Enter the World of Business: Home Depot Builds Effective Management System When Home Depot was founded in 1979, the founders built a strong culture placing customers and employees at the top and executives at the bottom. However, after Robert Nardelli, a high-level executive at General Electric, took over as CEO, the style of leadership at Home Depot abruptly changed. Nardelli took a top-down approach to running Home Depot: executives at the top and customers and employees at the bottom. This new management style was disastrous, and customer satisfaction hit an all-time low. After Nardelli was ousted, new CEO Frank Blake quickly refocused on customers and employees. As an authentic leader, Blake led by example. He quickly admitted to the customer service problems the company faced, apologized for the inconvenience it caused, and encouraged customers to leave feedback so it could make improvements. Each one of the complaints was Page-2: Case Study Analysis addressed; some angry followers were appeased by phone calls from managers and personal e-mails responding to their specific issues. Both customer satisfaction and company morale rose once more After Blake stepped down as CEO, he was replaced by Craig Menear. Menear proved that he would continue managing the company in a way that would honor the original culture of Home Depot. This is being put to the test as brick-and-mortar retailers are experiencing major changes because of online competition. While many companies have struggled because of online retailing, Home Depot has continued to see revenues increase, partly because of the resolve of leadership to invest in a strong e-commerce strategy. The company's online sales have increased 21.5 percent since Menear became CEO. Thanks to the transformational leadership of its committed managers, Home Depot is effectively competing in the "Amazon-era" with more than $78 billion in revenues. Questions: Case Study Analysis addressed; some angry followers were appeased by phone calls from managers and personal e-mails responding to their specific issues. Both customer satisfaction and company morale rose once more. After Blake stepped down as CEO, he was replaced by Craig Menear. Menear proved that he would continue managing the company in a way that would honor the original culture of Home Depot. This is being put to the test as brick-and-mortar retailers are experiencing major changes because of online competition. While many companies have struggled because of online retailing, Home Depot has continued to see revenues increase, partly because of the resolve of leadership to invest in a strong e-commerce strategy. The company's online sales have increased 21.5 percent since Menear became CEO. Thanks to the transformational leadership of its committed managers, Home Depot is effectively competing in the "Amazon-era" with more than $78 billion in revenues. Questions: Case Study Analysis Questions: Complete the following for the business case study. a. Mission Statement: b. Strategic plan c. Tactical plan d. Contingency plan