Choose a business. This should be listed on the London (FTSE) or New York stock exchanges. The chosen business should be facing competitive disadvantages and/or serious strategic issues. The company needs to have a clear like-for-like competitor set. Needs to be 12 pages. Please no plagiarism.
In the last few years, the company has been faced with reduction in sales revenue due to the global phenomena of online retailing and financial reports from the company indicate that it has failed to be profitable for the past three years due to the intense competition from companies like eBay and Amazon. In fact, the company recorded losses of $140 million in 2012 and recorded their heaviest loss since its incorporation in 2013 of about $400 million. Commentators have pegged the steady decline of RadioShack on the declining top line which has been bombarded by very steep costs. The company also had a decline in cash reserves from $535.7 million in 2012 to $179.8 million in 2013.
The company has been in steady decline over the last three years due to a number of factors like intense competition from online marketing companies like Amazon and low profit margins. Other key problems that have been identified are poor management, lack of product differentiation and a clear lack of focus and vision by the management that is future oriented.
Preliminary findings regarding efforts to revive the company are inconclusive at the moment, with some analysts pointing out that the measures taken by the company may not be enough as evidenced by the fact that RadioShack’s shares traded at -$1.00 earlier this year for the first time in its history while others are more optimistic.
RadioShack’s mission statement is to focus on the major part of its retail business which is its customers and electronic products. The initial RadioShack store was opened Milton and Theodore Deutshmann in Boston in order to provide parts and products for the operators of the ham radio. The mission statement places emphasis on not only its retail business but also accepting that its employee delivery is a crucial component of achieving its goals (Treverton 2012).