AutoZone aftermarket- the market for replacement parts,

accessories, and equipment for the care or enhancement of the original product, esp. an
automobile, after its sale to the consumer

The market for parts and accessories used in the upkeep or enhancement of a
previous purchase, as of a car or computer.

Read more: aftermarket: meaning and definitions — Infoplease.com

http://dictionary.infoplease.com/aftermarket#ixzz0wJ89AWnN

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AutoZone, Inc.

Type Public (NYSE: AZO)

Industry Retail
Founded Forrest City, Arkansas, USA (1979)
Headquarters Memphis, Tennessee, USA
Pitt Hyde, Founder
William C. Rhodes III, Chairman, President,
Key people
and CEO
William T. Giles, CFO
Products Automotive parts and accessories
Revenue ▲ US$6.52 billion (FY 2008)[1]
Net income ▲ US$642 million (FY 2008)[1]
Employees 55,000 (2007)[2]
Website www.autozone.com
AutoZone store in Hillsborough, North Carolina.

AutoZone (NYSE: AZO) is a Fortune 300 corporation based in Memphis, Tennessee[3] which is
engaged primarily in the business of the retail sale of automotive parts and accessories. It was
originally a division of Memphis-based wholesale grocer Malone & Hyde, and went under the
name Auto Shack, which was changed after the Radio Shack company objected. After the sale
of the grocery operation to the Fleming Companies of Oklahoma City, the name of the company
was changed to AutoZone to reflect the new focus. AutoZone holds the naming rights to the
downtown Memphis baseball stadium that is the home of the Memphis Redbirds of the Pacific
Coast League. The company also sponsors the AutoZone Liberty Bowl.

Valucraft, Duralast and Duralast Gold are AutoZone's private label brand of automotive
batteries (manufactured by Johnson Controls), as well as other parts and accessories.

AutoZone is incorporated in the state of Nevada. Its major competitors include Pep Boys,
Advance Auto Parts, Carquest, NAPA, Ace Auto Parts and O'Reilly Auto Parts, who also does
business as Schucks, Kragen, and Checker Auto Parts as a result of a 2008 merger with CSK
Auto.

Contents
[hide]

• 1 History
• 2 Lawsuits
• 3 See also
• 4 References

• 5 External links

[edit] History
The first AutoZone store was opened at Forrest City, Arkansas, in 1979, under the name of Auto
Shack. Doc Crain was the store's first manager. The total day sales was $300.00
In 1981, Express Parts or VDP is implemented to get the customers hard to find parts by special
ordering them through wholesalers. Total stores was 73 in 7 states.

In 1984, the company became the first auto parts retailer to create a quality control program for
its parts. Total stores was 194 in 13 states.

In 1985, Doc Crain coined the term WITTDTJR, which stands for "What it takes to do the job
right." Total store count is 263 in 14 states.

By 1986, expansion had made the company grow into a large store chain across the South and
the Midwest. That year, Darren Reltherford, manager of Auto Shack's Memphis branch, received
the first Extra Miler award, which has since been given to AutoZoners who show their
dedication to customer satisfaction by "going the extra mile" for customer service. The Duralast
line of alternators and starters is released. The Loan-A-Tool program begins allowing customers
the ability to borrow specific tools for jobs. The 4th Distribution Center in Greenville, SC opens.
Total of stores is 339 in 15 states.

In 1988, Auto Shack officially changed its name to AutoZone. This would mark the beginning of
an era of large expansion for the company, as it would soon open stores in other areas across the
United States. That year also, the company introduced WITT-JR, an electronic catalog used to
look up parts and keep warranty information. Total of stores is now 459 in 16 states.

In 1989, the company began using a computerized store management system (SMS). The
Duralast battery line is released consisting of Sub-Zero, Desert and long life. Total of stores is
513 in 17 states.

In 1991, its stock began trading on the New York Stock Exchange. It opened up at $27.50 a
share. It was then valued at $1 billion. The 5th DC opens in Lafayette, LA. The company also
became the first auto parts retailer to register customer warranties in a computer database.

In 1994, AutoZone began using satellites to facilitate communication between stores and the
corporate office. Sales hit $1.5 billion.

In 1995, their 1,000th store was opened on Bardstown Road in Louisville, Kentucky. Also, the
Duralast trademark made its debut with the Duralast and Duralast Gold batteries. Total of stores
is now 1,143 in 26 states.

1996 was the year when the Internet era arrived at the company, when AutoZone opened its
company Web site. The new commercial program was debuted in Germantown, Tennessee.
ALLDATA , a software company that provides automotive diagnostic and repair information
was acquired.

In 1998, AutoZone acquired 112 Auto Palace stores in six states in the northeastern United
States, 43 TruckPro L.P. stores in 14 states, and 560 Chief Auto Parts Inc. stores in 5 states. At
the commencement of fiscal 1999, AutoZone made another acquisition by purchasing 100
Express stores from The Pep Boys--Manny, Moe & Jack. The company began a process of
internationalization with their first store abroad, which opened in Nuevo Laredo, Mexico.
AutoZone closed the 1990s by debuting at the Fortune 500 list in 1999.

Steve Odland became AutoZone's third CEO in 2001. AutoZone's Vision and Values are
released. Vision: "Relentlessly creating the most exciting Zone for vehicle solutions!"
AutoZone's value statements: Integrity, Respect, Teamwork, Communication, Innovation,
Initiative, Accountability, Thriftiness, Leadership, Excellence.

In 2002, AutoZoners developed a network of "hub, feeder, and satellite" stores to have more
product in the market area, while reducing inventory investment. Sales hit $5.32 billion.

In 2003, the Duralast tool line was introduced. This was a year of important negotiations for
AutoZone, as the company partnered with other important auto parts industry companies, such as
CarMax and Midas. AutoZone de Mexico opens the first DC in Nuevo Laredo, Mexico. Total
stores number 3,219 in 48 states and 49 in Mexico.

In 2004, AutoZone celebrated its 25th anniversary and announced a corporate sponsorship
agreement with auto racing association NASCAR. In addition, founder Pitt Hyde was inducted
into the Automotive Hall of Fame. Pitt Hyde set a precedent as the first aftermarket retailer in the
Automotive Hall of Fame.

In 2005, William C. Rhodes III was named President and CEO. Steve Odland left to become the
Chairman and CEO of Office Depot.

In 2007 Bill Rhodes, 42, was named Chairman, President and Chief Executive Officer of
AutoZone, Inc. on June 6.

In 2007, AutoZone will sponsor Kevin Harvick & Timothy Peters in the NASCAR Busch Series

In 2007, AutoZone opened their 4,000th store in Houston, Texas. Sales hit $6.2 billion. [4]

In 2009, AutoZone celebrated its 30 year anniversary on July 4th.

History

AutoZone's history is a rich one, marked by many milestones - new name, new
store designs, new products, new opportunities and new countries.The next 20
years promise even more. The highlights of our history begin in the timeline
below.

1979 - We

opened our very first

Auto Shack in
Forrest City, AR.
Doc Crain was the
first store manager.
Today, we have
more than 3,600
AutoZone stores
nationwide.

1984 - We became the first

auto parts retailer to
create a quality
control program for
its parts. We still
pride ourselves in
offering quality
parts and products to
our customers.
1985 -

Doc Crain coined

the term
WITTDTJR, which
stands for "What it
takes to do the job
right." The term
reflects our
commitment to
giving customers the
parts and service
they need to do the
job right the first
time.

1986 - We

gave our first Extra

Miler Award to
Memphis Mgr.
Darren Reltherford.
Today, we still
recognize AutoZone
employees (we call
them "AutoZoners")
who go the extra
mile for their
customers. It's our
way of promoting
good customer
service and
recognizing our
greatest asset - our
people.
1987 - We

changed our name

from Auto Shack to
AutoZone. We also
introduced WITT-
JR, the first
electronic catalog in
our industry. We
still use WITT-JR to
look up parts for
your vehicle and
keep up with your
warranty
information. This
helps us provide
better, quicker
customer service to
you.

1989 - We started using our

Store Management
System (SMS) to
help keep our stores
stocked with the
parts you need.

1991 - Our

stock, AZO, made

its debut on the New
York Stock
Exchange. We also
became the first auto
parts retailer to
register customer
warranties in a
computer database.
We're still the only
auto parts retailer
 that offers this
service.

1994 - We

began using a
satellite system to
broadcast
information from
store to store. Using
our satellite system,
stores can put parts
on hold at other
neighboring
AutoZone stores, so
our customers can
get the parts they
need today.

1995 - We opened our

1,000th store on
Bardstown road in
Louisville, KY.
Also, we introduced
our new Duralast
and Duralast Gold
batteries. Today,
Duralast batteries
are the best-selling
automotive batteries
in America.

1996 - Our

website,
www.autozone.com,
debuted, along with
our new commercial
program in
Germantown, TN.
 We also acquired
ALLDATA, a
software company
that provides
automotive
diagnostic and
repair information.

1998 - We

experienced
unprecedented
growth by acquiring
nearly 800 stores
from other auto
parts retailers. We
later converted
many of these stores
into AutoZone
stores. We also
opened our first
store outside the
United States in
Nuevo Laredo,
Mexico.

1999 - We made the

Fortune 500 list for
the first time. We've
improved our
ranking on the list
each year since our
debut.

2001 - Steve Odland

becomes AutoZone's
3rd CEO and
announces the 40-
headed CEO team.
Combined, they plan
our 5-year strategy
and release
AutoZone's Vision
 & Values. Vision:
"Relentlessly
creating the most
exciting Zone for
vehicle solutions!"
AutoZone's value
statements:
Integrity, Respect,
Teamwork,
Communication,
Innovation,
Initiative,
Accountability,
Thriftiness,
Leadership,
Excellence.

2002 - AutoZoners develop

a network of "hub,
feeder and satellite"
stores to get product
to the customer
faster, to eliminate
lost sales and to
have more product
in the market area
while reducing
inventory
investment.

2003 -

AutoZone
introduces the
Duralast Tool line to
include 120 SKUs,
including ratchets,
 pliers, wrenches,
sockets and
screwdrivers.

AutoZone partners
with CarMax to
have AutoZone
stores inside 7 of
their 45 CarMax
locations.

Two leaders in the

automotive industry
- AutoZone the
leader in aftermarket
auto parts and Midas
the leader in
automotive repair -
establishes a
partnership where
AutoZone
distributes to all US
Midas locations.

2004 -

AutoZone
announces
sponsorship of the
2004-2005
NASCAR Elite
Division.
 AutoZone celebrates
its 25th anniversary
of WOW! Customer
Service.

Founder Pitt Hyde

was inducted into
the Automotive Hall
of Fame on October
5, 2004. Pitt set a
precedent as the first
aftermarket retailer
in the Automotive
Hall of Fame.

2005 - William C. Rhodes

III was named
President and CEO
March 13, 2005.
We opened our first
store in Puerto Rico
on July 20, 2005.

2007 -

We opened our
4,000th store in
Houston, Texas.

2008 -

We launched Z-net
in stores. Repair
guide information,
product images and
attributes,
specifications and
 troubleshooting
guides are all only a
click away with Z-
net.

Key Dates:

1979: Joseph R. Hyde III opens Auto Shack, a retail automobile parts store, in
Arkansas.
1987: Auto Shack changes its name to AutoZone.
1989: On its tenth anniversary AutoZone opens its 500th store.
1991: AutoZone becomes a publicly traded company.
1995: The 1,000th AutoZone store opens.
1999: AutoZone expands into Mexico.

Aftermarket, OEM, or genuine auto parts ... Are you confused about what to choose. If that's
you, read below.

Cheaper is not always bad. This is the case with aftermarket and OEM (Original Equipment
Manufacturer) car parts. While the parties are up to 70% less often than real, far superior in
quality.

Like many car owners and car parts buyers are, I must say that once IClear that the original
parts from my dealer sells the automobile sector were better. Be 'surprisingly, this is far from
the truth. Do you think the auto parts manufacturers them? Certainly do not. It 'probably what
you like, but this is not the case.

OEM parts are made by the same manufacturer as the genuine, contact your local dealer. In
other words, is really the same part. The only difference is logo on the box.

Here's what happened. Carmakers independent use outside companies to design them for their
parts. But after a certain period of time, the actual manufacturer of these items may sell to other
wholesalers for resale. This time, they come with the manufacturer's logo and not those of cars.
This is essentially the same part of the well known OEM part.
How about aftermarket> Parts? If you are lower than original? ...

Even if they are body parts aftermarket original manufacturer is not made, they run as good as
the original. In many cases, companies find a way to improve these parts, so that the customer
receives a part, that the quality of supervisors.

There is no reason for concern. Aftermarket car parts are produced using the same machinery
and materials as OEM and genuine.While hearing the parties and maybe some small differences
in appearance, are substantially the same work. Companies that produce those parts aftermarket
auto credible. They legitimately buy the rights to produce these parts.

