Order #214921403 writer’s choice (2 pages, 0 slides)type of serv

1. Order #214921403 Writer’s choice (2 pages, 0 slides)
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Journal Critique
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College (1-2 years: Freshman, Sophomore)
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Health Care
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2. date. Article link:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3125885/#!po=
85.2113
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31 Oct, 03:00 AM
Supporter
Running head: RADIOSHACK
1
RADIOSHACK
2
RadioShack
Student’s Name
Institutional Affiliation
RadioShack

3. After being part of the American retail landscape for over nine
decades, the prominent RadioShack brand is currently
struggling to survive. The consumer electronics market has
changed rapidly with the emergence of so many online players
such as Amazon (Brown, 2015). For this reason, the ancient
brick-and-mortar retailers are trying to develop new business
strategies. Companies such as RadioShack that have not been
able to make the necessary changes or do not have the needed
resources are facing extinction. In simple terms, the leadership
of RadioShack has failed to establish a definite and
comprehensive strategy to deal with the current market
challenges it is facing.
Radio Shack appointed Joseph Magnacca who was serving as an
Executive president at Walgreen, a chain specializing in a drug
store. The manner in which the Electronics store settled on
Magnacca as their preferred choice seems surprising based on
the fact that he had no previous experience as far as the
electronics industry is concerned and he has only been working
in the drug store for more than ten years (Brown, 2015).
Additionally, the company itself does not seem to possess ample
firepower on its financial balance sheet to establish any
aggressive moves to offer an extensive challenge to rivals that
are bigger and better equipped. Hence, the company’s
leadership model seems outdated, and there seems to be no
growth to inspire confidence among potential investors.
Retailers such as Amazon and Walmart are taking their business
operations further away from those consumer electronics stores
that focus on pure-play by offering huge discounts to consumers
(Peterson, 2015). Most customers in the modern era are still
using physical stores to cross-examine and gain hands-on
experience with the products. However, entirely a large number
of them end up purchasing the products from already
established online outlets such as Amazon at prices that are

4. cheaper. Apparently, this strategy of showrooming is what has
impacted RadioShack. While other companies such as BestBuy
can afford the luxury of taking a hit as far as their gross
margins are concerned in exchange for market share,
RadioShack does not have the power, capability and the
resources to emulate what its rivals are doing (Brown, 2015). In
other words, it is its mobility business stipulated by poor
leadership that is responsible for its declining gross margins.
Since BestBuy is expanding quickly, it makes it challenging for
RadioShack to maneuver and experiment its new business
models.
The leadership of RadioShack has been redirecting much of its
resources towards shifting to mobile devices such as
smartphones. However, the primary challenge they face here is
low margins. As such, the segment is very competitive because
of a significant number of prominent players (Peterson, 2015).
The competition does not only arise from ancient competitors
such as BestBuy and Amazon, but it also results from Verizon
outlets, Apple Stores and AT & T (Brown, 2015).As much as
devices such as iPhone play an instrumental role to higher sales
because of the significant ticket prices, it is acknowledged that
they contribute to shallow margins as a result of intense
competition.
In trying to improve a company that is experiencing financial
challenges just like Radio Shack, it is essential for the
management to assess and review all the aspects of the business
operations. Moreover, the management should collaborate with
the current staff at RadioShack rather than deciding to retrench
and reduce the number of staff members as their first objective
(Peterson, 2015). The management team should as well
concentrate on their internal performance as far as their
company objectives are concerned in an effort meant to increase
the profitability and improve on the financial position of the
company. The members of the board should also have supported

5. and exercised their authority by seeing to it that Julian Day’s
opinions, recommendations, and ideas were ethical and in line
with the company policies when making primary decisions
(Brown, 2015). With such an approach, Julian Day’s turn
around strategy would not have failed.
In conclusion, RadioShack as an electronics company has some
proprietary brands that are still existing, but it has discontinued
some. An increase in competition, changes in management
coupled with a lack of investors’ confidence in the company,
the stock of the company reduced tremendously. The retail
company is facing problems which have made the company to
lack direction. The primary element to their improvement will
be focusing on maintaining a direction and ensuring that the
company has stability in management. However, by looking at
their current strategy, the company may be focusing on their
sheer numbers which imply that it is a focused strategy of trying
to attract so many people in a large market niche. Therefore, as
much as the company is differentiating itself from other
competitors such as Amazon and BestBuy, it is essential for its
management to ensure that the resources at its disposal are well
managed and that there is a particular sense of direction.
References
Brown, N. (2015). RadioShack files for bankruptcy, sell up to
2,400 stores. Reuters. Retrieved
from http://www.reuters.com/article/us-radioshack-
bankruptcy/radioshack-files-for
bankruptcy-sell-up-to-2400-stores-idUSKBN0L92XC20150205
Peterson, A. (2015). Bankrupt RadioShack wants to sell off user
data. But the bigger risk is if a Facebook or Google goes bust.
The Washington Post. Retrieved from
https://www.washingtonpost.com/news/the-
switch/wp/2015/03/26/bankrupt-radioshack-wants-to-sell-off-
user-data-but-the-bigger-risk-is-if-a-facebook-or-google-goes-
bust/?utm_term=.8ff1abe42495

