Page 6: Conclusion
Dixons strength comes from its entrepreneurial approach to doing business. It has developed into a nonbureaucratic organisation which is quick to respond to new ideas. Its group structure with the four separate chains offers the potential to operate a business which focuses upon diversified customer needs in a fast-changing marketplace. Yet, much still remains to be done. Dixons cannot afford to rest on its laurels. It has identified three barriers to its corporate vision with which it must deal:
- Coping with change: recruiting and developing the people needed to adapt to a changing marketplace and rate of current growth.
- Proximity to customers: a challenge facing every retail organisation – the ability to meet customer needs.
- Product knowledge: with developing technological advancements, the product knowledge of sales staff is key to increasing market-share.
Business strategies means planning how organisations use their resources in a changing business environment. In some ways it is similar to a football team preparing a game plan which builds upon its strengths. However, a strategy, as with this case, is not just about winning one game, it is a long term plan which takes into account not one competitor, but many.
This case has focused upon how Dixons has made key decisions which have involved strategic planning and implementation. It has seen Dixons advance from being a single chain into a Group of businesses ready to face and take part in future market developments.