You aftermarket and OEM auto parts online today. It 's easy. It 's a great way to save money.
Also, you can have peace of mind, knowing that you can not compromise on quality.

http://carparts-accessories.blogspot.com/2010/07/decision-between-aftermarket-
and-oem.html

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Parts
 • Batteries
• Brakes & Traction Control
• Climate Control
• Collision, Body Parts & Hardware
• Cooling & Heating
• Drivetrain
• Electrical & Lighting
• Emission Control
• Engine Management
• Exhaust
• Exterior
• External Engine
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• Interior
• Internal Engine
• Performance
• Powertrain
• Routine Maintenance
• Starting & Charging
• Suspension & Steering
• Tools & Equipment
• Towing
• Trim Accessories
• Truck Accessories

Accessories

• Air Conditioning Refrigerant and Accessories

• Apparel
• Appearance and Personalization
• Audio
• Automotive Help and Miscellaneous Products
• Batteries
• Car Care
• Chemicals
• Electrical and Lighting
• Exhaust
• Fastener, Screw and Hardware
• GPS
• Oil, Fluid, Lubrication and Tools
• Performance
• Repair and Lift
• Sealants and Adhesives
 • Security and Horn
• Small Engine
• Starting and Charging
• Suspension and Steering
• Tools
• Towing and Tie Down
• Truck Accessories
• Wash and Wax

Brands

• 3M
• AC Delco
• Actron
• Airtex
• ANCO
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• Atsco
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• Cst
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• Edelbrock
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• Fel-Pro
• Gabriel
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• GP Sorensen
• Great Neck
• Holley
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• K & N Engineering
• Kenwood
• Kraco
• Lucas Oil
• Lund
• Maremont
• Mechanix wear
• Meguiar's
• Mr. Gasket
• MSD
• NGK
 • Pennzoil
• Permatex
• Pilot Automotive
• Plasticolor
• Rust-Oleum
• STP
• Sylvania
• Timken
• Turtle Wax
• Valvoline
• WD40
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• (View All Brands)

AutoZone, Inc. operates as a specialty retailer and distributor of automotive

replacement parts and accessories. Its stores offer various products primarily to do-
it-yourself customers for use in cars, sport utility vehicles, vans, and light trucks,
including new and remanufactured automotive hard parts, maintenance items,
accessories, and non-automotive products. The company’s automotive hard parts
product line includes A/C compressors; batteries and accessories; belts and hoses;
carburetors; chassis; clutches; CV axles; engines; fuel pumps; fuses; ignition;
lighting; mufflers; starters and alternators; water pumps; radiators; and
thermostats. Its maintenance items include antifreeze and windshield washer fluid;
brake drums, rotors, shoes, and pads; chemicals, including brake and power;
steering fluid, oil, and fuel additives; oil and transmission fluids; oil, air, fuel, and
transmission filters; oxygen sensors; paint and accessories; refrigerant and
accessories; shock absorbers and struts; spark plugs and wires; and windshield
wipers. AutoZone’s discretionary product line comprises air fresheners; cell phone
accessories; drinks and snacks; floor mats and seat covers; mirrors; performance
products; protectants and cleaners; sealants and adhesives; steering wheel covers;
stereos and radios; tools; and wash and wax products. The company also offers
commercial sales program that provides commercial credit, and delivery of parts
and other products to local, regional, and national repair garages, dealers, service
stations, and public sector accounts. In addition, it sells the ALLDATA brand
automotive diagnostic and repair software, as well as automotive hard parts,
maintenance items, accessories and non-automotive products on the Web at
www.autozone.com. As of August 29, 2009, AutoZone operated 4,229 stores in the
United States and Puerto Rico, and 188 stores in Mexico. The company was founded
in 1979 and is based in Memphis, Tennessee.

http://finance.yahoo.com/q/pr?s=AZO+Profile
AutoZone Partnership Highlights

AutoZone has been a St. Jude Children’s Research Hospital partner since 2001, participating in
various fundraising programs to benefit St. Jude. In 2003, AutoZone was named the new title
sponsor of the AutoZone Liberty Bowl. With AutoZone as a sponsor, St. Jude remains the only
charity recognized as a beneficiary of a national college bowl game.

In 2006, AutoZone expanded its partnership with St. Jude and signed on to participate in the
Thanks and Giving® program. For the first year, AutoZone ran a dollar add-on campaign in 3,400
stores. During the 2007 Thanks and Giving campaign, AutoZone implemented a specially-
designed point-of-sale system and raised more than $2.1 million, exceeding its goal by 100
percent. AutoZone followed that effort by raising more than $2.1 million again in 2008.

Throughout its 2009 Thanks and Giving campaign, AutoZone raised $1.69 million, bringing its
total Thanks and Giving fundraising efforts to more than $6.3 million in just four years. For its
efforts in supporting St. Jude, AutoZone is recognized on the Corporate Partnerships display in
the Patient Care Center lobby of the hospital.

January 2010
Autozone

A St. Jude Children’s Research Hospital partner since 2001, AutoZone has participated in
various local and national fundraising events to benefit St. Jude. In 2003, AutoZone was named
the new title sponsor of the AutoZone Liberty Bowl. With AutoZone as a sponsor, St. Jude
remains the only charity recognized as a beneficiary of a national college bowl game. AutoZone
has also hosted various other St. Jude events and programs, including the St. Jude Heroes. In
2006, AutoZone expanded its St. Jude support to include participation in the Thanks and
Giving® program with a dollar add-on campaign in 3,400 stores. With more than 52,000
employees in the field and at its Memphis headquarters, AutoZoners become St. Jude
ambassadors during Thanks and Giving. In an effort to increase donations for the 2007 Thanks
and Giving campaign, AutoZone implemented an innovative, specially-designed point-of-sale
system and raised more than $2.1 million. “Our customers have a passion for their cars and an
amazing compassion when it comes to the children of St. Jude. My thanks to those millions of
AutoZone customers and thousands of AutoZoners in our stores who made the 2007 Thanks and
Giving campaign such an overwhelming success,” says Lisa Kranc, SVP marketing, customer
satisfaction, AutoZone.

http://www.stjude.org/autozone
Our Company, Our Culture

About AutoZone
AutoZone is the No. 1 auto parts retailer in America. We sell auto and light truck parts,
chemicals and accessories through over 4,000 AutoZone stores in 48 states and the District of
Columbia in the United States and 84 AutoZone stores in Mexico. We also sell automotive
diagnostic and repair software through ALLDATA, diagnostic and repair information through
alldatadiy.com and auto and light truck parts and accessories through AutoZone.com.

About our stores

AutoZone offers thousands of parts and accessories in its stores. But the best product we offer is
our customer service - and you get that free of charge. Our stores have friendly, knowledgeable
people who are glad to help you.

AutoZone offers you great service that will save you time and money. See AutoZone.com's In
Our Stores section for more information.

Customer service
"AutoZoners always put customers first!" That's the first line of AutoZone's pledge and it's the
most important thing we do. We go the extra mile to make sure you get the help you need. Our
AutoZoners are friendly, knowledgeable and eager to help you with your vehicle.

We created our shopping experience with the customer in mind. Many of our services are free of
charge. We're constantly changing our stores to bring you the newest and most exciting products.
And you always know when you enter our stores you'll find a great selection of quality
merchandise at low prices.

Commitment to sharing
AutoZone strives to be a responsible corporate citizen by giving back to the communities where
our AutoZoners and customers live and work. We support education, human services and civic
programs and projects across the nation. We also support the interests of nearly 45,000
AutoZoners through our AutoZone Matching Gift Program.
AutoZone focuses our charitable contributions on the following needs:

• Job training emphasizing vehicle maintenance, technology, customer service or retail

management.
• Schools or organizations that teach driver safety and vehicle maintenance.
• Schools and organizations that teach, develop and promote entrepreneurial skills.
• Schools or organizations that teach literacy and English as a second language.
• Community agencies that provide essential needs like food, clothing and shelter to needy
people.
• Community programs and projects that enhance the quality of life in our communities.

Financial Information
AutoZone is a growth company that went public on April 2, 1991 (ticker symbol AZO). Since
then, our stock has split two for one on two occasions - January 30, 1992 and April 20, 1994. All
of our stores are owned by the company - there are no franchises.

We encourage investors to consider purchasing our stock. Please see Investor Relations for more
information.

AutoZone's Focus on the Community

Through hard work and dedication, AutoZone provides a unique culture of
customer satisfaction that has made us the number one vehicle solutions
provider in the country. That cornerstone of WOW! Customer Service is
reflected in our company's service to the community.

Featured below are some of the key agencies supported by AutoZone that
help improve our community every day. Besides funding, these agencies are
supported by a volunteer team of AutoZoners (AutoZone employees) who
unselfishly give of their time and talent. AutoZone's support of these agencies
is made possible by the success of our company and the deep commitment to
help provide amenities and a better quality of life for all of our citizens. Our
founder, J.R. "Pitt" Hyde III, started AutoZone with a commitment to
philanthropy in the Memphis community. This commitment has been richly
embedded into AutoZone's culture, and the tradition of giving continues even
stronger today.
• ArtsMemphis • National Civil Rights Museum
• Brooks Museum • The Orpheum Theatre
• Children's Museum Of • St. Jude Children's Research
Memphis Hospital®
• The Food Bank • The Salvation Army
• Keystone Elementary • United Way of the Mid-South
• Lifeblood
• Women's Foundation for a
 • Memphis Challenge
Greater Memphis
• Memphis Redbirds Foundation

The Marketing Mix

(The 4 P's of Marketing)

Marketing decisions generally fall into the following four controllable categories:

• Product
• Price
• Place (distribution)
• Promotion

The term "marketing mix" became popularized after Neil H. Borden published his 1964 article,
The Concept of the Marketing Mix. Borden began using the term in his teaching in the late 1940's
after James Culliton had described the marketing manager as a "mixer of ingredients". The
ingredients in Borden's marketing mix included product planning, pricing, branding, distribution
channels, personal selling, advertising, promotions, packaging, display, servicing, physical
handling, and fact finding and analysis. E. Jerome McCarthy later grouped these ingredients into
the four categories that today are known as the 4 P's of marketing, depicted below:
 The Marketing Mix

These four P's are the parameters that the marketing manager can control, subject to the internal
and external constraints of the marketing environment. The goal is to make decisions that center
the four P's on the customers in the target market in order to create perceived value and generate
a positive response.

Product Decisions

The term "product" refers to tangible, physical products as well as services. Here are some
examples of the product decisions to be made:

• Brand name
• Functionality
• Styling
• Quality
• Safety
• Packaging
• Repairs and Support
• Warranty
• Accessories and services
Price Decisions

Some examples of pricing decisions to be made include:

• Pricing strategy (skim, penetration, etc.)

• Suggested retail price
• Volume discounts and wholesale pricing
• Cash and early payment discounts
• Seasonal pricing
• Bundling
• Price flexibility
• Price discrimination

Distribution (Place) Decisions

Distribution is about getting the products to the customer. Some examples of distribution
decisions include:

• Distribution channels
• Market coverage (inclusive, selective, or exclusive distribution)
• Specific channel members
• Inventory management
• Warehousing
• Distribution centers
• Order processing
• Transportation
• Reverse logistics

Promotion Decisions

In the context of the marketing mix, promotion represents the various aspects of marketing
communication, that is, the communication of information about the product with the goal of
generating a positive customer response. Marketing communication decisions include:

• Promotional strategy (push, pull, etc.)

• Advertising
• Personal selling & sales force
• Sales promotions
• Public relations & publicity
• Marketing communications budget

Limitations of the Marketing Mix Framework

The marketing mix framework was particularly useful in the early days of the marketing concept
when physical products represented a larger portion of the economy. Today, with marketing
more integrated into organizations and with a wider variety of products and markets, some
authors have attempted to extend its usefulness by proposing a fifth P, such as packaging, people,
process, etc. Today however, the marketing mix most commonly remains based on the 4 P's.
Despite its limitations and perhaps because of its simplicity, the use of this framework remains
strong and many marketing textbooks have been organized around it.

Marketing > Marketing Mix

http://www.netmba.com/marketing/mix/

More results for: In Buyer Decision Process,

What Are The Sources From Which Buyer Can Collect
Information?

There are five sources to collect information and these sources are given below.
a. Needs recognition
b. Information search
c. Evaluation of alternatives
d. Purchase decision
e. Post purchase behavior
Now that we have looked at the influences that affect buyers, we are ready to look at how
consumers make buying decisions. There are five stages of buyer judgment procedure whch are:
1. Need recognition
2. Information search
3. Purchase decision
4. Evaluation of alternatives
5. Post purchase behavior.

Clearly, the buying process starts long before actual purchase and continues long after.
Marketers need to focus on the entire buying process rather than on just the purchase decision.

The figure implies that consumers pass through all five stages with every purchase. But in more
routine purchases, consumers often skip or reverse some of these stages. A woman buying her
regular brand of toothpaste would recognize the need and go right to the purchase decision,
skipping information search and evaluation. However, we use the model in Figure because it
shows all the considerations that arise when a consumer faces a new and complex purchase
situation.
Great Answer Not Helpful Report

Hbso 3 years ago

http://www.blurtit.com/q675316.html

Buyer decision processes

Buyer decision processes are the decision making processes undertaken by consumers in regard to a
potential market transaction before, during, and after the purchase of a product or service.

