'Bed Bath & Beyond’s Plan for Growth Essay\r'

' tell apart Bath & angstrom unit; beyond (BB& vitamin Aere;B, www.bedbathandbeyond.com), the power retail merchant of domestics and home furnishings, has annual gross sales of $7 billion and a shekels income of $562 million. The firm’s profitability can be explained by its increasing gross profit margins at the same time it decreases selling, general, and administrative (SG&A) expenses as a percent of sales. BB&B is equal to increase its gross profit margins due to its small atmosphere, wide assortments, and a deep variety indoors most merchandise lines. Its control over SG&A expenses is partly due to the outsourcing of its distribution centers to a third party.\r\nBB&B has opened hundreds of warehousings over the last few years, ranging in size from 30,000 to 80,000 lame feet. Because it uses a flexible real-estate strategy, BB&B is open to situate in a variety of locations. BB&B is now also being allowed into Brobdingnagian shopping cent ers. In the past, department store anchorperson tenants blocked BB&B. In 2004, BB&B had most 630 stores with a total of 20.5 million shape feet of store space. By the end of 2008, these numbers had grow to nearly 1,000 stores with 31 million square feet of store space. Its long-term goal is to operate 1,300 stores. In addition, BB&B plans to remodel and expand many live stores.\r\nIn 2003, BB&B purchased Christmas Tree Shops (www.christmastreeshops.com), a pose up of stores specializing in giftware and household items. Although the Christmas Tree Shops’ piddle suggests that it concentrates on Christmas merchandise, the chain is positioned against Pier 1 (www.pier1.com). In March 2007, BB&B acquired buybuyBABY (www.buybuybaby.com), a retailer specializing in infant and toddler merchandise. In declination 2007, BB&B opened its first unknown BB&B store in Ontario, Canada. In May 2008, BB&B purchased a 50 percent equity interest in dwell ing & More, a Mexican home goods retailer that operated two stores in Mexico City.\r\nBB&B way (as well as many retail analysts) attributes the chain’s strong sales performance to its select node service. BB&B is obsessive about its consumers receiving a consistently high level of guest service. For example, one recent shopper at a suburban Long Island store reported that a sales shop clerk was highly attentive: When the shopper asked the clerk where she could sustain a set of dishes listed on a espousal registry, the clerk immediately dropped what she was doing. The clerk then laid the dishes and stood by the shopper as she decided whether to purchase the set and even had the dishes brought to a nearby checkout so that the shopper could continue buying at the store. The sales clerk then met the shopper at the checkout to facilitate the transaction.\r\nIn 2008, BB&B was tied for second ramble in an annual study of the top â€Å"20 Most Competitive Reta ilers” in the United States. The study, conducted by Capgemini (www.capgemini.com) and W Ratings Corporation (www.wratings.com), measured the ability of retailers to ticktock consumer expectations and deliver superior profitability. Each firm’s rankings were based on its profits over the earlier five years and the responses from a sample of 6,000 consumers.\r\nQuestions\r\n1.Explain how rear end Bath & beyond practices the retailing concept.\r\n2.Evaluate Bed Bath & Beyond’s result plans.\r\n3.How can Bed Bath & Beyond further increase the overall quality of its customer service?\r\n4.Explain the concept of value from the perspective of a Bed Bath & Beyond customer.\r\n'