Best Buy 2003 Annual Report Download - page 140

• Win Entertainment
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Customer Centricity
Our customers are at the core of all of our business strategies. In short, customer centricity means putting the customer at the center of
everything we do. The customer centricity strategy includes tailoring our store experience to the specific product needs of our
customers. We want to leverage our customer knowledge and tailor product and service offerings to meet our customers’ specific
product and service needs. Our goal is to provide the “complete solution” to our customers and to provide them with products that can
be integrated with their lifestyle.
Efficient Enterprise
Our business has grown substantially over the past five years, with revenue from continuing operations increasing from $8.3 billion to
$20.9 billion. We have made significant investments in our infrastructure, including people and technology, to support business
growth. As we move forward, we are developing an operating model that is agile and flexible and is anticipated to deliver sustained
productivity gains. This model includes leveraging our existing investments and continually managing our expense structure to ensure
it meets the current and future needs of our business.
Win the Home with Service
This strategy focuses on creating a market−leadership position in delivering lifestyle−based solutions for our customers, including
selection, installation and integration of multiple technologies. Our customers’ consumer electronics needs are becoming more
complex with the continued development of new products and the need to access multiple networked technologies within the home.
We are committed to selling, installing and supporting technologies that create an integrated digital home. We believe this approach
will differentiate us from many of our competitors who sell technology products but do not provide installation and support services.
Our goal is to create a life−long relationship with our customers that focuses on product selection, home integration, service and future
technology upgrades.
Win Entertainment
Another strategic priority is to gain market share in the rapidly changing entertainment category. This category includes music,
movies, video game hardware and software, subscriptions and other related products. The development and delivery of entertainment
products have undergone significant changes in recent years. New video game platforms have generated strong revenue. Conversely,
industry−wide prerecorded music sales have experienced double−digit declines in each of the past two years as consumers continue to
download music directly from the Internet. The Win Entertainment strategy includes supporting the development and delivery of new
entertainment−related products through multiple distribution channels and increasing our market share. We want to be the consumers’
preferred choice when purchasing entertainment products.
Planned Sale of Musicland Business
We have committed to a plan to sell our interest in Musicland. We determined that the interests of our shareholders, employees,
vendors and landlords would be best served by a sale of the business. Accordingly, we have retained a national investment banking
firm to identify potential buyers and to market actively our interest in Musicland. We also have retained additional professionals to
assist in other areas of the plan. The sale of our interest in Musicland will allow us to focus on our consumer electronics stores, which
are the core growth and profit drivers for our business.
The original strategy behind the Musicland acquisition was to bring Best Buy’s core competencies in retailing consumer electronics to
new consumer segments, including segments typically underserved by our Best Buy stores. Musicland’s mall−based stores and rural
market locations gave us access to more young people and more rural communities. In addition, we believed integrating certain
administrative and support functions within our existing infrastructure could increase the overall profitability of the Musicland
business. However, for a number of reasons, the Musicland business did not meet our financial objectives. First, Musicland was not as
successful as we hoped in selling digital products,
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even at Best Buy prices, because many consumers assumed that products sold in a mall−based environment were not
price−competitive. Second, we did not anticipate such steep and protracted declines in sales of prerecorded music or significant
declines in mall traffic. Third, Musicland reduced the assortment of CDs at its stores, a move that had increased inventory turns and
profits at our Best Buy stores, but the reduced music assortment led to the loss of some core customers. Fourth, Musicland was