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Essay / Research Paper Abstract
A 3 page paper discussing the Internet experience of Toys R Us, which illustrates the crucial need for accurate information, available in real time. The apparent difficulties it has had in the past with internal communication and the availability of sound information have been detrimental, and it is to the company’s credit that it recognized its e-commerce problems. Toys R Us’ strength is toys, rather than developing e-commerce best practices. The latter is a decided strength of Amazon.com, however, and Toys R Us is wise to ally itself with the online-only retailer. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmktgToysRusOnl.rtf
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Unformatted sample text from the term paper:
shopping season of 2002, Toys R Us gave us delightful broadcast ads featuring a giant giraffe calling competitors on the telephone. The giraffe asks, "Do you have X?
No? [laughs] Well, we do!" The commercials assured all potential shoppers, both those looking for a specific "hot" item and those who remember - or worse, got
caught in - Toys R Us problem of several years ago, when it accepted more online orders than it ever could hope to fill before Christmas.
The company struggled for a while, sinking from $11.7 billion in 2000 across more than 1,500 stores to $4.1 billion from 1,208 stores in 2002 (Toys R
Us, 2002; Toys R Us Holds a Pioneering Position, 2000), rising back to $11.57 billion in "1,595 retail stores worldwide, consisting of 1,051 United States locations" in 2003 (Profile, 2004).
Toys R Us Position and Alliances Toys R Us is the number two retailer of toys, behind only Wal-Mart, the worlds largest retailer.
Though it remained profitable throughout its trials, its stock suffered immensely. Recently, the companys credit rating was downgraded to push the stock closer to junk territory than it
ever has been (Moore, 2004). During the most recent holiday season, the retailer had pricing issues that it could not overcome in time
to save the season for profits. Its online sales suffered the most, meaning that the companys most visible division was the most adversely affected. Toys R Us found
it could not compete directly against Wal-Mart in many respects, including gaining alliances with manufacturers to be exclusive distributors for some of their most sought-after products.
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