Describe House, Hearth and Home’s competitive business strategy. How does it differentiate itself from its competitors? What are the human resource implications of this competitive position? Provide examples from the case.

            After reviewing the case in detail, it is quite evident that providing superior customer services is the major competitive business strategy for House, Hearth and Home. The company knows that there are many suppliers available in the market, and customer can switch to anyone, so they opted to chose a strategy, which keeps customers happy as much as possible. That’s why each staff member has been asked to make sure that they deliver best customer services experience so that customer remained satisfied and happy. The company was facing competition from other big giants coming into the market, but still they kept their company differentiated from those competitors. For this differentiation, the company was ensuring that shopping experience for customers is an intimate one.

            It is a fact that when options are available for customers to switch to any other competitor with ease, then it becomes even more critical to deliver great customer services experience. As far as human resource implications are concerned for this strategy, it can be analyzed by the examples from the case. When customers are to be satisfied from staff members, then it is important that company keeps their staff satisfied as well. The unhappy and discouraged employees will never deliver a great customer services experience. So, company has adopted good practices as well as policies to ensure that their employees are happy, and they work hard to keep customers happy and satisfied. To continue these efforts of keeping employees motivated, Mark Coglin brought his friend Dan Boyd into operations as an assistant, and Boyd drove performance with developing employees and making improvements in performance. With this change, the customer feedback about customer services came with more positive feedback.