More generally, decision making is the cognitive process of selecting a course of action from among
multiple alternatives. Common examples include shopping, deciding what to eat. Decision making is said
to be a psychological construct. This means that although we can never "see" a decision, we can infer
from observable behaviour that a decision has been made. Therefore we conclude that a psychological
event that we call "decision making" has occurred. It is a construction that imputes commitment to action.
That is, based on observable actions, we assume that people have made a commitment to effect the
action.
In general there are three ways of analysing consumer
buying decisions. They are ...
* Economic models - These models are largely quantitative and are based on the assumptions of
rationality and near perfect knowledge. The consumer is seen to maximize their utility. See consumer
theory. Game theory can also be used in some circumstances.

* Psychological models - These models concentrate on psychological and cognitive processes such as
motivation and need reduction. They are qualitative rather than quantitative and build on sociological
factors like cultural influences and family influences.

* Consumer behaviour models - These are practical models used by marketers. They typically blend both
economic and psychological models.

Nobel laureate Herbert Simon sees economic decision making as a vain attempt to be rational. He claims
(in 1947 and 1957) that if a complete analysis is to be done, a decision will be immensely complex. He
also says that peoples' information processing ability is very limited. The assumption of a perfectly
rational economic actor is unrealistic. Often we are influenced by emotional and non-rational
considerations. When we try to be rational we are at best only partially successful.

Models of buyer decision making

In an early study of the buyer decision process literature, Frank Nicosia (Nicosia, F. 1966; pp 9-21)
identified three types of buyer decision making models.

- They are the univariate model (He called it the "simple scheme".) in which only one behavioural
determinant was allowed in a stimulus-response type of relationship;

-The multi-variate model (He called it a "reduced form scheme".) in which numerous independent
variables were assumed to determine buyer behaviour

- The system of equations model (He called it a "structural scheme" or "process scheme".) in which
numerous functional relations (either univariate or multi-variate) interact in a complex system of
equations.

He concluded that only this third type of model is capable of expressing the complexity of buyer decision
processes. In chapter 7, Nicosia builds a comprehensive model involving five modules. The encoding
module includes determinants like "attributes of the brand", "environmental factors", "consumer's
attributes", "attributes of the organization", and "attributes of the message". Other modules in the system
include, consumer decoding, search and evaluation, decision, and consumption.
General model
A general model of the buyer decision process consists of the following steps:

1. Want recognition;

2. Search of information on products that could satisfy the needs of the buyer;

3. Alternative selection;

4. Decision-making on buying the product;

5. Post-purchase behavior.
http://www.businesspme.com/uk/articles/strategy/27/Buyer-decision-
processes-.html

The United States is the world's largest economy (CIAworld Facebook 2007 GDP is
13.84 trillion) over the world in terms of the Gross Domestic Products. The economy
structure is mixed type in nature. The services sector constitutes a larger share in
the countryis GDP follwed by the industries. In the past, USA economy has
maintained high wages, attracting immigrants by the millions from all over the
world. The large population provide a great labor force and huge consuming force
that influence not only USA economy but also the World Economy.

The recent failure in the US housing, credit markets and previous economy
retardation have resulted in a slowdown in the US economy. All national sectors are
declining and these contributing employment down curve.

In these desolate era, the Americans change their spending habit. Financial power
not strong enough to change new vehicles. As older car need more repairs, the car
owners (Auto parts buyers) will search for easy delivery, lower cost auto parts with
superior quality and free DIY information and tips. The huge volume of registered
cars in the US is a big market for the auto parts retailers.

Vehicle and population ratios (millions) since 1960

Increas
Motor e
Yea Populati Drive %
vehicl in
r on rs Growth
es vehicle
s

196
180 87 74 N/A N/A
0

196
183 89 76 2 +2.72
1

196
186 91 79 2 +2.63
2

196
188 94 83 3 +3.79
3

196
191 95 86 3 +3.61
4

196
194 99 90 4 +4.65
5

196
196 101 94 4 +4.44
6

196
197 103 97 3 +3.19
7

196
199 105 101 4 +4.12
8

196
201 108 105 4 +3.96
9

197
204 112 108 3 +2.85
0

197
207 114 113 5 +4.62
1
197
209 118 119 6 +5.30
2

197
211 122 126 7 +5.88
3

197
213 125 130 4 +3.17
4

197
215 130 133 3 +2.30
5

197
218 134 139 6 +4.51
6

197
220 138 142 3 +2.15
7

197
222 141 148 6 +4.22
8

197
225 143 152 4 +2.70
9

198
227 145 156 4 +2.63
0

198
230 147 158 2 +1.28
1

198
232 150 160 2 +1.26
2

198
234 154 164 4 +2.50
3

198
236 155 166 2 +1.21
4

198
239 157 172 6 +3.61
5

198
241 159 176 4 +2.32
6

198
243 161 179 3 +1.70
7

198 246 163 184 5 +2.79

8

198
248 166 187 3 +1.63
9

199
248 167 189 2 +1.01
0

199
252 169 188 -1 -0.52
1

199
255 173 190 2 +1.06
2

199
258 173 194 4 +2.10
3

199
260 175 198 4 +2.06
4

199
263 177 202 4 +2.02
5

199
265 180 206 4 +1.98
6

199
268 183 208 4 +1.94
7

199
270 185 208 0 +/-0
8

199
273 187 216 8 +3.84
9

200
281 191 218 2 +0.92
0

200
281 191 226 8 +3.66
1

200
288 195 230 4 +1.76
2

200
291 196 231 1 +0.43
3

All numbers in millions;

SOURCE: US Department of
Transportation

AutoZone-Largest auto parts retailer in the U.S. forseen theese situation, set up
series of marketing planning to fulfill the buyers' decision.

Solutions

After visiting AutoZone website, you will be impressed by their market

management. The company give helps to those DIY customers (not only the newer
but also the less-knowledgeable) with series of presentation.

Categories in homepage of ''INTO THE ZONE'' consists of ''PARTS'',

''ACCESSORIES'',''BRANDS', ''REPAIR INFO'', ''IN OUR STORE'', and ''STORE ''. These
categories make new DIY customers worked out easily!

email

Parts, Accesories, Brands sectors --list out all the auto parts, accesories with
different brands in their stock. This included AutoZone production line - products(
). All parts they stored have been survey on the the quality and price.

Repair Info -- In Repair Info section, NOVICE COLUMN is useful for the DIY beginner.
The usefulo items in this section consists of vehicle repair guide, trouble shooting,
component location, specifications, products. Thses help customers to diagnose the
trouble shooting and the appropriate parts to buy aa well as place to fit. The be-car
care aware give a chat for routine inspection and maintenance so as to prolong the
vehicle life.

In our stores section consists of Store Deals, Store Service, Loan a tool program,
and Z net.

Store Deals-At stated date: primary purchase get free item and price deduction on
other purchase.
(e.g. DIY oil cahnge, they provide free oil filter with purchase of motor oil plus
special bonus $2 off for air filter)

Store service-Free testing the parts on driving vehicles, after confirmation, the
driver make decision to change or repair the auto parts. (e.g. Test on battery,
alternator, starter and etc.)

I. Executive Summary

AutoZone Inc. (AZO) is a major player in the $83B US automotive aftermarket. The market
segments are mainly Do-It-Yourself (DIY) and Do-It-For-Me (DIFM) and in recent years AZO
has entered the Mexican automotive aftermarket. AZO expanded heavily over the last years by
opening new stores and therefore AZO has had a five year profitable sales CAGR of 5.9%. The
goal of our team project was to conduct a comprehensive analysis of AZO including a large
marketing review as well as an extensive financial analysis. The project also consists of a
valuation of an average AZO store in order to determine a recommendation for AZO’s future
strategy. The market analysis of all current and potential threats and opportunities gave us the
needed understanding of the industry AZO is operating in. Based on that we made an
assessment, aligned to AZO’s SWOT analysis, how AZO can gain the most benefits from the
market through working on its current strengths and weaknesses. Thereby, we discussed parts of
AZO’s strategy and operation processes that have to be modified in order to outperform the
domestic and Mexican competition like in the past. The financial analysis is the evidence that
AZO is going into the right direction and also proofs that AZO has the capability for future
growth. Based on past data and important environmental indicators, we made a regression and
forecast model for sales on a per store basis. The conclusion for the overall project is that we
highly recommend continuing the store expansion strategy by going along with the strengths and
opportunities and by also working on and with the conducted weaknesses and threats.
AutoZone 公司公司（偶氮）是在$ 83B 条美国汽车售后市场的主要参与者。细分市场，主
要是不要自己动手（自己动手做）和做它换 我（DIFM），并在近几年偶氮已进入墨西哥
汽车售后市场。偶氮扩展进行了大量开设新店，因此偶氮已销售 5 年盈利 复合年增长率
为 5.9％的最后几年。我们的团队项目的目标是要进行全面分析，包括对 AZO 一个大市场
回顾以及广泛的财务分析。该项目还包括，以确定对偶氮染料的未来战略的建议一偶 氮
商店平均估值。所有现有和潜在的威胁，市场分析和机遇使我们的偶氮运 行英寸的基础
上，我们做出了评估，对齐偶氮的 SWOT 分析产业需要了解，如何能够通过工作偶氮从
市场的最大利益就其目前的优势和弱点。因此，我们讨论了偶氮的策略和操作流程，有部
分进行修 改，以优于国内和墨西哥的比赛中像过去那样。财务分析是有证据表明偶氮将
到正确的方向，也证明了这 偶氮为未来的增长能力。根据以往的数据和重要的环境指标，
我们为每一个店面的 销售回归和预测模型。该项目的整体结论是，我们强烈建议继续通
过我们与优势 和机遇，也由工作和所进行的弱点和威胁沿店面扩张战略。

II. Assessment of the Environment, Corporate Competencies, Objectives, and Corporate

Level Marketing Strategy

a) Assessment of the Environment

The automotive aftermarket, which is the industry in which AZO operates, is affected by several
external factors that present both opportunities and threats to the future of the company.
Economic Trends: Conditions of the economy are a significant driver of the automotive
aftermarket industry. A general economic downturn in recent years has had an impact on the
spending nature of the population. Car owners now try to increase their ROI by keeping their
cars through the so-called “Cinderella era” – which is the time after the loan is paid off and the
car still is in good shape so only modest repairs are required. The average age of a car is 8.4
years and consequently longer than its warranty. This helps explain why “Almost half of the U.S.
households are engaged in do-it-yourself (DIY) repairs.”
At the same time, the number of registered vehicles on the road has also increased. Eighty-eight
percent of people aged 15 years and older are driving, which means that the car remains the
predominant mode of transportation. This vehicle predominance is also true for long-distance
travels (distance further than 50 miles). Nine out of ten distance travels are made by car, while
only 7% of distance travels are by airplane. (The events of 9/11 might also have had a big impact
on that behavior). Per day, approximately 26 miles are traveled per person. The increasing
number of cars leads to reduced rates on new automobiles, which at the same time forces down
the prices of used automobiles. Used automobiles contribute more heavily to the automotive
aftermarket due to more frequent maintenance and repair needs.2 The automotive industry is
growing, and in turn so is the automotive aftermarket and DIY-market.5 One might assume that
the increasing prices of gasoline would have a major impact on the driving behavior of the
customers, yet the total miles traveled have increased. A possible reason for this is the higher
fuel efficiency of cars. A second reason is the higher number of total cars and an increasing
number of people having a driver’s license. This development overcompensates the reduced
average miles driven per single person, and leads to an overall increase of total miles.
Consequently, the automotive aftermarket and in particular the sales development of a big player
in this industry like AZO are not really affected by higher gas prices. This can also be seen in
GRAPH 1 in Part IV.
Because of the predominance of older vehicles, more mechanical engines, and a less developed
maintenance and distribution structure, the Mexican automotive aftermarket is growing
especially rapidly and provides several per-vehicle aftermarket opportunities.

Legal and Regulatory Trends: As a second driver, one can name car-related regulations like the
Clean Air Act that influence the environment. Now, consumers need to have their cars tested to
verify that they adhere to the laws and vehicle specifications necessary. If an individual’s car
fails to meet requirements, more repairs are needed, which increases the market.
Social Trends: Changes in the social aspects of the environment can have both positive and
negative effects on the automotive aftermarket. The population as a whole has developed a brand
thinking, in which they connect certain perceptions with certain brands. For many consumers,
this type of thinking leads to the establishment of trust in a brand. After the home, a car is
typically the most expensive product that is owned by the average customer. Therefore, he or she
puts careful consideration into their automobile choice, and usually selects a well-positioned
brand.

