I know this NG has flogged this topic before but here's a little HD
update. Todays Wall Street Journal has a (section D) front page
article, describing some of their shortcomings and what they plan to
do to improve.
They are blaming their departed CEO, Nardelli. Success has a hundred
fathers, failure is an orphan.
I believe it will take a great deal of resolve and effort to alter
their past mistakes. The analogy is trying to turn the loaded super
tanker. There's a great deal of inertia. They sell $90 billion of
merchandise per year and are the second largest retailer after
WalMart.
Joe G
On Feb 20, 6:01 pm, Lew Hodgett <[email protected]> wrote:
> Guess Welch knew something when he didn't pick Nardelli to follow him.
>
> As we once said of Nardelli's type, "His idea of long term planning is
> What's for lunch", which is typical for his style of slash and burn
> management.
>
> He left a big pile of crap for someone to climb in order to regain
> customer loyality.
>
> Lew
Spot on, Lew. I couldn't agree more and don't know how it could have
been said better.
Robert
>
> Guess Welch knew something when he didn't pick Nardelli to follow him.
>
Welch was no better.
Have you noticed his track record after he did not have the corporate
curtain to hide behind?
TMT
On Feb 20, 6:01 pm, Lew Hodgett <[email protected]> wrote:
> "GROVER" wrote:
>
> > I know this NG has flogged this topic before but here's a little HD
> > update. Todays Wall Street Journal has a (section D) front page
> > article, describing some of their shortcomings and what they plan to
> > do to improve.
> >
> > They are blaming their departed CEO, Nardelli. Success has a hundred
> > fathers, failure is an orphan.
> <snip>
>
> Guess Welch knew something when he didn't pick Nardelli to follow him.
>
> As we once said of Nardelli's type, "His idea of long term planning is
> What's for lunch", which is typical for his style of slash and burn
> management.
>
> He left a big pile of crap for someone to climb in order to regain
> customer loyality.
>
> Lew
"GROVER" <[email protected]> wrote in message
news:[email protected]...
>I know this NG has flogged this topic before but here's a little HD
> update. Todays Wall Street Journal has a (section D) front page
> article, describing some of their shortcomings and what they plan to
> do to improve.
>
> They are blaming their departed CEO, Nardelli. Success has a hundred
> fathers, failure is an orphan.
>
> I believe it will take a great deal of resolve and effort to alter
> their past mistakes. The analogy is trying to turn the loaded super
> tanker. There's a great deal of inertia. They sell $90 billion of
> merchandise per year and are the second largest retailer after
> WalMart.
>
> Joe G
>
I would have never guessed they are that large. Both the local Lowes and HD
pale in comparison to Menards when it comes to traffic. Lowes and HD may
have 1 or 2 people manning the checkouts any time I have been there. Menards
all the check out stations are manned, with people standing in line!
I usually shop Lowes and HD or a local yard, just because there is less
people to fight with.
Greg
"GROVER" <[email protected]> wrote in message
news:[email protected]...
>I know this NG has flogged this topic before but here's a little HD
> update. Todays Wall Street Journal has a (section D) front page
> article, describing some of their shortcomings and what they plan to
> do to improve.
>
> They are blaming their departed CEO, Nardelli. Success has a hundred
> fathers, failure is an orphan.
>
> I believe it will take a great deal of resolve and effort to alter
> their past mistakes. The analogy is trying to turn the loaded super
> tanker. There's a great deal of inertia. They sell $90 billion of
> merchandise per year and are the second largest retailer after
> WalMart.
>
> Joe G
>
They can start improvements with giving a 10% discount to those that use the
self serve check outs. If I am paying full price I want to be waited on by
a person.
On Wed, 21 Feb 2007 00:01:54 GMT, Lew Hodgett <[email protected]>
wrote:
>"GROVER" wrote:
> > I know this NG has flogged this topic before but here's a little HD
> > update. Todays Wall Street Journal has a (section D) front page
> > article, describing some of their shortcomings and what they plan to
> > do to improve.
> >
> > They are blaming their departed CEO, Nardelli. Success has a hundred
> > fathers, failure is an orphan.
><snip>
>
>Guess Welch knew something when he didn't pick Nardelli to follow him.
>
>As we once said of Nardelli's type, "His idea of long term planning is
>What's for lunch", which is typical for his style of slash and burn
>management.
>
>He left a big pile of crap for someone to climb in order to regain
>customer loyality.
>
Not only did he screw up the reputation with customers, he did a lousy
job on investor relations as well. Their stock hasn't moved (except
downward in over 5 years). ... and for this he was supposed to get a
golden parachute?
