Outstanding Shares Of Toys R Us example essay topic

Toys R Us is the world's largest children's specialty retailer. The company operates toy stores throughout the world and is publicly traded on the New York Stock Exchange. In this paper I will give a brief company history, cite where the competitive environment is coming from, strategies that were attempted, and where they stand today. Toys R Us founder Charles Lazarus opened the first Toys R Us store in Rockville in 1957.

The company went public in 1978 and evolved into a powerful international toy vendor, with Kids R Us, Babies R Us and Torus. com. It operated 638 stores in the United States and 579 outside the country. Although Toys R Us participates in the Specialty Retail industry, it has identified its major competitors not as other specialty toy retailers, but as department and discount stores, including Wal-Mart, Kmart and Target. Within the specialty retail segment, Toys R Us competes against FAO Schwartz and K-B Toys.

The discount and department stores against which Toys R Us competes do not break down their revenue by product segment, so it difficult to gauge the market share of toys that these stores generate. However, as the company moves into additional segments, including children's apparel, it will be competing against these retailers in other segments, as well. In the specialty toy retail segment, Toys 'R' Us enjoys a significant market share over both K-B Toys and FAO Schwartz. Toys R Us Inc. revolutionized the toy industry more than four decades ago with its big-box, low-price stores. Toys R Us may be synonymous with toys, but also has its fastest-growing business in Babies R Us, which sells children's clothes, furniture and accessories. The company opened new stores and planned to build new additional Babies R Us stores.

Toys R Us ventured into a partnership with Amazon. com to improve the e-commerce division of their business. Internet retailing was cutting into the profits and the market share of Toys R Us. This financial effect was the reason they the needed to improve and establish themselves in the Internet market. This Internet market was clearly the way the trend was going, as indicated by the growth of retailers such as e Toys. com and Smarter Kids. com.

Toys R Us needed to establish itself in this market, since bricks and mortar retailing seemed like a dying trend. Toys R Us has enjoyed strong performance during the late 1970's and 1980's. The 1990's, however, have been characterized by increased competition and an erosion of the company's market share. This has been reflected in the stock's performance, which has been lackluster during the early and mid-1990's. Toys R Us began to struggle with fierce competition. The discounters had made it a price game which Toys R Us could not compete in.

Other large toy chains have suffered even more. FAO Schwartz Inc. and KB Toys Inc. have filed for Chapter 11 bankruptcy protection, both citing competition from discounters. Toys R US came to the realization that it may have to sell off its toy business. Before small toy retailers feared Wal-Mart, Toys R Us used low prices and wide selection to wipe out hundreds of specialty stores throughout the 1960's and 1970's. Now competition from discounters Wal-Mart and Target Corp. has left Toys R Us struggling for profit and searching for ways to cut costs.

The chain's profits began to fall and sales have remained flat. Toys R Us' financial troubles are not new. As part of a broad reorganization, the Wayne, N.J. company, who at one time was the nation's second-biggest toy retailer, decided to close their Kids R Us stores and sell of its Imaginarium stores, which sell educational products and be left with Toys R Us and Babies R Us. By doing this Toys R Us has planned that over the next year it would reduce operating expenses and cut capital spending. In addition, it planned to mark down prices throughout its U.S. stores to quickly sell inventory and raise cash. Things did not improve so they had decided to separate Toys R Us from Babies R Us.

Babies R Us. The Plan was for the two remaining groups would begin operating as separate companies in 2005. After all attempts to turn the business around and faced with failure and the fact they can't go it alone, in March 2005, Toys R Us announced that it has concluded its strategic review and reached a definitive agreement to sell the entirety of its worldwide operations, including Babies 'R' Us to an investment group consisting of affiliates of Ko hlberg Krav is Roberts & Co., Bain Capital Partners LLC, and Vornado Realty Trust. The investment group will acquire all of the outstanding shares of Toys R Us, Inc. representing a transaction value of $6.6 billion plus the assumption of debt. Completion of the deal is still in regulatory review. This topic relates to our Strategic Management course.

Toys R Us was and is attempting to build competitive advantage using business-level strategy. Business-level strategy refers to the way strategic managers devise a plan of action to use a company's resources and distinctive competencies to gain a competitive advantage over rivals in a market or industry. In developing a generic business-level strategy manager have choices. These choices are product differentiation, market segmentation, and distinctive competency. Toys R Us attempted cost leadership and differentiation, focused low cost, and focused differentiation. These are generic competitive strategies.

Each has advantages and disadvantages, so, a company must constantly manage its strategy. Investment strategy for supporting the competitive strategy depends on the strength of a company's competitive position, which for Toys R Us was not good. The main types of investment strategy are share building, growth, share increasing, hold-and-maintain, profit, market concentration, asset reduction, harvest, turnaround, liquidation, and divestiture. Toys R Us focused on asset reduction, liquidation and harvesting which was evident in the closing of divisions and stores to reduce operating expenses. In there weak competitive position they implemented a turnaround strategy and attempted to redeploy resources and change its strategy when the initial downsizing failed to take them out of the red or gain back lost market share. In closing Toys R Us needed capital and new ideas.

They final option was to sell and bring in new investors with new ideas. The sale has already had a good sign. After the report of the sale shares jumped 5% on the New York Stock Exchange. This could be the start of their comeback.

Bibliography

1. Annual Report. (2001).
Montvale, NJ: Toys R Us, Inc. 2. Annual Report. (2003).
3. Elder, L. (1999, December 3).
Many happy returns. Houston Business Journal 4. Raven, M.E. (2000, October).
Seventh Circuit affirms FTC's ruling that Toys 'R' Us led illegal boycott. Corporate Counsel (7), p. A 6.5. Bhavnagar, P. (2005).
Group To Buy Toys R Us For $6.6 B. CNN / Money. 6. Barbara, M. (2004).
Toys R Us Restructuring. Washington Post. 7. Wettlaufer, D. (1999, August).