A general trend towards longer working hours and increasing numbers of women in the
workforce has shifted demand towards convenience and service. One-stop shops where
customers can take care of several errands at once provide a very appealing alternative to visiting
several locations for the same tasks. Superstores such as Wal-Mart – where customers can get
everything they need at low prices, with good service and high convenience -- consequently
present a significant threat to smaller, more specialized players in the industry. Demographic
Trends: The demographic structure of the entire population is changing.9 One can see the effects
of the baby boomer generations aging, as the proportion of people 55 years and older is growing
considerably. Furthermore, the proportion of youth is also expanding. The key customer for the
automotive aftermarket is between 16 and 44 years old. The overall size of these key
demographics show little growth until 2010. Yet, the most valuable group (16-24) is growing, as
well as the age group from 25-35 years.

Competitive Trends: Another external factor of importance is the increasing competition in the
industry. Not only is the growth of one-stop superstores like Wal-Mart quite formidable, other
current competitors are also growing and improving their services and product lines. This growth
in competition can be seen by the opening of new competitor locations, oftentimes right next to
each other. That strongly reminds one of the giant drugstore chains CVS, Walgreens, and
RiteAid that always choose locations next to each other in order to alienate the competitor’s
customers.
Technological Trends: Looking at technological developments of the environment, one will
notice that car manufacturers have made tremendous advances which results in higher-quality
parts for new vehicles. This implies that there are fewer car breakdowns and maintenance needs,
which results in fewer customers for companies in the automotive aftermarket. And so in an
indirect way, car manufacturers are also becoming competition in the market. However, the
advances in technology also provide aftermarket opportunities for offering computer-based
products and diagnostic services.
b) Corporate Competencies of AutoZone, Inc.

[...]

http://www.grin.com/e-book/53213/strategic-marketing-and-finance-decision-
analysis

二。环境评估，企业竞争力，目标，和企业层面的营销策略

1）环境评估
汽车售后市场，这是行业中的偶氮运作，是受一些，目前 既有机遇，也为公司的未来威胁的外部
因素。
经济趋势：经济条件是对汽车售后市场行业的重要推动 者。一个普通近年经济不景气已对人口的
消费性质的影响。车主现在试图通过增加保持所谓的“灰姑娘的时代” - 这是继贷款还清，赛车仍
处于健康状态所以只有温和，需要修理的车辆的投资回报。一辆汽车的平均年龄为 8.4 年，从而
超过保修。这有助于解释为什么“几乎所有的美国一半从事家庭做自己动手（自己动手做）的维修。
“
同时，登记的车辆在路上的人数也有所增加。 88 名的民众举行了 15 岁以上的驾驶，这意味着汽
车仍 然是主要的运输方式。这车十分普遍，也为长途旅行（距离进一步超过 50 英 里）真。十个
有九个北游记出是由汽车，而只有 7％的飞机北游记 的。 （9 / 11 事件可能也有一个关于该行
为的限制很大的影响）。每天，大约有 26 英里的旅行每人。越来越多的汽车导致的，新的汽车
在降低利率的下降对二 手车的价格相同时间的力量。大量使用汽车贡献更多的汽车售后市场由于
更频繁的保养 和维修 needs.2 汽车行业不断增长，反过来也是如此汽车售后市场和 DIY -
market.5 有人可能会认为汽油价格的增加会一对客户的驾驶行为产生重大影响，但总里程增加。
一个可能的原因是汽车的燃油效率。第二个原因是汽车的总数量和较高的有驾驶执照的人越来 越
多。这种发展 overcompensates 每单人驾驶的 里程平均减少，并导致整体的总里程增加。因
此，汽车售后市场的销售和在这个行业，特别是发展的 一个大玩家是不是真的如偶氮受汽油价格
上涨。这也可以看到在图 1 的第四部分。
由于旧车优势，更多的机械发动机，一个欠发达的维修和 分配结构，墨西哥汽车售后市场的增长
尤其迅速，提供了几个每车配件市场的机会。

法律和监管的趋势：作为第二车手，一个可以命名，如清 洁空气法的环境影响与汽车相关的法规。
现在，消费者需要有自己的汽车测试，以确认他们遵守法 律和必要的车辆规格。如果一个人的汽
车不符合要求，需要更多的维修，这增加 了市场。
社会趋势：在环境的社会方面的变化可以有正反两方面对 汽车售后市场的影响。作为一个整体的
人口已制定了一个品牌的思想，在某些看 法他们用某些品牌连接。对于许多消费者来说，这种想
法导致了品牌的建立信任的 类型。回家后，一车通常是最昂贵的产品，是由平均客户拥有。因此，
他或她仔细考虑到他们的选择，使汽车，通常选择 一个良好的品牌定位。

建立一个较长的工作时间和增加就业的妇女人数已转向需 求走向便利和服务的总趋势。一站式商
店，客户可以利用几个跑腿护理一次提供了一个 非常有吸引力的替代来访的几个地方的共同任务。
如沃尔玛 - 超市，客户能够获得的一切，他们需要在较低的价格与良好的服务和高顺心， - 因此
提出一个重大的威胁较小，在业内更专业的球员。人口趋势：整个人口的结构是 changing.9 人
们 可以看到，作为人的 55 岁及以上的人口老龄化婴儿潮世代，增长相当的影响。此外，青年所
占的比例也在不断扩大。为汽车售后市场的主要顾客是 16 至 44 岁。这些关键的人口统计显示，
直到 2010 年的整体规模不 大的增长。然而，最宝贵组（16-24）不断增长，以及从 25-35 岁
年龄组。

竞争趋势：另一个重要的外部因素是该行业日益激烈的竞 争。不仅是像沃尔玛的一站式超级增长
相当艰巨的，其他的雅 加达周年，也是当前发展和完善的服务和产品线。这在竞争中成长可以看
到新的竞争者开放的地点，但通常 紧挨着对方。这强烈地提醒巨头之一的连锁药店 CVS 中，沃
尔格林和 RiteAid 总是选择彼此相邻的位置，以疏远了竞争对手的客户。
技术趋势：在科技发展的环境看，一会发现，汽车制造商 已经取得了巨大进展而在新车更高质量
的零件的结果。这意味着有更少的汽车故障和维修需求，导致结果少的顾 客在汽车售后市场的公
司。因此，在以间接的方式，汽车制造商也成为了市场竞争。然而，科技的进步也为提供基于计
算机的诊断产品和服务 的售后市场的机会。

With these two groups working at breakneck speed to provide solutions that will help our
AutoZoners "know our parts and products," it is invigorating to see what these groups will dream
up next. The most exciting part of this process is that AutoZone is as successful as it is today,
and both of these initiatives are fairly new. Just imagine what customer service heights can be
reached once AutoZone gets both of these initiatives fully functional and cranking out material
for our stores.

While this article focuses upon technology and customer service, the following is a brief glimpse
of what AutoZone is doing for the wired world as it relates to improving customer service.

The key to fixing a car is having the right information, and AutoZone is out in front of this
customer service gold mine. For years, AutoZone has had manuals and CDs for sale in stores.
Now, through autozone.com, the company will soon be able to show customers how to fix nearly
every conceivable automotive problem for their specific vehicles, if a customer drives a 1974
Volkswagen Beetle and needs to know how to replace the starter, what the spark plug gap should
be, and what the firing order is, he or she can go to autozone.com and locate all of this
information. By simply entering a few basic facts about their vehicles, potential customers can
research reams of vehicle-specific information. autozone.com also offers customized
maintenance schedules, recall alerts, and a number of additional personalized tools designed to
keep customers informed about their vehicles.

In this sense, AutoZone's web presence is the definition of customer service. Customers can
retrieve everything they could possibly need to repair their cars, any time of day. It will make car
repair significantly easier and, in turn, will make AutoZone a better company. AutoZone's
customer service innovation on the web is creating the AutoZone of the future--an information-
based entity unrestricted by store hours--while this innovation makes AutoZone customers more
confident in their repair knowledge and more valuable for the company.

Our Stores Look Great.

AutoZone's pledge's third line is perhaps the most underrated aspect of our customer service
formula, and it takes the least explaining. AutoZone's clean, well-lit stores are a company
trademark. When AutoZone broke into this industry, store design was an afterthought AutoZone
burst onto the scene with spit-shined linoleum floors, bright lights, and interesting product
layouts. Customers instantly gravitated toward AutoZone because it offered a comfortable space
to shop. To this day, AutoZone continues to innovate on the sales floor. The closer AutoZone
makes its shops look like a toy store for DIY mechanics, the more AutoZone customers like it.

And We've Got the Best Merchandise at the Right Price.

The last line of AutoZone's pledge alludes to the company's everyday low pricing strategy. Of
course, AutoZone invests a great deal of effort into developing the best product mix in the
industry, but it does not promote any of this effort with sale prices. A customer will never see a
sales circular in the local paper advertising specially reduced pricing; AutoZone simply does not
operate that way. Instead, AutoZone offers everyday low prices on all of its merchandise.

AtAutoZone, sales as marketing events are viewed as designed to benefit the retailer by
generating traffic through margin cutting on strategic items. Instead, AutoZone has chosen
everyday low pricing as a customer-focused strategy of keeping all merchandise fairly and
attractively priced.

Also, the point is to give customers what they need when they need it, since customers can't
choose when their cars will break down. Offering sale prices on items that are purchased almost
entirely because of a timely need makes no sense. Why not make every price as low as AutoZone
can all of the time? Because, frankly, who would buy a new alternator years before it is needed--
even if the alternator were on sale? No one.

Customer Analysis

In the end, the AutoZone customer service formula is rooted in knowing exactly what customers
need. There are multiple teams of AutoZoners dedicated to just that. These AutoZoners agonize
over such questions as: "Why are customers in our stores?" "When do these customers need car
parts?" and "What do these customers need to get their repair jobs finished?" The answers to
these questions guide every facet of our business--from the everyday low pricing strategy to
where AutoZone buys real estate to how AutoZone lays out the screen of the parts counter
computers (known as WITT-JRs to AutoZoners).

For instance, AutoZone has a Loan-a-Tool program for DJY mechanics. The reason? Many parts
cannot be replaced without a unique tool. And, these parts may fail only once in the lifetime of a
car. So, that customer, who is already low on cash, might have to spend up to one hundred
dollars on a tool that will only be used once. To serve these customers, every store offers more
than seventy-five different tools free of charge. All customers have to do is put down a deposit,
and the tool they need is theirs free for seventy-two hours.

Another issue AutoZone customers face is poor diagnosis. Since "we know our parts and
products," AutoZone knows how important it is to correctly identify a vehicle's problem.
Otherwise, the customer is looking at continued parts failure and higher costs, and AutoZone is
facing higher returns and angry customers. As a solution, AutoZone offers free testing of many
major components under the hood. What may cost sixty dollars at a dealership or at a mechanic,
AutoZone provides for free in the parking lot.

Through customer analysis and old-fashioned common sense, AutoZone has leamed that
customers do not know when or, most importantly, where their cars will breakdown. That is why
AutoZone developed the industry's first national warranty database. If an alternator is purchased
in Mobile, Alabama, and three years later this part fails during a family vacation in Oklahoma
City, the customer can exchange that alternator for free at any store in the area. The AutoZoner
at the counter simply looks up the customer's name in the electronic database and makes the
exchange.

Measurement

Finally, it is vitally important that AutoZone measures how well customer service initiatives are
performing. With 2,900 stores already in the chain and hundreds more coming down the road,
monitoring how well the customer is being served through AutoZone's various initiatives is no
easy task. So last year, AutoZone developed what is called SPARK--Service, Parts, Accessories
and Appearance, Respect and Returns, and Knowledge. Essentially, SPARK is a beefedup
mystery-shopping program in which AutoZone stores, as well as AutoZone competitors, are
rated on more than eighty key customer service points. And, it is not done once a year to see how
things are going in a general sense. AutoZone does it every month.

As incentive, every AutoZoner at the two hundred top-scoring stores in the chain is given a fifty-
dollar check, which is pretty significant since usually only one AutoZoner at each store actually
comes into contact with the secret shopper. Regardless, it makes every AutoZoner aware of what
is at stake while reinforcing the team concept.

And, SPARK has been extremely effective at gauging where AutoZone customer service stands
in the industry. That place is at the top. AutoZone beat all competitors on the one hundred-point
grading scale6 and outperformed them all with helpful salespeople, fast checkouts, and return
procedures.

But, SPARK also helped by providing a quantifiable starting point for the next generation of
customer service innovation. Now AutoZone knows exactly what works--and can even put a
number on it. "Retail is detail." SPARK has given AutoZone a closer look at these details than
anything ever done before.

Investing in Customer Service

Customer service may be AutoZone's single biggest investment in its twenty-one-year history. It
is the underlying force behind the company's e-commerce push, real estate decisions, information
technology initiatives, human resources policies--even the choice of what kind of light bulbs to
use in the stores. AutoZone would never have grown from that first store in Forrest City,
Arkansas, to become a 2,900-store chain boasting over $4 billion in car part sales if it were not
for the scalable culture of customer service and the people who practice it.

Any business can learn fromAutoZone's example. Success, in retail specifically, is dependent
upon how well a company knows its customers and what hurdles to leap to serve them. Casually
entering into business with a general idea about how to do things guarantees failure. By the same
token, researching the market successfully in Houston does not mean those solutions will work
well in Peoria. Anything short of giving customers exactly what they want and need is an
invitation to shop at the competition.

