54 Years of Excellence As He Leaves the Role of Chairman, These Pages

Total Page:16

File Type:pdf, Size:1020Kb

54 Years of Excellence As He Leaves the Role of Chairman, These Pages 54 years of excellence 1948... As he leaves the role of Chairman, these pages celebrate the history of Dixons under the outstanding leadership of Sir Stanley Kalms over the past 54 years. To be forward-looking is the very essence Our contribution is the strength of our 1972 of Dixons, but there are occasions when international buying and marketing and With 110 stores Dixons was now a little nostalgia, as captured in this our ability to turn complex technology a leading player photographic montage, may be excused. into attractive, consumer-friendly in hi-fi and cameras. Our roots in 1948 were so modest. propositions. Own brand Prinzsound A small suburban store selling cameras. offered hi-fi perfection while Chinon delivered Yet fortune smiled with opportunity. Our strength lies also in the quality superb cine-camera It was the right industry at the right of our staff and the service they offer value. time. I was 16 when I became manager from point of purchase to post sale. Our of my father’s store, with all the energy stores are attractive and inviting and we and enthusiasm of that age. continuously reinvent our offerings to meet the expectations of increasingly 1984 New technology met a rising level of savvy and demanding customers. The Group became the white goods customer expectation and we were a market leader with diligent supplier. Information technology has always been its acquisition of the a major investment and we try to be at 613 store century-old But it is important to understand why the cutting edge. Currys chain and Mastercare, its the Group has been uniquely successful nationwide service in a relatively short timescale, and against Integrity, value and social responsibility organisation. the background, until the mid 1980s, are not buzz words. They represent core of extremely difficult economic and values and have done since Day One in social distractions. Growth until then 1948. Of course we make mistakes and, was truly an obstacle race. The revolution occasionally, poor judgements. If we slip of Margaret Thatcher’s support for the below our standards at times, that is market economy freed the talent and the nature of man. But our fallibility resources of the Group.We revelled in is always a spur to improvement. the increased competition in our market. It honed our skills and invigorated our Above all, an intensely competitive spirit young management. pervades the Group at every level, in every country. The strength of the Group lies firmly in the dynamism of our industry: optics, At times we may be accused of electronics, domestic appliances. arrogance. That, perhaps, is the price We benefit from the classic virtuous of sharing one overriding corporate 1999 circle; technological advances regularly objective: to be number one in every The acquisition of the Nordic market leader, creating consumer-orientated products one of our markets, never outvalued, Elkjøp, marked the which, combined with price deflation, and never outmanoeuvred. I believe start of a wave of open our markets to an ever-widening all these values to be my legacy. European expansion. range of consumers. Stanley Kalms 6 Dixons Group plc Annual Report & Accounts 2001/02 1948 1950 A keen 16 year old Early advertising Dixon Studios Stanley Kalms, newly targeted the families received its largest entrusted with the of servicemen who order for 1,000 copies management of his wanted a memento of a photograph of father’s photographic of the loved ones St Catherine Laboure, studio, persuades they’d left at home who created him that the way while they were in Catholicism’s most to profit from the the forces. popular icon, the new enthusiasm for “Miraculous Medal”. photography is to sell cameras and accessories. 1954 1959 Despite “tight 185 Station Road, Dixons’ pioneering management” costs Edgware, the first marketing included the have risen. In 1954 store and the nerve creation of “Stanley the advertising budget centre of the business. Dixon”. His expert was just £5,152, our advice inspired novice salary bill just £7,243. customers to make the In 2001/02 the salary most of their cameras, bill was £490 million. exposure meters and to use new techniques such as “Electronic Flash Photography”. 1962 1967 With 16 branches and The acquisition of sales of £1.4 million, Bennett Cameras in Dixons was listed on 1964 and the success the Stock Exchange. of own brands like Acquisitions in the Prinz & Pyramid, gave same year added Dixons’ 90 stores 42 stores including a commanding London’s Oxford Street lead in the UK’s branch, claimed as photographic market. “Europe’s largest photographic centre”. 1974 1982 Dixons opened Saisho made its debut. its 163,000 sq ft Hailed as one of the distribution centre UK’s most successful in Stevenage, at the own brand launches it time the largest reflected an upmarket computerised high tech image for warehouse in Europe. hi-fi, TV and video. Today its 21 acre site provides 380,000 sq ft of warehouse space. 1987 1988 The annual report John Clare was looked 20 years ahead appointed Managing to the gadgets that Director of the newly could furnish the home formed Dixons Stores of 2007. Needless Group, creating a to say most of the common infrastructure gadgets illustrated to support the Dixons were available in and Currys brands. Dixons stores! 1990 1994 1998 A winning team for With the roll out of Launched in more than 30 years, PC World and The Link, September 1998 the then Group the Group launched Freeserve, the UK’s Managing Director, a new phase of first nationwide Mark Souhami and expansion into content-rich internet Sir Stanley reveal the two rapidly growing service achieved one latest technology at specialist markets. million customers the 1990 annual in its first six months. general meeting. Freeserve joined the FTSE 100 in March 2000. 2000 2002 Spain and France were From one store 2002... the target markets for to Europe’s market the launch of PC City, leading specialist a new generation electricals retailer with of the successful stores in 11 countries PC World format. serving tens of millions every year. The man who drove its creation hands on a record beating business. 7 Dixons Group plc Annual Report & Accounts 2001/02.