+--------------------------------------------------------------------------------+
If you're gonna be dumb, you better be tough
+--------------------------------------------------------------------------------+
Quite true. None around here (Seattle).
"Cothian" <[email protected]> wrote in message
news:[email protected]...
>
> IIRC Menards is not nation wide as compared to the other two.
"GROVER" <[email protected]> wrote in message
news:[email protected]...
>I know this NG has flogged this topic before but here's a little HD
> update. Todays Wall Street Journal has a (section D) front page
> article, describing some of their shortcomings and what they plan to
> do to improve.
>
> They are blaming their departed CEO, Nardelli. Success has a hundred
> fathers, failure is an orphan.
>
> I believe it will take a great deal of resolve and effort to alter
> their past mistakes. The analogy is trying to turn the loaded super
> tanker. There's a great deal of inertia. They sell $90 billion of
> merchandise per year and are the second largest retailer after
> WalMart.
>
> Joe G
>
http://tinyurl.com/35ruep
2:08 p.m. February 20, 2007
ATLANTA - As The Home Depot Inc. reported a 28 percent drop in
fourth-quarter profit on Tuesday, its chief executive told analysts
something they've heard before: The company plans to focus more on its
retail stores and improve customer service.
But this time, new CEO Frank Blake was mum on how he planned to achieve
those goals, and the company did not provide guidance for 2007. Blake said
he was withholding answers to those questions until Home Depot's investor
conference next week. (more)
And the Magic 8-Ball he just bought on eBay arrives. :-)
"GROVER" wrote:
> I know this NG has flogged this topic before but here's a little HD
> update. Todays Wall Street Journal has a (section D) front page
> article, describing some of their shortcomings and what they plan to
> do to improve.
>
> They are blaming their departed CEO, Nardelli. Success has a hundred
> fathers, failure is an orphan.
<snip>
Guess Welch knew something when he didn't pick Nardelli to follow him.
As we once said of Nardelli's type, "His idea of long term planning is
What's for lunch", which is typical for his style of slash and burn
management.
He left a big pile of crap for someone to climb in order to regain
customer loyality.
Lew
I agree completely. They are, in effect, giving you the opportunity to do
their job for them, with no incentive.
"Leon" <[email protected]> wrote in message
news:[email protected]...
>
>
> They can start improvements with giving a 10% discount to those that use
the
> self serve check outs. If I am paying full price I want to be waited on
by
> a person.
>
>
"Greg O" <[email protected]> wrote in
news:[email protected]:
>
> "GROVER" <[email protected]> wrote in message
> news:[email protected]...
>>I know this NG has flogged this topic before but here's a little HD
>> update. Todays Wall Street Journal has a (section D) front page
>> article, describing some of their shortcomings and what they plan to
>> do to improve.
>>
>> They are blaming their departed CEO, Nardelli. Success has a hundred
>> fathers, failure is an orphan.
>>
>> I believe it will take a great deal of resolve and effort to alter
>> their past mistakes. The analogy is trying to turn the loaded super
>> tanker. There's a great deal of inertia. They sell $90 billion of
>> merchandise per year and are the second largest retailer after
>> WalMart.
>>
>> Joe G
>>
>
> I would have never guessed they are that large. Both the local Lowes
> and HD pale in comparison to Menards when it comes to traffic. Lowes
> and HD may have 1 or 2 people manning the checkouts any time I have
> been there. Menards all the check out stations are manned, with people
> standing in line! I usually shop Lowes and HD or a local yard, just
> because there is less people to fight with.
> Greg
>
>
>
IIRC Menards is not nation wide as compared to the other two.
Cothian <[email protected]> wrote:
> "Greg O" <[email protected]> wrote in
> news:[email protected]:
>
>>
>> "GROVER" <[email protected]> wrote in message
>> news:[email protected]...
>>>I know this NG has flogged this topic before but here's a
>>>little HD
>>> update. Todays Wall Street Journal has a (section D) front
>>> page article, describing some of their shortcomings and what
>>> they plan to do to improve.
>>>
>>> They are blaming their departed CEO, Nardelli. Success has a
>>> hundred fathers, failure is an orphan.
>>>
>>> I believe it will take a great deal of resolve and effort to
>>> alter their past mistakes. The analogy is trying to turn the
>>> loaded super tanker. There's a great deal of inertia. They
>>> sell $90 billion of merchandise per year and are the second
>>> largest retailer after WalMart.
