Carmax
Case Discussion
CarMax has enjoyed a good run of success, and at 2% it has the largest share of the heavily-fragmented used car market. The macroenvironent conditions have been kind to CarMax. All major competitive threats have fallen by the wayside, leaving CarMax as the largest player in the market, and there are no major competitive threats on the horizon. Even though there are a few other larger used car dealers, there is plenty of room for growth in this market. Furthermore, the company benefitted from the recession, which allowed it to grow as consumers traded down their new car ambitions for used car solutions. Thus, the external landscape is predominantly positive for continuing growth, as CarMax can poach existing share without worrying about the health of the used car market overall.
Looking at Porter's five forces, CarMax has pricing power over customers, because it removes many of the barriers to shopping for used cars. What it does not have is significant pricing power over sellers, who can sell to any number of used car lots. There are no major barriers to entry to this business, so if CarMax becomes too successful, that might attract the attention of significant...
CarMax and Amazon.com with an Emphasis on Mergers and Acquisitions Mergers and acquisitions are the means of business expansion on the positive side, but the company can use these methods in order to ensure their long-term survival on the negative side too. Struggling companies can also request other organizations to acquire them because they cannot operate in isolation. The poor liquidity situation and unmanageable debt are leading causes of mostly
Once a DMS has been created that spans across all three dealerships, financial and accounting decisions about pricing, promotion and rebates can be more effectively coordinated to a level of and accuracy not possible today. It is a common weakness in automotive retailers who represent multiple brands to be constrained by the lack of systems integration that limits their ability to create synchronized strategies (Bradford, Samuels, Wood, 2008). By
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