Recommended publications
  • Lapland UAS Thesis
    RESEARCHING THE POTENTIAL OF MOBILE BIG DATA FOR BUSINESS DECISION-MAKING Case of Elgiganten AB - Haparanda Hung Duc Luu Bachelor's Thesis Lapland University of Applied Sciences Degree Programme in Business Information Technology Bachelor of Business Administration 2014 Abstract of thesis School of Business and Culture Degree Programme in Business Information Technology Author Duc Hung Luu Year 2014 Supervisor Vladimir Ryabov Commissioned by Harri Putila, Elgiganten AB - Haparanda Title of thesis Researching the Potential of Mobile Big Data for Business Decision-Making Case of Elgiganten AB - Haparanda No. of pages + app. 74 + 10 This research is focused on the area of mobile Big Data, particularly personal location data and its usage to gain insights into customers’ in-store behaviours. The objective of this research is to study the practical potential of mobile Big Data in order to evaluate its impact on business decision-making in the case company. This study was commissioned by Elgiganten AB – Haparanda. The case company is a part of Elkjøp Nordic AS, the largest consumer electronics and home appliances retailer in Sweden. The study stemmed from the need to increase the case company’s understanding of the customers’ behaviours. This research is practically oriented with the theoretical framework revolving around studying the mobile Big Data, sensors’ tracking technologies and Apache Hadoop applications. To accomplish the objectives of this research, the business scenario using mobile Big Data to support decision making in the case company was formulated and scrutinised. The qualitative research method was used in this single case study for the case company. Exploratory research approach was chosen due to the novelty of the research area.
    [Show full text]
  • Dixons/Compaq/Packard Bell
    COMPETITION ACT 1998 DECISION OF THE DIRECTOR GENERAL OF FAIR TRADING No CA98/3/2001* 6 APRIL 2001 DIXONS STORES GROUP LIMITED* /COMPAQ COMPUTER LIMITED/PACKARD BELL NEC LIMITED* Relating to a finding by the Director General of Fair Trading (the ‘Director’) that agreements have not infringed the prohibition imposed by section 2 (the ‘Chapter I prohibition’) of the Competition Act 1998 (the ‘Act’), and that conduct has not infringed the prohibition imposed by section 18 (the ‘Chapter II prohibition’) of the Act. I. INTRODUCTION 1. This decision relates to an agreement between DSG Retail Limited (‘DSG’) and Compaq Computer Limited (‘Compaq’) dated 27 August 1999 (the ‘Compaq Agreement’) and to an agreement between DSG and Packard Bell NEC Limited (‘Packard Bell’) dated 12 November 1999 (the ‘Packard Bell Agreement’) (collectively the ‘Agreements’) concerning the exclusive distribution in the UK of personal computers. 2. This decision is made pursuant to the Act in accordance with rule 15(1) of the Competition Act 1998 (Director’s rules) Order 2000 (the ‘Director’s rules’)1 It states the facts on which the Director relies and his reasons for the decision. II. THE FACTS A. THE COMPLAINT 3. Following the execution of the Agreements and announcement of the consequent cessation of supplies of personal computers to the John Lewis Partnership plc (‘John Lewis’) and Tempo Holdings Limited, (‘Tempo’) (collectively referred to hereinafter as ‘JLT’ unless otherwise specified) the Office received a complaint (‘the * Certain information has been excluded from this document in order to comply with the provisions of section 56 of the Competition Act 1998 (confidentiality and disclosure of information).