If a company sacrifices for its customer now, it will benefit in the long run by building a better
brand and carving out dominant market share. Be proactive, be creative, and be dedicated and
customers will always reward you.

Jerry Colley.

Senior Vice President Stores.

Customer Satisfaction.

AutoZone Inc.

Jerry Colley Services as senior vice president of stores for AutoZone, inc. In this role, he is
responsible for the execution of store operations strategies and oversees the management of all
40,000 AutoZoners in the nearly 3,000 company-owned stores.

Jerry joined AutoZone in 1987 as district manger and was named regional manager and vice
president the following year. He became senior vice president in 1997.

Jerry started his retail auto parts career as a sales clerk for Nationwise Automotive, where he
worked in a number of management positions including regional manger. In 1983 he joined Rose
Auto as director of store operations.

http://www.entrepreneur.com/tradejournals/article/66499175_2.html

与这两个团体以惊人的速度工作，以提供解决方案，将帮助我们的 AutoZoners“认识 我们的零

件和产品，”它是搞活，看看这些团体将在下梦想。这个过程中最激动人心的部分是 AutoZone
公司是成功的，因为它是今天，这些举措都是 相当新的。试想什么客户服务的高度可达到一次
AutoZone 公司的这些举措都得到充分 的功能和手摇为我们的商店材料。
虽然这篇文章后，技术和客户服务的重点，下面是一个什么 AutoZone 公司是为有线世界做，因
为它涉及到改 善客户服务一瞥。

对固定车是有正确的信息项，AutoZone 公司是在这个客户服务金矿的前面。多年来，
AutoZone 公司已在超 市销售的手册和光盘。现在，通过 autozone.com，该公司将很快能够
向客户展示如何解决其特定的车辆几乎每一个可以想象的汽车问题，如果客户开着一 辆 1974 年
的大众甲壳虫，需要知道如何更换起动机，什么火花插头差距应该是什么的点火顺序是，他或她
可以去 autozone.com 并找到所有这些信 息。只需 输入他们的车辆数基本事实，潜在客户可以
研究车辆的具体信息令。 autozone.com 还提供定制的保养计划，召回警报，以及一个旨在让
他们了解客户更 多个性化的车辆工具。

在这个意义上说，AutoZone 公司的网站的存在是对客户服务的定 义。客户 可以检索一切他们

可能需要修复他们的车，一天的任何时间。这将使汽车维修容易得多，反过来，将 AutoZone 公
司一个更好的公司。 AutoZone 公司的客户在网络 上的服务创新是创造未来的 AutoZone 公司
- 信息化实体商店营业时间不受限制 - AutoZone 公司，而这种创新使客户更在他们的维修知识，
更多的是公司的宝贵信心。

我 们的商店看起来棒极了。

AutoZone 公司承诺的第三行，也许是我们的客户服务模式最被低估的方面，它需要最少的解释。
AutoZone 公司的清洁，明亮的店是一家公司的商标。当 AutoZone 公司进入这个行业 的爆发，
店面设计上是一个与痰的照射油毡地板，明亮的灯光场景事后 AutoZone 公司破灭，有趣的产品
布局。客户立即跑向 AutoZone 公司，因为它提供了一个舒适的购物空间。为了这一 天，
AutoZone 公司继续不断创新的销售区。越接近 AutoZone 公司使其商店就像是自己动手做力学，
AutoZone 公司更喜欢它的客户玩具店看看。

而且我们已经得到了适当的价格商品的最佳。

对 AutoZone 公司的 承诺的最后一行提到了该公司的日常低定价策略。当然，AutoZone 公司

投资进入该行业发展的最佳产品组合的大量努力，但不鼓励这种与销售价格的任何努 力。一位
顾客永远不会看到当地的报纸销售广告的通告特别降低价格; AutoZone 公司根本无法操作的方
式。相 反，AutoZone 公司提供有关其商品的全部日常的低价格。

AtAutoZone，作为 营销活动的销售被视为旨在通过创造有利的战略项目通过削减幅度交通的零
售商。相反，AutoZone 公司选 择了天天低价是为了让所有商品的公平价格极具吸引力的客户为
重点的战略。

此外，关键是给客户提供他们需要的时 候，他们需要它，因为用户无法选择自己的车辆时，将打
破。对那些因及时购买需要的几乎全部项目提供销售价格 是没有意义的。为什么不让每个售价低
至 AutoZone 公司都可以的时间？因为，坦率地说，谁买了新发电机年才需要 - 即使发电机大减
价？没有人。

客户分析
在最后，AutoZone 公司客户服务的公式是植根于确切知 道客户需要什么。有专门的
AutoZoners 多个团队这一点。这些 AutoZoners 烦恼了这样的问题：“为什么在我们的商店的
顾客？” “当这些 客户需要做的汽车零件？”和“怎么做这些客户需要得到他们的修复工作完成了
吗？”对这些问题的答案引导我们的每一个业务的方方面面从日常的低定价策略 - AutoZone 公
司的地方，如何购买房地产 AutoZone 公司规定了各部分（如威特- JRS 遍布已知
AutoZoners）反计算机屏幕。

例如，AutoZone 公司有一个 DJY 力学贷款给工具程序。原因何在？许多地区无法取代的独特的

工具，没有一个。而且，这些地区可能会失败，只有一次在一辆 汽车的使用寿命。因此，该客户，
谁是现金已经很低，可能要花费多达上，将只使用一次的工具，以 100 美元。为了满足这些客户，
每家商店提供超过 75 免费不同的工具。所有客户所要做的就是放下存 款，而他们的工具，他们
需要的是为 72 小时免费。

AutoZone 公司客户所面临的另一个 问题是贫穷的诊断。因为“我们知道我们的零件和产

品，”AutoZone 公司知道如何重要它是正确识别车辆 的问题。否则，客户正在考虑继续部件故
障和较高的成本，AutoZone 公司正面临着更高的回报和愤怒的客 户。作为解决方案，
AutoZone 公司提供引擎盖下的许多主要部件免费检测。什么费用可能在 60 美元或经销商在机
械，AutoZone 公司提供免费的停车场。

通过客户分析和老式的常识，AutoZone 公司已 leamed，客户不知道什么时候，或者最重要的

是，在他们的车会崩溃。这就是为什么 AutoZone 公司开发了业界的第一次全国保修数据库。如
果发电机是在 移动，阿拉巴马州，3 年后这部分购买了在俄克拉荷马城家庭度假失败，客户可以
随时在交换区商店免费发电机。在 柜台 AutoZoner 只是查找在电子数据库中客户的姓名，使交
流。

测量

最后，这是非常重要的 AutoZone 公司的客户服务措施，以及如何行动的效果。已经 有了 2900

家连锁店和数以百计的商店了未来的道路，以及如何监控顾客正在通过 AutoZone 公司的各项服
务措施，是不容易的任务。因此去年，AutoZone 公司开发出被称为火花 - 服务，零部件，配件
及外观，尊重和退货和知识。从本质上讲，火花是 beefedup 神秘购物节目中，AutoZone 公司
商店，以及 AutoZone 公司的竞争对手，被评为 80 多个 重要客户服务点。而且，它没有这样做
每年一次看到的东西是在一般意义上会。 AutoZone 公司是否每个月。

作为奖励，每个在 200 得分最高的连 锁店 AutoZoner 是给予 50 美元的支票，这是非常重要的，

因为通常只有在每一个商店 AutoZoner 实际上是随着购物者的秘密接触。无论如何，它使每一
个利害关系是 AutoZoner 知道同时加强团队的概念。

同时，一直非常有效的火花在那里测量 AutoZone 公司的客户服务在业界的立场。那个 地方是

在顶部。 AutoZone 公司击败了 100 点等级 scale6 所有对手，表现优于有助于销售人员， 快
速检出所有这些，返回程序。

不过，火花还有助于通过提供对客户的服务创新新一代一个量化 的起点。现在，AutoZone 公司
确切地知道什么作品 - 甚至可以把它一个数字。 “零售是细节。”斯帕克 AutoZone 公司已比以
往任何时候都在做任何事情之前，仔 细看看这些细节。

在客户投资服务

客户服务可能会 AutoZone 公司的单一最大的在其 21 年历史的投资。这是该公司背后 的电子商

务推动的主要力量，房地产的决策，信息技术举措，人力资源政策 - 甚至是什么样的灯泡使用的
存储选择。 AutoZone 公司决不会有所增加，从在福里斯特城，阿肯色，第一家商店成为 2,900
家连锁店超过 400 亿美元的汽车零件销售，如 果它被吹嘘为客户服务的可扩展性的文化和人民
谁不实践。

任何企业可以学习 fromAutoZone 的榜样。成功，特别是在零售，是取决于公司如何知道它的

客户，什么障碍，飞跃为他 们服务。随便进入业务，对如何做事保证失败的总体思路。根据 同
样的道理，在休斯敦的市场研究成功并不意味着这些解决方案将在皮奥里亚良好。任何给予客户
正是他们想要和 需要的是短期的邀请，在商店的竞争。

如果一家公司为客户牺牲现在，将有利于从长远来说，建 设一个更好的品牌优势和雕刻出的市场
份额。积极主动，有创意，并致力于和客户永远报答你。

杰里科利。

高级副总裁商店。

客户满意度。

AutoZone 公司公司

杰里科利服务作为商店 AutoZone 公司高级副总裁，公司总裁。在此期间，他负责存 储业务的

战略负责执行并监督公司的近 3000 名国有商店的所有 40,000 AutoZoners 管理。

杰里在 1987 年加入 AutoZone 公司作为地区经理和区域经理被任命为副总裁，并在下一年。他

成为高级副总裁在 1997 年。

杰里开始作为一个 Nationwise 汽车，他在那里的管理职位，包括区域经理，曾与他的店员零售

汽车零部件事业。 1983 年，他加入的商店运 营总监罗斯汽车。
STRATEGY
When Hyde launched AutoZone, he focused on offering low prices and high quality customer
service, business principals that remain at the core of the firm's strategy. Throughout the 1980s
and 1990s, developments in technology were used in an effort to continually improve customer
service. For example, AutoZone began making use of an electronic catalog in the late 1980s to
help employees more quickly and accurately determine which parts were needed for specific
vehicles. Eventually, customer warranty information was added to this database. A satellite
system, put in place in 1994, allowed employees from one store to set aside merchandise at a
nearby stores to ensure that customers could purchase the parts they needed even if they were out
of stock at a certain store. The launch of Autozone.com in 1996 allowed AutoZone to sell to its
parts online to both individual consumers and to the new business clients it began targeting that
year.

The strategy of rapid growth via acquisition also served the company well. Throughout the 1980s
and 1990s, AutoZone purchased large automotive parts chains, quite often converting them into
AutoZone stores to build upon AutoZone name recognition. Acquiring existing stores was not
only often cheaper than building brand new ones, but it also allowed AutoZone access to a base
of existing customers. This expansion strategy was changed, however, in the early 2000s, as
AutoZone began to focus more closely on developing its existing stores. After closing 35
underperforming stores in 2001, CEO Steve Odland upped performance standards for the
roughly 3,000 remaining stores. These efforts to boost profitability also included the launch of a
marketing campaign centering on the firm's new tag line: "Get in the Zone: AutoZone." The
reason for these changes, according to AutoZone, was the desire to increase its rate of return for
investors to 15 percent.

策略

当海德发起 AutoZone 公司，他专注于提供低价格 和高品质的客户服务，业务校长，在该公司

的战略的核心仍然存在。在整个 20 世纪 80 年代和 90 年代，在科技发展中使用 了一个致力于不
断改善客户服务。例如，AutoZone 公司开始利用在 80 年代后期使 用电子目录，以帮助员工更
快，更准确地确定哪些部分是需要为特定的车辆。最后，客户保修信息被添加到该数据库。一个
卫星系统，在 1994 年实施，让员工从一家商店拨 出商品在附近的商店，以确保客户可以购买他
们所需要的部分，即使他们在某商店脱销。在 1996 年推出的 Autozone.com 允许 AutoZone
公司出售其部分在线于个人消费者和商业客户的新开始为目标的一年。

快速增长的战略，通过收购该公司还担任好。在整个 20 世纪 80 年代和 90 年代，AutoZone 公

司购买的大型汽车零部件集团，AutoZone 公司往往转化为它们建立在商店 AutoZone 公司知名
度。收购现有商店，不仅往往比建立品牌更便宜的新的，但它 也使 AutoZone 公司获得的现有
客户群。这一扩张策略已被更改，但是，在本世纪初，作为 AutoZone 公司开始专注于发展其现
有店铺更密切的合作。在关闭 35 个商店在 2001 年表现不佳，公司首席执行 官史蒂夫奥德兰德
调升余下的大约 3000 个店铺的业绩标准。这些努力提高盈利能力还包括营销活动推出该公司的
新口 号围绕：“把在该区域：AutoZone 公司。”对这些变化的原因，根据 AutoZone 公司，是
希望 增加其对投资者到百分之十五的回报率。

PRODUCTS
AutoZone sells car and light truck parts such as carburetors, batteries, alternators, spark plugs,
struts, lights, and filters. Vehicle maintenance products include antifreeze; oil; brake, power
steering, and transmission fluids; paint; tools; and windshield wipers. The firm also sells
accessories such as vehicle sound systems. Auto-Zone began to add more accessory products,
such as sunglasses and decorator floor mats and seat coverings, to its stores in 2001.

