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Kohl’s Corporation – KSS
Resource-Based View Analysis (VRIO)
Kohl’s corporation was established in 1988 operates the business of selling apparel, footwear, home products like pillows and sheets, housewares, other accessories for men, women, and children.
Inventory Management System – Temp Competitive Advantage
The Inventory Management system is a valuable resource that has a temporary competitive advantage over others. Their products are family-oriented mostly focused on men’s and women’s apparel, footwear, accessories, and other household items. As their stores are spread over diverse locations they’ve employed a unique management inventory system that allows its store to promote consistent merchandise assorted & modified according to the region in which the store is located. They promote both products from national brands and exclusively unique brands that are “exclusively” present at Kohl’s stores. In addition, inventory of products is targeted towards all kind of customers including classic, updated and contemporary. New generation customers who are looking for some latest and current items and customers who are looking for some unique and classic items, both types are satisfied by purchasing at their stores. Their product line includes hometextiles, kitchenware, cookware and other kitchen appliances. Their management inventory system determines that they have the right product in the right season and the right place where stores are located according to the requirements of customers. It also determines the quantity of items needed in particular season at particular place. Apart from this it also ensures that inventory is incorrect style, color, size and need.
Store Locations – Temp Competitive Advantage
Store locations are a competitive advantage for Khol’s corporation. Their network of stores is distributed all over the states of USA. They’ve around 962 stores in 47 states. Their stores are located at best places in the city, which are usually hugely crowded with all kinds of buyers. Store location can be an important valuable resource if it’s chosen wisely. Store location at dump, deserted and unclean places cannot make such huge profits as compared to those located in congested busy roads. Around 112 new stores were opened in 2007. The strategy behind this is speed-to-market and concept-to-customer strategy. In Mid-Atlantic and Northeast region 8 stores were opened, in the Mid-west region 15 stores were opened, 18 stores in the southwest and 21 stores in the South Central region, and 25 stores in the southeast region. In this way, they are promoting their products to markets across the country. Gradually they are increasing their distribution network into more new markets by advertising extensively and running promotions from time to time to enhance sales at their stores.
Operations (Whatever part of operations we think provides value) – Temp Competitive Advantage
Kohl’s operations have a competitive advantage over other competitors. One of their core operations is in-store shopping experience and innovation. They always look to implement change and new experiences for the customers. Their “innovation” strategy let them implement new designs, easy shop setting, and visually challenging and exciting features to promote and enhance shopping. They’ve enhanced their exterior and interior designs by improving concrete flooring, fitting rooms, lounges, restrooms, spacious roaming areas, and spaces between shelves for easy passage. By making shopping convenient for the shoppers it enhances sales during different season of the year.
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