    [Show full text]
  • Dixonsgroupplcinterimresultsforth
    Dixons Group plc interim results for the 28 weeks ended 15 November 2003 Dixons Group plc, Europe's leading specialist electrical retailer, today announces interim results. INTERIM RESULTS • Turnover increased by 21% to £3.1 billion (2002/03: £2.6 billion). • Group like for like sales up 1%; UK like for like sales were flat and International like for like up 3%. • Operating profit (including goodwill amortisation) increased by 15% to £102.4 million (2002/03: £89.4 million). • Profit before tax (excluding goodwill amortisation) increased by 9% to £105.7 million (2002/03: £97.1 million). • Profit before tax (including goodwill amortisation) increased by 9% to £103.4 million (2002/03: £94.8 million). • Basic earnings per share increased by 3% to 3.7 pence (2002/03: 3.6 pence). Interim dividend of 1.660 pence (2002/03: 1.510 pence), an increase of 10%. • On 24 November 2003, the Group successfully sold 48.4 million Wanadoo SA shares, raising ?310 million (£216 million) cash • On 8 December 2003, the Group disposed of its European property development business, Codic International SA for ?33 million (£23 million) cash. CHRISTMAS TRADING Group sales for the 8 weeks ended 10 January 2004 were up 12% in total and 5% on a like for like basis. In the UK, sales increased by 7% in total and 4% on a like for like basis. Sales in the International division increased by 28% in total and 7% on a like for like basis. Sir John Collins, Chairman, commented as follows: "The Group achieved solid results in the first half year, with good sales and profit growth in a challenging retail market.
    [Show full text]
  • Chief Executive's Review Group Turnover for the 52 Weeks Ended 27
    Chief Executive’s review Group turnover for the 52 weeks ended 27 April 2002 increased by 5 per cent to £4,888 million (2000/01 £4,643 million excluding Freeserve). Like for like sales were unchanged across the Group in challenging markets. Group profit before tax and exceptional The Group continued to grow market telecoms solutions provider for the items increased by 7 per cent to £297.2 share, showing particularly strong gains business to business market. million (2000/01 £277.8 million before in widescreen televisions, large domestic taxation, exceptional items and Freeserve). appliances, games, personal computers International and PC related products. The International Retail division achieved UK Retail an operating profit of £15.2 million UK Retail division operating profit before The product cycle is a major determinant (£22.3 million) on sales ahead 14 per cent exceptional items was £253.6 million of sales growth. New products have at £688 million (£602 million). (£244.8 million), an increase of 4 per cent. driven sales even during the recessions Total UK Retail sales were £4,122 million of the early 1980s and 1990s. Looking Our expansion into Continental (£3,979 million), a 4 per cent increase ahead, the product outlook appears Europe continued, with investments year on year and unchanged like for like. positive with new technologies coming in eight markets. The Group now has onto the market, from large flat screen retail operations in 11 countries. Although Currys and PC World made televisions to wireless home networks, As anticipated, start-up losses were strong contributions to the divisional and the potential for a recovery in the incurred in new businesses in France, performance, these were largely personal computer market.
    [Show full text]
  • Pursuing a Growth Strategy
    Pursuing a growth strategy Introduction Dixons: the home of new technology – a Electro World: a new investment business 1 High Street retailer of consumer electronics, operating in Hungary and the Czech Republic. Growth is an important business aim. Growth enables a business to selling the largest range of products including maintain a sharp competitive edge compared with rivals, and to TV and personal computers. The Group also operates 14 stores in the Republic of Ireland, trading as benefit from other advantages such as lower costs and greater brand Dixons, Currys and PC World. In 2002/03, the Irish businesses Currys: the UK’s largest electrical retailer. awareness among consumers. This Case Study examines how the delivered sales of £61m. The product range includes fridges and other Dixons Group has maintained an ongoing growth strategy by domestic appliances. piloting new store formats and entering new markets. It looks at the Ansoff’s Product-Market Matrix development of a new large retail outlet format (Dixons xL) in the PC World: Britain’s largest specialist chain 2 UK, and at the launch of Electro World in Eastern Europe. of computer superstores offering more than In a frequently quoted article in the Harvard Business Review, titled 5,000 product lines. Corporate Strategy (1957) Igor Ansoff outlined a number of growth Dixons Group plc is Europe’s leading specialist electrical retailer strategies. This was based on detailed research examining typical business with 1440 stores in 12 European countries. The company employs PC World Business: a major player in the growth case examples. He set out the main options in the form of a matrix: 30,000 people, with a profit of £301 million from a turnover of direct provision of IT products and services almost £5.8 billion (year to 3/5/03).