产品

AutoZone 公司销售，如化油 器，电池，发电机，火花塞，支柱，灯和过滤器的汽车和轻型卡车

零件。产品包括汽车维修抗冻，石油，制动，动力转向，变速箱油，油漆，工具和雨刷。该公司
还销售如汽车音响系统配件。自动开发区于 2001 年开始加入更多的配套产品，如太阳眼镜和装
饰地板垫和座椅覆盖，它的商店。
As of May 8, 2010, AutoZone operates 4,521 auto parts stores, including 212 in

Mexico. Each store carries an extensive product line for cars, sport utility vehicles,

vans and light trucks, including new and remanufactured automotive hard parts,

maintenance items, accessories, and non-automotive products. Many stores also

have

a commercial sales program that provides commercial credit and prompt delivery of

parts and other products to local, regional and national repair garages, dealers,

service stations, and public sector accounts. AutoZone also sells the ALLDATA brand

diagnostic and repair software. On the web, AutoZone sells diagnostic and repair

information, and auto and light truck parts through www.autozone.com. AutoZone

does not derive revenue from automotive repair or installation.

Each of our AutoZoners is committed to the highest level of customer service -

every store has AutoZoners equipped with the tools and knowledge necessary to

provide the highest level of technical advice and diagnostic support to our

customers. AutoZones's website, www.AutoZone.com, can be used to order parts

online or to look up parts in your local AutoZone store. The website is also a great
resource for helpful maintenance and repair information. Through ALLDATA, the

Company provides the most comprehensive electronic diagnostic and repair

information available to professional mechanics either online, on CD or DVD.

The Company was founded in 1979 and has been publicly held since 1991.

AutoZone stock trades on the New York Stock Exchange under the ticker symbol

"AZO" and is included in the Standard & Poor's 500 index. AutoZone is also

recognized on the list of Fortune 500 companies.

AutoZone by the Numbers

America's Number One

Vehicle Solutions Provider

6/17/

截至 2010 年 5 月 8 日，AutoZone 公司经营 4521 汽车零部件，包括 212 间零售商店，

墨西哥。每家商店进行了广泛的产品线，汽车，运动型多用途车
客货车和轻型卡车，包括新的和再制造汽车零部件硬，
维修项目，配件，和非汽车产品。许多商店也有
商业销售方案，提供商业信贷和及时交付
件和其他产品，地方，区域和国家维修店，经销商，
服务站，和公共部门帐户。 AutoZone 公司还销售 ALLDATA 品牌
诊断和修理软件。在网络上，AutoZone 公司销售的诊断和维修
信息，汽车和轻型卡车零件通过 www.autozone.com。 AutoZone 公司
不从汽车修理或安装派生收入。
我们 AutoZoners 每个致力于客户服务的最高水 平 -
每个商店 AutoZoners 配备了必要的工具和知识
提供技术咨询和诊断支持最高水平的
客户。 AutoZones 的网 站，www.AutoZone.com，可用于订购部件
网上或看 AutoZone 公司在当地的商店部分。该网站也是一个伟大的
有用的资源维护和维修信息。通过 ALLDATA 时，
公司提供最全面的电子诊断和维修
资料提供给专业力学在网上在 CD 或 DVD。
该公司成立于 1979 年和 1991 年以来一直公开举 行。
在纽约证券交易所 AutoZone 公司股票挂牌交易， 股票代码
“偶氮”，并列入标准普尔 500 指数。 AutoZone 公司也
在财富 500 强企业名单内的认可。
AutoZone 公司的数
美国头号
汽车解决方案提供商
6 / 17 /

Getting the average driver revved up about buying automotive products can be tough. Many
people clearly wait until their vehicles fail before pulling into a repair shop or automotive parts
store to take care of the problem. That leaves an estimated $60 billion in lost sales from
unperformed annual vehicle maintenance on the table--a pretty lucrative market, and one
AutoZone is intent on grabbing a share of with its "Get in the Zone" marketing message, which
encourages consumers to take maintenance seriously.

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The campaign that launched early last year has been a resounding success. It has grown sales and
traffic by reminding drivers of routine maintenance, such as changing the oil or replacing a
battery at the appropriate intervals. AutoZone's campaign also promotes the retailer's free
services, such as battery testing, loan-a-tool program and diagnostics when a "check engine"
light comes on.

"It's all about servicing the customer," said Lisa Kranc, senior vp of marketing. "We take
seriously our role as category leader. That certainly speaks to innovation, but it also speaks to
taking the category to new levels."

The "check engine light" program is particularly ingenious, with its ability to boost the retailer's
reputation for advice, as well as add new customers. Since the program began in May, AutoZone
has performed more than one million diagnostic tests. The test entails plugging a machine into a
port under the dash, which then reads an estimated 800 diagnostic computer codes on vehicles
built in 1996 or later. Besides helping the driver figure out what's wrong, the service has
expanded AutoZone's customer base, since many of those taking advantage of this program had
never visited an AutoZone store before, ceo Steve Odland told investors in a Sept. 25 conference
call.

Both the "check engine light" and "Get in the Zone" campaigns have positively impacted sales
and traffic, Kranc said. Combined with new merchandising programs, the marketing strategies
have been a key driver in AutoZone's same store sales gains, which came in at 8.8% for the fiscal
year ended Aug. 31, 2002.

Before launching the zone campaign, AutoZone used what might be described as institutional
advertising, mostly on television. The new strategy focuses on radio and was broadened to
include more Hispanic advertising media. With an upbeat musical background, the radio spots
catch shoppers right where AutoZone wants them--in the driver's seat--and also helps build the
retailer brand by connecting it with the catchy phrase "Get in the Zone."

While the retailer's prime target is men aged 18 to 49, AutoZone hasn't ignored women. A study
by the Automotive Aftermarket Industry Association earlier this year showed that females now
account for one-third of all DIY households, a number Kranc said corresponds to shoppers
coming into stores.

Even though AutoZone doesn't target women specifically with advertising, the store environment
has become increasingly female-friendly. Bright, attractive stores, wide aisles and new
merchandise, such as leopard-print steering wheel covers, are a few ways AutoZone caters to
women.

Another piece of AutoZone's marketing strategy involves its Web site, which launched in 1996.
Parts are available for purchase on the site, but the main function is to build the Auto-Zone brand
as a source for vehicle solutions. The site features diagnostic and repair guidance for specific
types of vehicles, including technical services bulletins and recall alerts. "We've only just begun
to take advantage of the Web and what that can do for us," Kranc said.

Altogether, AutoZone's marketing strategies are growing the business in several effective ways.
The "Get in the Zone" campaign builds the retailer's brand nationally and is tied to a message
that AutoZone can be trusted for vehicle solutions. Meanwhile, the themes in the messages
encourage drivers to be proactive in vehicle maintenance, which builds sales and the customer
base.

COPYRIGHT 2002 Reproduced with permission of the copyright holder. Further

reproduction or distribution is prohibited without permission.

COPYRIGHT 2002 Gale Group

http://findarticles.com/p/articles/mi_m0FNP/is_21_41/ai_94327808/
History

AutoZone's history is a rich one, marked by many milestones - new name, new
store designs, new products, new opportunities and new countries.The next 20
years promise even more. The highlights of our history begin in the timeline
below.

1979 - We

opened our very first

Auto Shack in
Forrest City, AR.
Doc Crain was the
first store manager.
Today, we have
more than 3,600
AutoZone stores
nationwide.

1984 - We became the first

auto parts retailer to
create a quality
control program for
its parts. We still
pride ourselves in
offering quality
parts and products to
 our customers.

1985 -

Doc Crain coined

the term
WITTDTJR, which
stands for "What it
takes to do the job
right." The term
reflects our
commitment to
giving customers the
parts and service
they need to do the
job right the first
time.

1986 - We

gave our first Extra

Miler Award to
Memphis Mgr.
Darren Reltherford.
Today, we still
recognize AutoZone
employees (we call
them "AutoZoners")
who go the extra
mile for their
customers. It's our
way of promoting
good customer
service and
recognizing our
greatest asset - our
people.
1987 - We

changed our name

from Auto Shack to
AutoZone. We also
introduced WITT-
JR, the first
electronic catalog in
our industry. We
still use WITT-JR to
look up parts for
your vehicle and
keep up with your
warranty
information. This
helps us provide
better, quicker
customer service to
you.

1989 - We started using our

Store Management
System (SMS) to
help keep our stores
stocked with the
parts you need.

1991 - Our

stock, AZO, made

its debut on the New
York Stock
Exchange. We also
became the first auto
parts retailer to
register customer
warranties in a
computer database.
We're still the only
auto parts retailer
 that offers this
service.

1994 - We

began using a
satellite system to
broadcast
information from
store to store. Using
our satellite system,
stores can put parts
on hold at other
neighboring
AutoZone stores, so
our customers can
get the parts they
need today.

1995 - We opened our

1,000th store on
Bardstown road in
Louisville, KY.
Also, we introduced
our new Duralast
and Duralast Gold
batteries. Today,
Duralast batteries
are the best-selling
automotive batteries
in America.

1996 - Our

website,
www.autozone.com,
debuted, along with
our new commercial
program in
Germantown, TN.
 We also acquired
ALLDATA, a
software company
that provides
automotive
diagnostic and
repair information.

1998 - We

experienced
unprecedented
growth by acquiring
nearly 800 stores
from other auto
parts retailers. We
later converted
many of these stores
into AutoZone
stores. We also
opened our first
store outside the
United States in
Nuevo Laredo,
Mexico.

1999 - We made the

Fortune 500 list for
the first time. We've
improved our
ranking on the list
each year since our
debut.

2001 - Steve Odland

becomes AutoZone's
3rd CEO and
announces the 40-
headed CEO team.
Combined, they plan
our 5-year strategy
and release
AutoZone's Vision
 & Values. Vision:
"Relentlessly
creating the most
exciting Zone for
vehicle solutions!"
AutoZone's value
statements:
Integrity, Respect,
Teamwork,
Communication,
Innovation,
Initiative,
Accountability,
Thriftiness,
Leadership,
Excellence.

2002 - AutoZoners develop

a network of "hub,
feeder and satellite"
stores to get product
to the customer
faster, to eliminate
lost sales and to
have more product
in the market area
while reducing
inventory
investment.

2003 -

AutoZone
introduces the
Duralast Tool line to
include 120 SKUs,
including ratchets,
 pliers, wrenches,
sockets and
screwdrivers.

AutoZone partners
with CarMax to
have AutoZone
stores inside 7 of
their 45 CarMax
locations.

Two leaders in the

automotive industry
- AutoZone the
leader in aftermarket
auto parts and Midas
the leader in
automotive repair -
establishes a
partnership where
AutoZone
distributes to all US
Midas locations.

2004 -

AutoZone
announces
sponsorship of the
2004-2005
NASCAR Elite
Division.
 AutoZone celebrates
its 25th anniversary
of WOW! Customer
Service.

Founder Pitt Hyde

was inducted into
the Automotive Hall
of Fame on October
5, 2004. Pitt set a
precedent as the first
aftermarket retailer
in the Automotive
Hall of Fame.

2005 - William C. Rhodes

III was named
President and CEO
March 13, 2005.
We opened our first
store in Puerto Rico
on July 20, 2005.

2007 -

We opened our
4,000th store in
Houston, Texas.

2008 -

We launched Z-net
in stores. Repair
guide information,
product images and
attributes,
specifications and
 troubleshooting
guides are all only a
click away with Z-
net.

Z-NET

Introducing... Z-net Only At AutoZone!

Z-net, an exciting breakthrough in automotive technology, and available only at

AutoZone, is our new electronic catalog that lets our AutoZoners not only look up
the parts you need fast, it also helps you get the job done right the first time, every
time by providing complete job solutions, advice and information for your vehicles.

Diagrams

• Key jobs and part information.

• Exploded views of automotive systems.
• Related text describing the operations of different components.
• Ensures you have the necessary parts you need to do the job right.
• Job Diagrams are now available on AutoZone.com. Simply
look up a partto view and print the job diagram (where available).
Pictures

• Part-number specific images.

• Product banners that showcase all the great brands available.
• Get the right parts for your vehicle the first time.
• Multiple product views on some products.
• Z-net product pictures, including multiple product views, are now available on
AutoZone.com.

Instructions

• Vehicle-specific repair information.

