone and merchandising expert Pat Farrah‚ the founder’s vision of one-stop shopping for the do-it-yourselfer became a reality when they opened the first two Home Depot stores on June 22‚ 1979‚ in Atlanta‚ Georgia. The first stores‚ at around 60‚000 square feet each‚ were enormous warehouses that dwarfed the competition
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| The Home Depot‚ Inc. | Suggested Growth Strategy | | Table of Contents Executive Summary……………………………………………………………………………….2 Strategic Audit Case Analysis………….........................................................................................4 Introduction 4 Past Corporate Performance 5 Financial Analysis - Ratios 5 Financial Analysis – Financial Statements 6 Financial Analysis – Industry/Competitor Comparison 7 Strategic Posture 8 Current Mission 8 Current Objectives 9 Current
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Centralization and Decentralization at Home Depot Christopher Navage MGT 302-1 Modern Organizational Theory Colorado State University – Global Campus Dr. Bonnie Adams August 6‚ 2010 Centralization and Decentralization at Home Depot It is interesting to note how the Home Depot’s combination of centralizing and standardizing authority and methodology‚ coupled with the definitely decentralized concept of giving managers authority to make important business decisions locally has resulted
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Arthur Blank‚ the Home Depot Corporation opened its first store in Atlanta‚ becoming the world’s largest home improvement retailer. They are now the second largest retailer in the United States‚ offering 40‚000 to 50‚000 different types of home improvement supplies‚ building materials‚ and lawn and garden products. They carry a wide assortment of low-cost products‚ and offer expert advice and exceptional customer service. As an innovator of the home improvement industry‚ Home Depot has expanded into
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Home Depot Case Study Bernie Marcus and Arthur Blank opened the first Home Depot in Atlanta‚ Georgia in 1979. They had big plans for the hardware and home improvement industry. Today‚ Home Depot is extremely successful with over 22 million customers shopping weekly and 66 billion in revenue‚ which makes them the largest home improvement retailer in the world. Home Depot employs over 300‚000 people and operates over 2200 stores in the US‚ Mexico‚ Puerto Rico‚ China‚ the Virgin Islands‚ Guam and
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HOME DEPOT Financial Analysis The Home Depot at the end of 2000 stands on rock solid financial footing as the World’s largest home improvement Retailer. As they continue to grow in size‚ so has their outcome of success. Home Depot’s net revenues have grown 208% between FY 1995 and FY 2000. Home Depot’s growth in net earnings over the same period has been 284%. The revenue that the firm is retaining as profits is outweighing the total amount being brought into the company. In 1998‚ Home Depot was
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Function at Home Depot‚ Inc. Abstract This paper discusses the role of human resources at Home Depot‚ Inc. According to Grossman (2008)‚ the organization had to lower costs‚ increase customer service ratings‚ and revitalize the culture in an unstable economic environment. This paper identifies key problems in the company’s decision to reduce its workforce in an effort to redefine the role of human resources management. It also examines how Home Depot fits the Lepak
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|Renovating Home Depot | |By Brian Grow‚ with Diane Brady in New York and Michael Arndt | | | |Adapted from Business Week‚ March 2006
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