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Bass Pro Shop Case Study

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Bass Pro shop is a very complex company that runs on a large-scale model, which requires many components in order to run and function properly. Any type of retail store must have multiple process and procedures in order to run effectively. This is especially becomes difficult when a company is in the business of specialized goods. As does Bass Pro Shop. Products and items that do not have a large-scale consumer demand due to its specific purpose are pretty much all the items bass pro shop sells. And it is for this reason that bass pro shop must keep to the highest standards when it comes to operations, quality performance, employee management relations, quality competitive advantage, as well as other key concepts. There are multiple steps involved in having a retail store for outdoor goods, there are many performance standards involved in Bass pro shops …show more content…

Bass pro shop employees are taught to always be team oriented and follow specific quality policies with the goal of operating and improving production and product services. When employees come together to find a way to complete tasks at a much more efficient rate of time, this then leads to more productivity. Lessening the strain of the workload on each individual employee, and providing for a more effective overall business is a key ingredient in “effective teamwork.” “Teams promote equality among individuals, and encourages a positive attitude and trust, teams develop a greater sense of responsibility for achieving goals and preforming tasks.” (Quality & performance excellence pg331) This attribute of giving employees this satisfaction will make their passion for their job increase and have a direct positive effect on their quality of work as well. Bass pro shop obtains highly productive employees for this exact, their quality in production and product services is so

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Back in October 2013 the major outdoor retailer Bass Pro Shops struck a deal to to acquire a major competitor, Cabela’s, for about $4.5 billion in cash. These are two major sellers of outdoor related gear, and they have both spent decades as competitors building over-the-top megastores. Bass Pro Shops was founded by John Morris in 1971 in Springfield, Missouri. It has since grown to roughly one hundred locations and posted revenues of $4.45 billion as late as 2015. It is a big source of employment for locals, as they have 22,000 jobs.

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Finally, John must be an achiever. Since teamwork is key to the success of the store, John must maintain his positive work environment with associates when everyday life seems to be stagnant. He is able to give enough time and attention to several managerial duties while completing his daily personal goals during turbulent times. John delegates duties to associates when needed. For example, ordering supplies, counting supplies and checking for out-dated merchandise.

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Summary Bass Pro Shops Outdoor World aims to help people actualize their dreams of an outdoor adventure. Bass Pro Shops is many things; it is a museum, an aquarium, an art gallery, an antique shop, a conservation and education center and most importantly a destination retailer. Bass Pro Shops is the leading retailer of outdoor gear and has more then 1 million visitors a year. Industry retailers agree that Bass Pro Shops is a master marketer when it comes to destination retailers. Destination retailers do not only create a product, they create an unforgettable experience for customers.

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Like REI, Cabela’s manages both consumer direct shipments and store replenishments in the same distribution centers. Cabela’s has three distribution centers as well as two returns processing centers. Each distribution and returns centers being 1 million square feet, can process an excess of 800,000 store, consumer and individual orders. Cabela’s only houses 30% of inventory in its distribution centers and the remaining 70% are stocked at its stores (Supply Chain Digest Home, 2008).

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The goods presented online should look authentic so that customers could expect it to be the same as when they receive the goods. If the number of delivery days are shown on the website is five and this delivery schedule cannot be met, Sports Direct should email the customer apologizing and explaining why the delivered will be delayed and when can they be expected to be delivered. Quality checks must be done regularly Complaint Customers have been complaining on their return policy, when they bought a product from Sport Direct and found that their order have been mistaken customers would want to return it. When customers want to return the goods, the staff said that they have to pay for the return goods to get new ones. Action to be taken Sports Direct should have clearly said what are the return policies once customers have purchase their goods.

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