>>>
>>> Joe G
>>>
>>
>> I would have never guessed they are that large. Both the local
>> Lowes and HD pale in comparison to Menards when it comes to
>> traffic. Lowes and HD may have 1 or 2 people manning the
>> checkouts any time I have been there. Menards all the check out
>> stations are manned, with people standing in line! I usually
>> shop Lowes and HD or a local yard, just because there is less
>> people to fight with. Greg
>>
>>
> IIRC Menards is not nation wide as compared to the other two.
I've certainly never heard of Menards before. I live in the
Cincinnati area.
"Mark & Juanita" <[email protected]> wrote in message
>
> Well there is the incentive that you can often get out faster (if you are
> buying the right i.e. well-marked merchandise). Not having to deal with
> the body-pierced teenage goth moving at the speed of molasses who can't
> find the right barcode on the merchandise of the customer in front of you
> is a pretty big incentive.
May be true in some cases, but keep an eye on the DIY registers. Too often
they have people with no clue and it takes them four times the time a
regular cashier will check out a customer.
"regain"? I don't feel that word works with HD.
On Wed, 21 Feb 2007 00:01:54 GMT, Lew Hodgett
<[email protected]> wrote:
>"GROVER" wrote:
> > I know this NG has flogged this topic before but here's a little HD
> > update. Todays Wall Street Journal has a (section D) front page
> > article, describing some of their shortcomings and what they plan to
> > do to improve.
> >
> > They are blaming their departed CEO, Nardelli. Success has a hundred
> > fathers, failure is an orphan.
><snip>
>
>Guess Welch knew something when he didn't pick Nardelli to follow him.
>
>As we once said of Nardelli's type, "His idea of long term planning is
>What's for lunch", which is typical for his style of slash and burn
>management.
>
>He left a big pile of crap for someone to climb in order to regain
>customer loyality.
>
>Lew
On Thu, 22 Feb 2007 01:56:03 GMT, "CW" <[email protected]> wrote:
>"Leon" <[email protected]> wrote in message
>news:[email protected]...
>>
>>
>> They can start improvements with giving a 10% discount to those that use
>the
>> self serve check outs. If I am paying full price I want to be waited on
>by
>> a person.
>>
>>
>
>I agree completely. They are, in effect, giving you the opportunity to do
>their job for them, with no incentive.
>
Well there is the incentive that you can often get out faster (if you are
buying the right i.e. well-marked merchandise). Not having to deal with
the body-pierced teenage goth moving at the speed of molasses who can't
find the right barcode on the merchandise of the customer in front of you
is a pretty big incentive.
+--------------------------------------------------------------------------------+
If you're gonna be dumb, you better be tough
+--------------------------------------------------------------------------------+
On Wed, 21 Feb 2007 22:35:44 GMT, "Leon"
<[email protected]> wrote:
>They can start improvements with giving a 10% discount to those that use the
>self serve check outs. If I am paying full price I want to be waited on by
>a person.
But then how would they pay the guy who's job it is to stand behind
the self serve checkouts not doing anything?
-Leuf
On Thu, 22 Feb 2007 00:10:27 -0500, Leuf <[email protected]>
wrote:
>On Wed, 21 Feb 2007 22:35:44 GMT, "Leon"
><[email protected]> wrote:
>
>>They can start improvements with giving a 10% discount to those that use the
>>self serve check outs. If I am paying full price I want to be waited on by
>>a person.
>
>But then how would they pay the guy who's job it is to stand behind
>the self serve checkouts not doing anything?
Actually he is doing something. He's pressing the button that clears
the "please place item in the checkout area" message every time
somebody checks something too light to register on the scale that they
use to determine that something has been placed in the checkout area.
Lowes on the other hand just lets the customer clear that message.
[email protected] wrote:
> Spot on, Lew. I couldn't agree more and don't know how it could have
> been said better.
Having spent more than a few years with the Monogram tattooed on both
cheeks gives you a unique perspective.
Lew
"Mark & Juanita" <[email protected]> wrote in message
news:[email protected]...
>>
>
> Well there is the incentive that you can often get out faster (if you are
> buying the right i.e. well-marked merchandise). Not having to deal with
> the body-pierced teenage goth moving at the speed of molasses who can't
> find the right barcode on the merchandise of the customer in front of you
> is a pretty big incentive.
Wrong, ;~) That body-pierced teenage goth moving at the speed of molasses
who can't find the right barcode on the merchandise was promoted to head
cashier over the self serve isles. He is your "go to" guy when you buy a
washer, or a bolt, or anything not packaged.