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Description
This book captures the essence of how company-wide and culture-deep transformational change helped propel the company to become the country's most talked about learning organization, with record-breaking profits and skyrocketing stock prices. Read more
Publisher : UNKNO
Publication date : February 27, 2003
Edition : 1st
Language : English
Print length : 336 pages
ISBN-10 : 0891061762
ISBN-13 : 62
Item Weight : 7.6 ounces
Dimensions : 6.56 x 0.99 x 9.48 inches
Best Sellers Rank: #4,245,125 in Books (See Top 100 in Books) #15,190 in Finance (Books) #22,281 in Business Management (Books)
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Mar 22 – Mar 26
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Top Amazon Reviews
Format: Hardcover
Not what was expected. But then, neither is Best Buy.
Reviewed in the United States on September 11, 2018 by Stephen Rafe
Format: Hardcover
Big Change at Best Buy looks at the implementation of the Standard Operating Platform (SOP) that changed the way Best Buy stores were managed, operated, and supplied. It looks at Best Buys implementation of this program as they experienced hyper growth opening more than 40 stores per year for several years. Ensuring a consistent product and retail experienced when dealing with a store that includes this many departments is nothing short of a nightmare and this book explains how it is done well. It includes what Best Buy did, why it worked and what others can do for a similar experience. Focusing on humans (employees) through head, hearts and hands it takes a step by step approach to how managers can implement change and preserve employee morale and knowledge base. If there is one problem with the book (and the reason I give it four instead of five stars) it is that the SOP is never really described in detail so you do not get a look at what is changing at Best Buy. You understand that a major shift in operational, procedural, supply chain, and employee mindset is occurring but you do not get the full picture as to what that change is. Overall if you are looking to introduce a major change to a company (big or small) this is a great way to look at how to implement. Recommended for MBA students as well looking into management of people as a possible best practices approach.
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Reviewed in the United States on September 24, 2009 by Lehigh History Student
Format: Hardcover
I wanted to read this book because the current economic crisis took Circuit City out of business. Best Buy, however, keeps its doors open, so I needed to learn about the company because I might want to buy their stock. In this book, the authors provide a historical overview of how the company was founded in 1966 and went public in 1985 with only eleven stores. Its business model was lots of inventory, low prices, and lots of advertising. It grew so fast that the management could not handle this hyper-growth well and profitability suffered. The company had to change its ways because it was entering another stage. The book talks not only about how Best Buy made this change, but also about how its industry is the most competitive in retailing with very low margins. While I admired the management's abilities, I don't think I will ever want to invest my money in any company in that industry. It is too cutthroat and the Internet is making it more difficult. - Mariusz Skonieczny, author of Why Are We So Clueless about the Stock Market? Learn how to invest your money, how to pick stocks, and how to make money in the stock market
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Reviewed in the United States on August 14, 2009 by Mariusz Skonieczny
Format: Hardcover
if you like fiction... you will LOVE this book. it is the farthest thing from truth and reality you can ever dream of. Best (Worst) Buy is going in the hole because of their poor customer service. this book fails to mention that there is a website (not blog... actual full-blown website) called bestbuysux.org that chronicles how horrible of a company they are by both customers AND employees! don't waste your money on this book of printed lies!
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Reviewed in the United States on March 1, 2006 by DW
Format: Hardcover
I found the book to be interesting and challenging enough to order a copy for each member of my management team. My take on this book is that it provides a great deal of insight into managing the evolution process. As with most management texts, the most interesting and exciting parts of that insight show up in the latter third of the book. I suppose you could skip the first 175 pages and still get the flavor of what RHR and Best Buy did, but I encourage you to read it all. The last 100 pages will be your reward for getting through the first 175. Things I noted in particular: 1) Early in the book, the authors set up the concept of the Head, Heart and Hands. The Head talks about getting the concept. The Heart talks about motivation, the desire to apply what was learned. The Hands is about putting the concepts into action and producing results. 2) There is a lot of discussion about the role of the Senior Managers in this process, I suggest you test yourself against the model that develops and see if you meet the authors' expectations. 3) If you don't read any other part of the book, I ask you to read pages 216 and study the table on page 234. 4) On page 216 you will see "When people set out to measure the effects of change on business results such as productivity, sales, profit, and employee turnover, they are measuring the outcomes of a process. Measuring results does not provide much information on how the change is proceeding or what issues might be impeding or furthering the change process." We all certainly focus on a couple of the measures cited - to what extent do we sacrifice the longer view in doing so? The authors got me with the following: "Knowing the score at the end of a game gives you limited information about how the individuals played, where they need to improve, or what's getting in the way of their achieving a better score." Sound familiar?
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Reviewed in the United States on July 17, 2003 by Phil