    [Show full text]
  • Senior Management
    Senior management Group Management Geoffrey Budd The Link Lesley Smith Nick Wood Joe Garner Finance, Systems and John Welsh Corporate Development Jeremy Darroch* Group Marketing Services Peter Ambrose Elizabeth Fagan Peter Crowe Steve Borges Simon Davies Peter Riordan Dave Elder-Vass George Wilding Damian Norton Currys Andrew Owen Nick Wilkinson* Stuart Owens Ben Idun Martin Sidders Ian Ditcham Dixons Group Retail Debbie Moore Properties PC World International Martin Meech Simon Turner* Sue Philipson Nick Cadbury Financial Services PC World UK David Campbell Steve Campbell Max Frei Peter Keenan Maxine Shimmin Dorothy Winrow PC City France John Risman Human Resources Kevin Armstrong David Longbottom* Sacha Tikhomiroff Ben Bengougam Claire Dickson PC City Spain John Francis Keith Jones Liz Purdy PC World Business Non-Merchandise Purchasing Derek Lloyd Roger Dew Genesis Communications Group Commercial Operations Rob Rawlinson David Hamid* Elkjøp Irene Paull Per Bjørgås* Group Purchasing Nils Petter Bjørnstad Tim Clifford Robert Grefstad Richard Ames Kristian Kulstrud Steve Crook Geir Langbakken Simon Crowfoot Fredrik Steenbuch Andrew Gabriel Norway Paul McClenaghan Ronny Blomseth Ken Sladen Per Rune Lunderby Omni Source Sweden Terry Greenwood Per Sigvardsson Geoff Bellingham Phil Logan Denmark Neil Robertson Jesper Boysen Mastercare Finland Edward Fitzmaurice Irmeli Rytkönen Andy Alexander Electro World Martin Fletcher Mark Rollmann Bruce Marsh Jiri Rizek Richard Middleton Peter Sebestyen John Sorby UniEuro UK Retail Operations Steve Carroll David Gilbert* Kath Roach European Property Thierry Behiels Business Services Sophie Goblet Alan Uren Raphael Guiducci Dixons Christophe Sirot Chris Langley Stuart Carson *Member of Group Executive Committee John Mewett Tax Free Bryan Magrath 34 Dixons Group plc Annual Report & Accounts 2001/02.
    [Show full text]
  • PR 02/2005 Strictly Embargoed. for Release After 07.00 Hours 12 January 2005 DIXONS GROUP Plc INTERIM RESULTS for the 28 WEEKS ENDED 13 NOVEMBER 2004
    PR 02/2005 Strictly embargoed. For release after 07.00 hours 12 January 2005 DIXONS GROUP plc INTERIM RESULTS FOR THE 28 WEEKS ENDED 13 NOVEMBER 2004 Dixons Group plc, Europe’s leading specialist electrical retailer, with operations in 13 countries, today announces its interim results. • Group sales from continuing operations up 9% to £3.4 billion (2003/04 restated(3): £3.1 billion). UK sales up 7% and International up 14%. Including discontinued, non-retail operations, turnover up 8% • Group like for like sales (1) up 5%; UK like for like sales up 6% and International like for like up 1% • Underlying operating profit (2) up 2% to £112.3 million (2003/04 restated(3): £110.4 million) • Underlying profit before tax (2) up 15% to £127.5 million (2003/04 restated(3): £111.3 million) • Profit before tax up 23% to £136.5 million (2003/04 restated (3): £111.3 million) • Strong cash flow with closing available net funds(4) of £144.8 million (2003/04: net borrowings of £246.1 million) • Adjusted diluted earnings per share(2) up 12% to 4.6 pence (2003/04 restated(3): 4.1 pence). Basic earnings per share up 30% to 5.2 pence (2003/04 restated(3): 4.0 pence) • Interim dividend up 10% to 1.83 pence per share (2003/04: 1.66 pence per share) • Purchased £43 million of shares under previously announced £200 million share buy back programme • Acquired controlling stake in leading electrical Greek retailer, P. Kotsovolos S.A. and acquired the UK operations of Micro Warehouse • Over 2,000 jobs will be created across the Group over next 12 months NOTES (1) Like for like sales are calculated based on stores that have been open for a full financial year both at the commencement and end of the financial period.