6. Plagiarism Report
Property of One Freelance limited
2017-10-25 03:34:23
16.64%
Overall match
Sources found:
all sources
16.64%www.trefis.com

7. RadioShack
Student's Name
Institutional Affiliation

8. RadioShack
After being part of the American retail landscape for over
nine decades, the prominent RadioShack brand is currently
struggling to survive. The consumer electronics market has
changed rapidly with the emergence of so many online players
such as Amazon (Brown, 2015). For this reason, the ancient
brick-and-mortar retailers are trying to develop new business
strategies. Companies such as RadioShack that have not been
able to make the necessary changes or do not have the needed
resources are facing extinction. In simple terms, the leadership
of RadioShack has failed to establish a definite and
comprehensive strategy to deal with the current market
challenges it is facing.
Radio Shack appointed Joseph Magnacca who was serving
as an Executive president at Walgreen, a chain specializing in a
drug store. The manner in which the Electronics store settled on
Magnacca as their preferred choice seems surprising based on
the fact that he had no previous experience as far as the
electronics industry is concerned and he has only been working
in the drug store for more than ten years (Brown, 2015).
Additionally, the company itself does not seem to possess ample
firepower on its financial balance sheet to establish any
aggressive moves to offer an extensive challenge to rivals that
are bigger and better equipped. Hence, the company's leadership
model seems outdated, and there seems to be no growth to
inspire confidence among potential investors.
Retailers such as Amazon and Walmart are taking their

9. business operations further away from those consumer
electronics stores that focus on pure-play by offering huge
discounts to consumers (Peterson, 2015). Most customers in the
modern era are still using physical stores to cross-examine and
gain hands-on experience with the products. However, entirely a
large number of them end up purchasing the products from
already established online outlets such as Amazon at prices that
are cheaper. Apparently, this strategy of showrooming is what
has impacted RadioShack. While other companies such as
BestBuy can afford the luxury of taking a hit as far as their
gross margins are concerned in exchange for market share,
RadioShack does not have the power, capability and the
resources to emulate what its rivals are doing (Brown, 2015). In
other words, it is its mobility business stipulated by poor
leadership that is responsible for its declining gross margins.
Since BestBuy is expanding quickly, it makes it challenging for
RadioShack to maneuver and experiment its new business
models.
The leadership of RadioShack has been redirecting much
of its resources towards shifting to mobile devices such as
smartphones. However, the primary challenge they face here is
low margins. As such, the segment is very competitive because
of a significant number of prominent players (Peterson, 2015).
The competition does not only arise from ancient competitors
such as BestBuy and Amazon, but it also results from Verizon
outlets, Apple Stores and AT & T (Brown, 2015).As much as
devices such as iPhone play an instrumental role to higher sales
because of the significant ticket prices, it is acknowledged that
they contribute to shallow margins as a result of intense
competition.
In trying to improve a company that is experiencing
financial challenges just like Radio Shack, it is essential for the
management to assess and review all the aspects of the business
operations. Moreover, the management should collaborate with

10. the current staff at RadioShack rather than deciding to retrench
and reduce the number of staff members as their first objective
(Peterson, 2015). The management team should as well
concentrate on their internal performance as far as their
company objectives are concerned in an effort meant to increase
the profitability and improve on the financial position of the
company. The members of the board should also have supported
and exercised their authority by seeing to it that Julian Day's
opinions, recommendations, and ideas were ethical and in line
with the company policies when making primary decisions
(Brown, 2015). With such an approach, Julian Day's turn around
strategy would not have failed.
In conclusion, RadioShack as an electronics company has
some proprietary brands that are still existing, but it has
discontinued some. An increase in competition, changes in
management coupled with a lack of investors' confidence in the
company, the stock of the company reduced tremendously. The
retail company is facing problems which have made the
company to lack direction. The primary element to their
improvement will be focusing on maintaining a direction and
ensuring that the company has stability in management.
However, by looking at their current strategy, the company may
be focusing on their sheer numbers which imply that it is a
focused strategy of trying to attract so many people in a large
market niche. Therefore, as much as the company is
differentiating itself from other competitors such as Amazon
and BestBuy, it is essential for its management to ensure that
the resources at its disposal are well managed and that there is a
particular sense of direction.

11. References
Brown, N. (2015). RadioShack files for bankruptcy, sell up to
2,400 stores. Reuters. Retrieved from
http://www.reuters.com/article/us-radioshack-
bankruptcy/radioshack-files-for bankruptcy-sell-up-to-2400-
stores-idUSKBN0L92XC20150205
Peterson, A. (2015). Bankrupt RadioShack wants to sell off user
data. But the bigger risk is if a Facebook or Google goes bust.
The Washington Post. Retrieved from
https://www.washingtonpost.com/news/the-
switch/wp/2015/03/26/bankrupt-radioshack-wants-to-sell-off-
user-data-but-the-bigger-risk-is-if-a-facebook-or-google-goes-
bust/?utm_term=.8ff1abe42495
RADIOSHACK
2

12. Running head: RADIOSHACK
1