At Best Buy, we aspire to be a responsible, values-driven global corporation – we believe that's what you expect.

We believe we can live our values, through our people and operations, anywhere we go on this planet.

And we believe in customer centricity - the idea is that a customer isn't just looking for a product, but a solution or experience that improves her life. Customer centricity requires an ongoing relationship of trust between employee and the customer – it's a large part of our profit and growth.

Both our values and customer centricity demand responsible business practices. Corporate responsibility at Best Buy is the duty of every function, every operation, and every employee around the world. And it means we have to critically examine, change, and improve how we make business decisions.

We must actively think of how our values drive our global expansion.

We must consider how the way we operate our businesses affect not only our financial performance, but also its impact on people, communities, and environment.

And as we expand into new geographical and cultural markets, we must continually assess how we measure our performance against these values.After all, responsible business decisions must reflect our values. And together, values and responsibility are evolving our definition of the "right business decision."

 
Others might see challenges for Best Buy…
…but we instead see opportunities
Commoditization of consumer electronics –new competitors and price put pressure on our market share, increase shareholder expectations Customer centricity – meeting the end-to-end needs of our customers for the experience they seek from technology
New customers with powerful wallets, voices - cultural shifts; buying power of women; new geographies; cacophony of media, Web; emerging social, environmental concerns New customers = new innovations - cultural shifts, the buying power of women, and new geographies provide opportunities for employees to bring forward new ideas, new thinking, new tests – constant state of change
Blurring lines between employees, customers, stakeholders – 140,000 employees worldwide with annual 65% turnover rate Blurring lines between employees, customers, stakeholders –  the greatest innovations and ideas for customer centricity, profits, growth come from our employees
Exponential growth – 1966:  two Sound of Music stereo shops in South St. Paul, Minn.; 2007:  $36 billion revenue,  Fortune 100 ranking, and 1,150 stores in three countries Retail as a career path - our CEO, president and COO, and other senior leaders were once “Blue Shirt” employees in our stores – they champion employees as key to the success of customer centricity
Private label manufacturing - increased accountability for not only what we sell in our stores, but what we also now manufacture Private label manufacturing – we have greater opportunities to bring the voice and need of the customer upstream to the electronics manufacturing sector
Our values – can we live them anywhere in the world? An enlightened culture – our culture is inherently responsible – and demonstrating our values is accounted for in employees’ performance