    [Show full text]
  • The Impact of Digital Advertising on the Marketing of Consumers' Products for Kotsovolos Comapany
    THE IMPACT OF DIGITAL ADVERTISING ON THE MARKETING OF CONSUMERS' PRODUCTS FOR KOTSOVOLOS COMAPANY BY FOTIOS-NIKOLAOS DIAMANTOPOULOS INTERNATIONAL HELLENIC UNIVERSITY - GREECE 2019 1 THE IMPACT OF DIGITAL ADVERTISING ON THE MARKETING OF CONSUMERS' PRODUCTS FOR KOTSOVOLOS COMAPANY FOTIOS-NIKOLAOS DIAMANTOPOULOS SUPERVISOR: DR. CHRISTOS MORIDIS SUPERVISING COMMITTEE: ASSOC. PROF. NAME SURNAME MEMBERS: ASSIST. PROF. NAME SURNAME International Hellenic University - School of Technology A thesis submitted for the degree of Master of Science (MSc) in e-Business and Digital Marketing 2019 THESSALONIKI, GREECE 2 CONTENTS ABSTRACT 4 INTRODUCTION 5 CHAPTER 1: DIGITAL ADVERTISING 1.1 History 6 1.2 Types of digital advertising 9 1.3 Advantages and disadvantages 11 CHAPTER 2: CONSUMER BEHAVIOR 2.1 Defining consumer behavior 14 2.2 Characteristics 16 2.3 Factors influencing consumer’s behavior 20 CHAPTER 3: DIGITAL ADVERTISING AND CONSUMING BEHAVIOR 3.1 Characteristics of digital advertising and consumer’s buying behavior 24 3.2 Case studies 29 PROFILE OF KOTSOVOLOS ENTERPRIZE 33 CHAPTER 4: METHODOLOGY 4.1 Methodology 36 4.2 Statistical research 37 CHAPTER 5: THE RESEARCH 38 DISCUSSION-CONCLUSION 54 LIMITATIONS OF THE STUDY 58 REFERENCES 59 INDEX 63 3 ABSTRACT Consumer behavior has been the subject of study for many years, with significant benefits for both the consumer himself and for businesses seeking to identify and meet his needs. It is precisely these benefits that are attracting the marketing department of each business in an era of competition between them to consolidate and expand their market share. Within this context, the use of digital marketing plays an important role creating a competitive advantage for the companies that implement it.
    [Show full text]
  • Dixons Group Plc Annual Report and Accounts 2003/04 /Ana Eot&Acut 2003/04 Accounts & Report Annual
    DIXONS GROUP plc DIXONS GROUP PLC ANNUAL REPORT AND ACCOUNTS 2003/04 // ANNUAL REPORT & ACCOUNTS 2003/04 ANNUAL REPORT & ACCOUNTS 2003/04 CONTENTS 01 FINANCIAL HIGHLIGHTS // 04 CHAIRMAN’S STATEMENT // 06 CHIEF EXECUTIVE’S REVIEW // 14 OPERATING AND FINANCIAL REVIEW: 14 Group financial statements // 16 Currys // 17 Dixons // 19 PC World // 19 The Link // 20 Elkjøp // 22 UniEuro // 22 Ireland // 23 PC City // 24 Electro World // 25 Other financial matters // 28 CORPORATE CITIZENSHIP // 34 BOARD OF DIRECTORS // 36 SENIOR MANAGEMENT // 37 ACCOUNTS FINANCIAL HIGHLIGHTS £6.5 billion £329.3 million group turnover* (continuing operations) profit before taxation* (excluding discontinued (£ million) operations, goodwill amortisation and exceptional items) 03/04 6,491.7 03/04 329.3 02/03 5,758.4 02/03 282.9 01/02 4,868.2 01/02 256.6 00/01 4,648.8 00/01 238.6 99/00 3,813.6 99/00 214.9 12.3 pence 7.32 pence adjusted diluted earnings per share*† dividends per share 03/04 12.3 03/04 7.320 02/03 11.1 02/03 6.655 01/02 9.9 01/02 6.050 00/01 9.0 00/01 5.500 99/00 8.3 99/00 4.600 2003/04 2002/03 £million £million Growth Turnover 6,491.7 5,758.4 13% Profit before taxation (excluding discontinued operations, goodwill amortisation and exceptional items) 329.3 282.9 16% pence pence Growth Adjusted diluted earnings per share 12.3 11.1 11% Dividends per share 7.320 6.655 10% *Where appropriate, prior years have been restated to take account of the amendment to FRS 5 “Reporting the substance of transactions” Revenue recognition (“Application note G”).
