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Case Study Analysis
Best Buy Co., Inc: Sustainable Customer Centricity Model
November 13, 2012

Best Buy is the largest national electronics chain and the only one that remains since the closing of Circuit City in 2009 and Comp USA before that. Founded in St Paul, Minnesota in 1966 as the Sound of Music Store, it was rebranded as Best Buy in 1983 with a single flagship store in Burnsville, Minnesota. By 1993, Best Buy had become the United States second-largest consumer electronics retailer, breaking into Fortune magazine’s annual ranking of top 500 companies two years later at number 373. A partnership with Microsoft in 1999 help to boost the company’s profile and lead to the opening of its first retail store in Shanghai which was followed by stores in Canada, Mexico, Turkey, and nine European countries (Lowe, 2008 May 8). Best currently operates 1,105 big box stores in the United States. In addition to personal computers, computer equipment, and consumer video and audio products, Best Buy outlets, which are on average 44,000 square feet in size, also offer large and small appliances, and entertainment software that includes DVD’s, compact discs, video games, and computer software (Funding Universe, n.d.). Best Buy’s subsidiaries include Geek Squad, Magnolia Audio Video, Pacific Sales, and in Canada, it operates under both the Best Buy and Future Shop labels. Best Buy differentiates itself from its closest competitors, Walmart and Amazon.com, by not focusing on low cost products but by switching from an aggressive commission-based system of service to highly trained sales associates and service solutions. Having a well-trained staff who can educate the customers regarding product features, allows the customer to make informed buying decisions on big-ticket items. In addition, with Geek Squad capabilities available in-store, Best Buy is

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