Kinko's Case Study

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The overall issue that Kinko’s faced in this case is the loss in revenue beginning from the late 1990’s. Gary Kusin who was chosen to lead the company in the right direction felt that problems began mainly when customers no longer had the fanatical dedication that they did for the company. Previously they came to the store for help in solving their problems, and for ways and suggestions to make things better. They saw kinkos as a place where they were bound to find a solution to their problems. As time progressed customers lost that level of commitment to the stores. That loyalty that they felt was no longer present. The CEO felt that this diminished level of emotional connection to kinkos was because their services were not differentiated. They offered nothing that other stores did not. (case) Despite all the measures that kinko’s executive learn led by CEO and president Gary kusin had taken to cut cost and place the company in a position of sustained profits, revenue generation seemed to have been elusive ideal. Kinko’s continued to realize a decline in revenues despite leadership’s efforts. The goal for the company was to reverse this disturbing trend of declining revenues. Kinko’s revenue generating sources which denote its distinct business lines would each have to be examined. Revenue from all three of kinkos distinct segments of business was on the decline. The three business segments that characterize kinko’s operations are the consumer market, business market and the commercial market. Over the years the company’s customers had divided up into 3 groups and the needs and characteristics of each group differed over time. The company needs now recognize this change in the environment, as this is a major factor that contributed to the loss of consumer revenue for the company. (case) The consumer market, made up of individual consumers sought to do smaller

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