    [Show full text]
  • Annual Report & Accounts 2001/02
    Service Te c h nol og y Value Annual Report & Accounts 2001/02 Contents 01 Financial highlights 02 Corporate profile 04 Chairman’s statement 06 54 years of excellence 08 Chief Executive’s review 10 Service 12 Technology 14 Value Operating review 16 Dixons 17 The Link 18 Currys 20 PC World 22 International 26 Corporate citizenship 28 Environment 30 Financial review 32 Board of directors 34 Senior management 35 Accounts Financial highlights £4.9 billion Turnover (excluding Freeserve) Underlying profit before taxation (£m) (excluding exceptional items and Freeserve) Group turnover (£m) 4,643.4 4,888.2 297.2 £297.2 million 263.7 277.8 3,871.9 238.6 Underlying profit before 217.6 3,153.6 taxation (excluding 2,791.9 exceptional items) 97/98 98/99 99/00 00/01 01/02 97/98 98/99 99/00 00/01 01/02 11.6 pence Adjusted diluted eps* Dividends per share Adjusted diluted earnings (pence) (pence) per share (eps) 11.6 6.050 10.3 5.500 9.4 10.0 6.05 pence 8.4 4.600 3.825 Dividends per share 3.175 97/98 98/99 99/00 00/01 01/02 97/98 98/99 99/00 00/01 01/02 2001/02 2000/01 Change £million £million Turnover (excluding Freeserve) 4,888.2 4,643.4 5.3% Underlying profit before taxation (excluding exceptional items and Freeserve) 297.2 277.8 7.0% pence pence Adjusted diluted earnings per share 11.6 10.3* 12.6% Dividends per share 6.05 5.50 10.0% *Prior years restated for Financial Reporting Standard 19 1 Dixons Group plc Annual Report & Accounts 2001/02 Dixons Group plc Retailing across Europe Europe’s leading UK specialist retailer of Ireland consumer electronics, Norway personal computers, Sweden domestic appliances, Denmark photographic equipment, Finland communications products Iceland and related financial and Spain after sales services.
    [Show full text]
  • Covid-19 and the Establishment of Amazon in Norway
    SARPSBORG 01.06.2021 Covid-19 and the establishment of Amazon in Norway A Comparative Case Study on Their Impacts on Norwegian Omni- Channel Retailers in the Consumer Electronics and Home Appliances Industry Lennart Harlinn Thesis Supervisor: Christine B. Meyer Master’s Thesis – Strategy and Management Norwegian School of Economics This thesis was written as a part of the Master of Science in Economics and Business Administration program at NHH. The institution, as well as the supervisor, are both bereft of any responsibilities regarding the theories and methods used, or results and conclusions drawn in this thesis. Preface I would like to thank my supervisor, Christine B. Meyer, for all her help during this process. Her insights, suggestions and views were most helpful, especially in determining which field of research to pursue. I would also like to thank Camilla Winsvold for supporting me through the entire project. Sarpsborg, June 2021 Lennart Harlinn 1 Contents 1. Introduction ........................................................................................................................................ 4 2. Theory ................................................................................................................................................. 6 2.1 Resource management during environmental uncertainty .......................................................... 6 2.2 Resource Based Theory ................................................................................................................. 7 2.2.1
    [Show full text]
  • Organisational Change
    Dixons_v3 14/10/98 8:51 am Page 1 Organisational Change BUILDING A CHAIN WHICH MEETS THE REQUIREMENTS The Dixons Group Strategic alternatives Mastercare was part of Currys when it was acquired by Dixons. A key benefit OF DIFFERENT GROUPS OF CUSTOMERS When Sir Stanley Kalms, the current In order to pursue its corporate aim, from acquiring Currys was that chairman of Dixons, joined the business Dixons was faced with two simple Mastercare would help Dixons to If you looked at some of the largest and most successful organisations twenty in 1948, it had a turnover of £105 per alternatives. It could go alone and develop a lead in the area of ‘service’. years ago and then compared them with those of today, you would probably be week. The Dixons Group today is one of expand internally, which would mean PC World was not a major competitor surprised. Closer examination of these organisations would show numerous the largest publicly quoted retail groups relying upon expansion within the when it was taken over. At the examples of success, failure or transition over this relatively short time period. in the UK, with a turnover approaching company or it could opt for external time it only had four stores serving Some of the largest business organisations today might not even have been £3 billion. expansion which would mean acquiring largely niche markets. However, other parts or businesses which would Dixons recognised that PC World around 20 years ago! There are many reasons why organisations excel, die or The Dixons Group comprises: add to the overall effectiveness of had uncovered a formula which simply survive from year to year.
    [Show full text]