• Step-by-step instructions about the job you are working on.
• Z-net provides the advice you want.
• Vehicle specific repair instructions now available on AutoZone.com -see the
entire vehicle repair guide
for your vehicle (where available).
Public Sector Government Agencies

AutoZone is the largest automotive parts, services and accessories

provider in the United States with annual sales that exceed $6.3
billion. AutoZone provides more than 800,000 product level
SKUs in over 70 distinct categories covering most applications for
major and minor light to medium duty applications. Product
categories include under-hood (engine, engine management,
emissions, air conditioning, heating, cooling systems, belts,
hoses), under car (chassis, suspension, ride control),
transmissions, drive axles, friction products (brakes, steel, pads,
rotors, brake hardware), automotive chemicals and fluids (oil, antifreeze, lubricants).

AutoZone is a Fortune 400 company with over 4,000 company-owned locations selling to
wholesale and public sector customers through its Commercial (B2B) Division. AutoZone uses a
global sourcing supply chain that is capable of providing quality parts at highly competitive
pricing. Our supply chain and spoke-hub-location delivery model underscores our pledge to
provide our customers with "the best merchandise at the right price."

Over 54,000 hard working and dedicated "AutoZoners" are at work each day trained to provide
our unique brand of WOW! CustomerService! AutoZone has a public sector sales team based in
the field and at our national administration facilities dedicated to our U.S. Communities
customers. This team consists of National Account Managers, National Account Coordinators,
Zone Directors, Regional Managers, Area Sales Managers, District Managers, Territory
Managers and over 4,000 Commercial Parts Specialist Managers.
It all starts with contacting the National Account Manager responsible for your geographic
location.

Click here to see our current listing of National Account Managers.

You can also e-mail your request to uscommunities@autozone.com.

To AutoZone used what might be described as institutional advertising, mostly on

television. The new strategy focuses on radio and was broadened to include more
Hispanic advertising media. With an upbeat musical background, the radio spots catch
shoppers right where AutoZone wants them--in the driver's seat--and also helps build
the retailer brand by connecting it with the catchy phrase "Get in the Zone."

While the retailer's prime target is men aged 18 to 49, AutoZone hasn't ignored
women. A study by the Automotive Aftermarket Industry Association earlier this year
showed that females now account for one-third of all DIY households.

Even though AutoZone doesn't target women specifically with advertising, the store
environment has become increasingly female-friendly. Bright, attractive stores, wide
aisles and new merchandise, such as leopard-print steering wheel covers, are a few
ways AutoZone caters to women.

Another piece of AutoZone's marketing strategy involves its Web site, which
launched in 1996. Parts are available for purchase on the site, but the main function is
to build the Auto-Zone brand as a source for vehicle solutions. The site features
diagnostic and repair guidance for specific types of vehicles, including technical
services bulletins and recall alerts.

Altogether, AutoZone's marketing strategies are growing the business in several

effective ways. The "Get in the Zone" campaign builds the retailer's brand nationally and
is tied to a message that AutoZone can be trusted for vehicle solutions. Meanwhile, the
themes in the messages encourage drivers to be proactive in vehicle maintenance,
which builds sales and the customer base.

Consumer behaviour
From Wikipedia, the free encyclopedia
Jump to: navigation, search

Consumer behaviour is the study of when, why, how, and where people do or do not buy
product. It blends elements from psychology, sociology, social anthropology and economics. It
attempts to understand the buyer decision making process, both individually and in groups. It
studies characteristics of individual consumers such as demographics and behavioural variables
in an attempt to understand people's wants. It also tries to assess influences on the consumer
from groups such as family, friends, reference groups, and society in general.

Customer behaviour study is based on consumer buying behaviour, with the customer playing
the three distinct roles of user, payer and buyer. Relationship marketing is an influential asset for
customer behaviour analysis as it has a keen interest in the re-discovery of the true meaning of
marketing through the re-affirmation of the importance of the customer or buyer. A greater
importance is also placed on consumer retention, customer relationship management,
personalisation, customisation and one-to-one marketing. Social functions can be categorized
into social choice and welfare functions.

Each method for vote counting is assumed as a social function but if Arrow’s possibility theorem
is used for a social function, social welfare function is achieved. Some specifications of the
social functions are decisiveness, neutrality, anonymity, monotonicity, unanimity, homogeneity
and weak and strong Pareto optimality. No social choice function meets these requirements in an
ordinal scale simultaneously. The most important characteristic of a social function is
identification of the interactive effect of alternatives and creating a logical relation with the
ranks. Marketing provides services in order to satisfy customers. With that in mind, the
productive system is considered from its beginning at the production level, to the end of the
cycle, the consumer (Kioumarsi et al., 2009).

Contents
[hide]

• 1 Black box model

• 2 Information search
• 3 Information evaluation
• 4 Purchase decision
• 5 Postpurchase evaluation
• 6 Internal influences
• 7 External influences
• 8 See also

• 9 References

[edit] Black box model

ENVIRONMENTAL FACTORS BUYER'S BLACK BOX
BUYER'S
Marketing Environmental Buyer
Decision Process RESPONSE
Stimuli Stimuli Characteristics
Problem
Economic Attitudes recognition
Product choice
Product Technological Motivation Information search
Brand choice
Price Political Perceptions Alternative
Dealer choice
Place Cultural Personality evaluation
Purchase timing
Promotion Demographic Lifestyle Purchase decision
Purchase amount
Natural Knowledge Post-purchase
behaviour

The black box model shows the interaction of stimuli, consumer characteristics, decision process
and consumer responses.[1] It can be distinguished between interpersonal stimuli (between
people) or intrapersonal stimuli (within people).[2] The black box model is related to the black
box theory of behaviourism, where the focus is not set on the processes inside a consumer, but
the relation between the stimuli and the response of the consumer. The marketing stimuli are
planned and processed by the companies, whereas the environmental stimulus are given by social
factors, based on the economical, political and cultural circumstances of a society. The buyers
black box contains the buyer characteristics and the decision process, which determines the
buyers response.
The black box model considers the buyers response as a result of a conscious, rational decision
process, in which it is assumed that the buyer has recognized the problem. However, in reality
many decisions are not made in awareness of a determined problem by the consumer.

[edit] Information search

Once the consumer has recognised a problem, they search for information on products and
services that can solve that problem. Belch and Belch (2007) explain that consumers undertake
both an internal (memory) and an external search.

Sources of information include:

• Personal sources
• Commercial sources
• Public sources
• Personal experience

The relevant internal psychological process that is associated with information search is
perception. Perception is defined as 'the process by which an individual receives, selects,
organises, and interprets information to create a meaningful picture of the world'

The selective perception process

Stage Description

- Selective exposure consumers select which promotional messages they will expose themselves
to.
- Selective attention consumers select which promotional messages they will pay attention to
- Selective comprehension consumer interpret messages in line with their beliefs, attitudes,
motives and experiences
- Selective retention consumers remember messages that are more meaningful or important to
them

The implications of this process help develop an effective promotional strategy, and select which
sources of information are more effective for the brand.

[edit] Information evaluation

At this time the consumer compares the brands and products that are in their evoked set. How
can the marketing organization increase the likelihood that their brand is part of the consumer's
evoked (consideration) set? Consumers evaluate alternatives in terms of the functional and
psychological benefits that they offer. The marketing organization needs to understand what
benefits consumers are seeking and therefore which attributes are most important in terms of
making a decision.
[edit] Purchase decision
Once the alternatives have been evaluated, the consumer is ready to make a purchase decision.
Sometimes purchase intention does not result in an actual purchase. The marketing organization
must facilitate the consumer to act on their purchase intention. The organisation can use variety
of techniques to achieve this. The provision of credit or payment terms may encourage purchase,
or a sales promotion such as the opportunity to receive a premium or enter a competition may
provide an incentive to buy now. The relevant internal psychological process that is associated
with purchase decision is integration.Once the integration is achieved, the organisation can
influence the purchase decisions much more easily.

[edit] Postpurchase evaluation

It is common for customers to experience concerns after making a purchase decision. This arises
from a concept that is known as “cognitive dissonance”. The customer, having bought a product,
may feel that an alternative would have been preferable. In these circumstances that customer
will not repurchase immediately, but is likely to switch brands next time.

To manage the post-purchase stage, it is the job of the marketing team to persuade the potential
customer that the product will satisfy his or her needs. Then after having made a purchase, the
customer should be encouraged that he or she has made the right decision.it is not effected by
advertisement.

[edit] Internal influences

Consumer behaviour is influenced by: demographics, psychographics (lifestyle), personality,
motivation, knowledge, attitudes, beliefs, and feelings. Consumer behaviour concern with
consumer need consumer actions in the direction of satisfying needs leads to his behaviour of
every individuals depend on thinking

[edit] External influences

Consumer behaviour is influenced by: culture, sub-culture, locality, royalty, ethnicity, family,
social class, reference groups, lifestyle, sex and all
CONSUMER BEHAVIOR
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A consumer is the ultimate user of a product or service. The overall consumer market consists of
all buyers of goods and services for personal or family use, more than 270 million people
(including children) spending trillions of dollars in the United States as of the late 1990s.

Consumer behavior essentially refers to how and why people make the purchase decisions they
do. Marketers strive to understand this behavior so they can better formulate appropriate
marketing stimuli that will result in increased sales and brand loyalty. There are a vast number of
goods available for purchase, but consumers tend to attribute this volume to the industrial world's
massive production capacity. Rather, the giant known as the marketing profession is responsible
for the variety of goods on the market. The science of evaluating and influencing consumer
behavior is foremost in determining which marketing efforts will be used and when.

To understand consumer behavior, experts examine purchase decision processes, especially any
particular triggers that compel consumers to buy a certain product. For example, one study
revealed that the average shopper took less than 21 minutes to purchase groceries and covered
only 23 percent of the store, giving marketers a very limited amount of time to influence
consumers. And 59 percent of all supermarket purchases were unplanned. Marketers spend a
great deal of time and money discovering what compels consumers to make such on-the-spot
purchases. Market researchers obtain some of the best information through in-store research, and
will often launch new products only in select small venues where they expect a reasonable test of
the product's success can be executed. In this manner, they can determine whether a product's
success is likely before investing excessive company resources to introduce that product
nationally or even internationally.

CONSUMER NEEDS
Consumers adjust purchasing behavior based on their individual needs and interpersonal factors.
In order to understand these influences, researchers try to ascertain what happens inside
consumers' minds and to identify physical and social exterior influences on purchase decisions.

On some levels, consumer choice can appear to be quite random. However, each decision that is
made has some meaning behind it, even if that choice does not always appear to be rational.
Purchase decisions depend on personal emotions, social situations, goals, and values.

People buy to satisfy all types of needs, not just for utilitarian purposes. These needs, as
identified by Abraham Maslow in the early 1940s, may be physical or biological, for safety and
security, for love and affiliation, to obtain prestige and esteem, or for self-fulfillment. For
example, connecting products with love or belonging has been a success for several wildly
popular campaigns such as "Reach Out and Touch Someone," "Fly the Friendly Skies," and
"Gentlemen Prefer Hanes." This type of focus might link products either to the attainment of
love and belonging, or by linking those products with people similar to those with whom people
would like to associate.

Prestige is another intangible need, and those concerned with status will pay for it. However,
goods appealing to this type of need must be viewed as high-profile products that others will see
in use. One benefit of targeting this type of market is that the demand curve for luxury products
is typically the reverse of the standard; high-status products sell better with higher prices.

Some equate the type of need to be met with certain classes of goods. For instance, a need for
achievement might drive people to perform difficult tasks, to exercise skills and talents, and to
invest in products such as tools, do-it-yourself materials, and self-improvement programs, among
others. The need to nurture or for nurturing leads consumers to buy products associated with
things such as parenthood, cooking, pets, houseplants, and charitable service appeals.

Personality traits and characteristics are also important to establish how consumers meet their
needs. Pragmatists will buy what is practical or useful, and they make purchases based more on
quality and durability than on physical beauty. The aesthetically inclined consumer, on the other
hand, is drawn to objects that project symmetry, harmony, and beauty. Intellectuals are more
interested in obtaining knowledge and truth and tend to be more critical. They also like to
compare and contrast similar products before making the decision to buy. Politically motivated
people seek out products and services that will give them an "edge," enhancing power and social
position. And people who are more social can best be motivated by appealing to their fondness
for humanity with advertising that suggests empathy, kindness, and nurturing behavior. One
successful way an insurance company targeted this market was through its "You're in good hands
with Allstate" campaign.

Consumers also vary in how they determine whose needs they want to satisfy when purchasing
products and services. Are they more concerned with meeting their own needs and buying what
they want to, for their own happiness? Or do they rely on the opinions of others to determine
what products and services they should be using? This determines, for example, whether or not
they will make a purchase just because it's the newest, most popular item available or because it
is truly what they need and/or want.

This also influences the way marketers will advertise products. For example, a wine distributor
trying to appeal to people looking to satisfy their personal taste will emphasize its superior
vintage and fine bouquet; that same distributor, marketing to those who want to please others,
will emphasize how sharing the wine can improve gatherings with friends and family.

Cultural and social values also play large roles in determining what products will be successful
in a given market. If great value is placed on characteristics such as activity, hard work, and
materialism, then companies who suggest their products represent those values are more likely to
be successful. Social values are equally important. If a manufacturer suggests their product will
make the consumer appear more romantic or competitive in a place where those values are
highly regarded, it is more likely consumers will respond.

