Richard Schulze
Best Buy
3-year return: 957%
Age: 58
CEO since: 1966
My, how it has grown. in 1966, there were six Sound of Music
stereo stores in Minnesota. Today, long after a 1983 name
change, there are more than 300 Best Buy consumer-electroni
cs stores across the U.S. And in good times and bad, Schulz
e has been CEO. The worst time was probably the mid-1990s,
when a rapid expansion plunged operations and inventory ma
nagement into chaos. Schulze called in the cavalry--well,
Andersen Consulting, anyway--and with help pulled off one
of the fastest turnarounds in retail history. Last year,
Best Buy brought in over $10 billion in sales, more than
twice the revenue of its closest competitor.
Best Buy是如何發展起來的？1996年，在美國明尼蘇達州只有六家
立體聲音像店。而現在，自從1966年其名聲鵲起之后經過了很長時
間，全美共有三百多家Best Buy消費者電子用品商店。理查德?斯
查爾茲在公司的困難時期和順利運營時期都當過CEO。最艱難的時
期應該是在二十世紀九十年代中期，當時迅速擴張的運營方式和
庫存管理方式陷入了一片混亂之中。斯查爾茲召集了他的人馬—
—安得森咨詢公司——在他們的幫助下公司完成了零售史上的最迅
速的轉變之一。去年，Best Buy 公司實現了100億美元的銷售收入，
這個數目是它最大的競爭者收入的兩倍！
Business philosophy: "Challenge the status quo."
運營理念：“挑戰現狀。”
Biggest accomplishment: "I had to come to grips with the
fact that our management team didn't have the experience
to re-engineer an operating infrastructure that had grown
so quickly."
最大的成績：“我必須與這個事實挑戰，那就是我們的管理隊伍從
未有過重新設計處理某項運行基礎結構的經歷，公司基礎結構的發
展是如此的迅速。”
Management Style: "Dick has been able to develop, learn,
and adapt to changing environments over the years I've kn
own him," says Best Buy president and COO Bradbury Anders
on. "He's adjusted his operating style from a hands-on,
domineering style in the '70s to one now where he gives
you the freedom to do what you need to do."
管理風格：“自從我認識迪克以后，我認為他有能力開發、學習
和適應風云變幻的環境。” Best Buy 的總裁和COO布來德布利?
安得森如是說，“他已經轉變了他的運營風格，不再是七十年代
的那種極權作風了。現在，他會給你充分的自由去做你自己必須
要做的事情。”
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