PURCHASE PATTERNS
While all of this information might be helpful to marketers, it is equally important to understand
what compels the consumer to actually make a purchase, as opposed to just generating interest.
For example, some consumers respond based on how they are feeling, or more emotionally,
while some are focused on making the wisest economic decision. Knowing the different
elements that stimulate consumer purchase activity can help marketers design appropriate sales
techniques and responses.

A study conducted by Susan Powell Mantel focused on analyzing the roles of "attribute-based
processing" and "attitude-based processing" when analyzing consumer preference. According to
the study, product attributes (qualities such as price, size, nutritional value, durability, etc.) are
often compared disproportionately, i.e., one is the more focal subject of comparison, thus
eliciting more consideration when the consumer decides which brand is the "best." The order of
brand presentation in these cases is particularly important.

Adding to the complexity of the issue is the fact that purchase decisions are not always made on
the basis of an "attribute-by-attribute" comparison (attribute-based processing). Consumers also
make decisions based on an overall evaluation of their impressions, intuition, and knowledge
based on past experience, or attitude-based processing. Learned attitudes also influence these
decisions. For example, parents who drank Kool-Aid as children often buy it for their kids, either
because they associate it with fond memories or just because of brand familiarity or loyalty.

There is time and effort associated with each of these strategies, though attribute-based
processing requires significantly more effort on the consumer's part. To dedicate the time
required for an attribute-by-attribute comparison, consumers need the combination of motivation
and the time or opportunity to use such a strategy.

Other contributing factors were discussed in Mantel's study, such as personality differences and
each individual's "need for cognition." Need for cognition reflects to what extent individuals
"engage in and enjoy thinking." People with a high need for cognition tend to evaluate more and
make more optimal in-store purchase decisions. This is in part because they do not react to
displays and in-store promotions unless significant price reductions are offered. Low-need
cognition people react easily when a product is put on promotion regardless of the discount
offered.

Consumers are also affected by their perceived roles, which are acquired through social
processes. These roles create individuals' needs for things that will enable them to perform those
roles, improve their performance in those roles, facilitate reaching their goals, or symbolize a
role/relationship, much in the way a woman's engagement ring symbolizes her taking on the role
of a wife.

Other factors that influence purchase decisions include the importance attributed to the decision.
People are not likely to take as much time doing brand comparisons of mouthwash as they are a
new car. The importance of the purchase, as well as the risk involved, adds to how much time
and effort will be spent evaluating the merits of each product or service under consideration. In
cases of importance such as the purchase of a car or home appliance, consumers are more likely
to use rational, attribute-based comparisons, in order to make the most informed decision
possible.

In some cases, consumers make very little effort to evaluate product choices. "Habitual
evaluation" refers to a state in which the consumer disregards marketing materials placed in a
store, whether because of brand loyalty, lack of time, or some other reason. Indeed, evaluating all
relevant marketing information can become time consuming if it is done every time a person
shops.

On the opposite side of the coin, "extensive evaluation" is the state in which consumers consider
the prices and promotions of all brands before making a choice. There are also in-between states
of evaluation, depending again on the importance of the purchase and the time available to make
a decision (some consumers, usually those who earn higher incomes, value their time more than
the cost savings they would incur). Decisions on whether to compare various products at any
given time may be a factor of the anticipated economic returns, search costs or time constraints,
and individual household purchasing patterns.

When it comes time to actually make purchases, however, one person in the family often acts as
an "information filter" for the family, depending on what type of purchase is being made and that
person's expertise and interest. The information filter passes along information he or she
considers most relevant when making a purchase decision, filtering out what is considered
unimportant and regulating the flow of information. For example, men are more often the family
members who evaluate which tools to purchase, while children pass along what they consider to
be seminal information about toys. At times, family members may take on additional roles such
as an "influencer," contributing to the overall evaluation of goods being considered for purchase.
Or one person may act as the "decider," or the final decision-maker. Ultimately, purchase
decisions are not made until consumers feel they know enough about the product, they feel good
about what they're buying, and they want it enough to act on the decision.

INTERPRETING CONSUMER BEHAVIOR

When market researchers begin evaluating the behavior of consumers, it is a mistake to rely on
conventional wisdom, especially when it is possible to study the actual activity in which
consumers are engaged when using a product or service. Where are they when they buy certain
items? When do they use it? Who is with them when they make the purchase? Why do they buy
under certain circumstances and not others? Researchers need to determine the major needs
being satisfied by that good or service in order to effectively sell it.

There are two principal ways to evaluate the motivation behind consumer purchases. These are
by direction (what they want) and intensity (how much they want it). Direction refers to what the
customer wants from a product. For example, if a customer is selecting pain reliever, they may
like the idea is one pain reliever is cheaper than another, but what they really want is fast pain
relief, and will probably pay more if they think the more expensive brand can do that more
effectively. Marketers need to understand the principal motivation behind each type of product to
correctly target potential customers.

The other way to evaluate consumer behavior, intensity, refers to whether a customer's interest in
a product is compelling enough that they will go out and make the purchase. Good marketing can
create that kind of intensity. A successful example of such a campaign was Burger King's "Aren't
You Hungry?" campaign, which aired on late-night television and was compelling enough for
people to leave their homes late at night to go out and buy hamburgers. Understanding consumer
motivation is the best way to learn how to increase buyer incentive, as well as a better alternative
to the easy incentive-decreasing the price.

While it is easy to speculate on all these elements of consumer motivation, it is much harder to
actively research motivating factors for any given product. It is rare that a consumer's reasons for
buying a product or service can be accurately determined through direct questioning.
Researchers have had to develop other ways to get real responses. These include asking
consumers "How do you think a friend of yours would react to this marketing material?" While
consumers do not like to admit that marketing affects them at all, they are often willing to
speculate on how it would affect someone else. And most often they answer with what would be
their own responses.

Another tactic that has proven successful is to ask consumers "What kind of person would use
this type of product?" By asking this question, market researchers can determine what the
consumer believes buying the product would say about them, as well as whether or not they
would want to be seen as that type of person.

INFLUENCING CONSUMER BEHAVIOR

One of the best ways to influence consumer behavior is to give buyers an acceptable motive.
This is somewhat related to the idea of asking what type of person would buy a certain product in
evaluating consumer behavior. Consumers want to feel they're doing something good, being a
good person, eating healthy, making contacts, keeping up appearances, or that they just deserve
to be spoiled a little bit. If marketers can convince consumers that they need a product or service
for some "legitimate" reason, customers will be more likely to make a purchase.

In addition, sensory stimuli are important to marketing. When food packages are appealing or
associated with other positive qualities, people often find that they "taste" better. For example,
people often "taste" with their eyes, discerning differences in products where they do not see any
difference during a blind taste test. One of the best examples of this was a test of loyal Coca-
Cola customers who were totally unwilling to concede that any other soda was its equal. While
able to see what they were drinking, they maintained this position. But during blind testing, some
were unable to tell the difference between Coke and root beer.

Finally, another alternative for influencing customer behavior is by offering specialized goods.
While commonality was once popular, more and more people are seeking diversity in taste,
personal preferences, and lifestyle. Some successful campaigns touting the way their products
stand out from the crowd include Dodge's "The Rules Have Changed" and Arby's "This is
different. Different is good."

In fact, marketers are quite successful at targeting "rebels" and the "counterculture," as it is
referred to in Commodify Your Dissent. As Thomas Frank writes, "Consumerism is no longer
about 'conformity' but about difference. It counsels not rigid adherence to the taste of the herd
but vigilant and constantly updated individualism. We consume not to fit in, but to prove, on the
surface at least, that we are rock 'n' roll rebels, each one of use as rule-breaking and hierarchy-
defying as our heroes of the 60s, who now pitch cars, shoes, and beer. This imperative of endless
difference is today the genius at the heart of American capitalism, an eternal fleeing from
'sameness' that satiates our thirst for the New with such achievements of civilization as the
infinite brands of identical cola, the myriad colors and irrepressible variety of the cigarette rack
at 7-Eleven."

Wendy. H. Mason

Revised by Deborah Hausler

Read more: Consumer Behavior - strategy, levels, examples, type, company, hierarchy, business,
Consumer needs, Purchase patterns, Interpreting consumer behavior, Influencing consumer
behavior http://www.referenceforbusiness.com/management/Comp-De/Consumer-
Behavior.html#ixzz0wTR0AG6g
AutoZone, Inc.is considered to operate in the Consumer Services sector. They specifically
operate in the Auto Parts Stores business segment contained within the Retail - Auto Parts
industry.

AutoZone, Inc. and its wholly owned subsidiaries is a retailer and distributor of automotive parts
and accessories. The Company operates 4,229 domestic stores in the United States and Puerto
Rico, and 188 stores in Mexico. Each store carries a product line for cars, sport utility vehicles,
vans and light trucks, including new and remanufactured automotive hard parts, maintenance
items, accessories and non-automotive products. The Company also sells the ALLDATA brand
automotive diagnostic and repair software. Additionally, the Company sells automotive hard
parts, maintenance items, accessories, and non-automotive products. Its Commercial sales
program operates in a highly fragmented market, and is the distributors of automotive parts and
other products to local, regional and national repair garages, dealers, service stations and public
sector accounts in the United States, Puerto Rico and Mexico. The Company designs and builds
stores for high visual impact. The typical AutoZone store utilizes colorful exterior and interior
signage, exposed beams and ductwork and brightly lighted interiors. Maintenance products,
accessories and non-automotive items are attractively displayed for easy browsing by customers.
In-store signage and displays promote products on floor displays, end caps and the shelf. It also
provides specialty tools through its Loan-A-Tool program. Customers could borrow a tool, such
as a steering wheel puller, for which a do-it-yourself (DIY) customer or a repair shop would have
little or no use other than for a single job. Customer service is the most important element in
marketing and merchandising strategy, which is based upon consumer marketing research. All
store support functions are centralized in its store support centers located in Memphis, Tennessee
and Mexico. The Company's stores utilizes it computerized proprietary Store Management
System, which includes bar code scanning and point-of-sale data collection terminals. A hub
store is able to provide replenishment of products sold and deliver other products maintained
only in hub store inventories to a store in its coverage area generally within 24 hours.
Competitors include national, regional and local auto parts chains, independently owned parts
stores, jobbers, repair shops, car washes and auto dealers, in addition to discount and mass
merchandise stores, department stores, hardware stores, supermarkets, drugstores, convenience
stores and home stores that sell aftermarket vehicle parts and supplies, chemicals, accessories,
tools and maintenance parts. The company have registered several service marks and trademarks
in the United States Patent and Trademark office as well as in certain other countries, including
our service marks, "AutoZone" and "Get in the Zone," and trademarks, "AutoZone," "Duralast,"
"Duralast Gold," "Valucraft," "ALLDATA," "Loan-A-Tool" and "Z-net."
AutoZone, Inc.is considered to operate in the Consumer Services sector. They specifically
operate in the Auto Parts Stores business segment contained within the Retail - Auto Parts
industry.

AutoZone, Inc. and its wholly owned subsidiaries is a retailer and distributor of automotive parts
and accessories. The Company operates 4,229 domestic stores in the United States and Puerto
Rico, and 188 stores in Mexico. Each store carries a product line for cars, sport utility vehicles,
vans and light trucks, including new and remanufactured automotive hard parts, maintenance
items, accessories and non-automotive products. The Company also sells the ALLDATA brand
automotive diagnostic and repair software. Additionally, the Company sells automotive hard
parts, maintenance items, accessories, and non-automotive products. Its Commercial sales
program operates in a highly fragmented market, and is the distributors of automotive parts and
other products to local, regional and national repair garages, dealers, service stations and public
sector accounts in the United States, Puerto Rico and Mexico. The Company designs and builds
stores for high visual impact. The typical AutoZone store utilizes colorful exterior and interior
signage, exposed beams and ductwork and brightly lighted interiors. Maintenance products,
accessories and non-automotive items are attractively displayed for easy browsing by customers.
In-store signage and displays promote products on floor displays, end caps and the shelf. It also
provides specialty tools through its Loan-A-Tool program. Customers could borrow a tool, such
as a steering wheel puller, for which a do-it-yourself (DIY) customer or a repair shop would have
little or no use other than for a single job. Customer service is the most important element in
marketing and merchandising strategy, which is based upon consumer marketing research. All
store support functions are centralized in its store support centers located in Memphis, Tennessee
and Mexico. The Company's stores utilizes it computerized proprietary Store Management
System, which includes bar code scanning and point-of-sale data collection terminals. A hub
store is able to provide replenishment of products sold and deliver other products maintained
only in hub store inventories to a store in its coverage area generally within 24 hours.
Competitors include national, regional and local auto parts chains, independently owned parts
stores, jobbers, repair shops, car washes and auto dealers, in addition to discount and mass
merchandise stores, department stores, hardware stores, supermarkets, drugstores, convenience
stores and home stores that sell aftermarket vehicle parts and supplies, chemicals, accessories,
tools and maintenance parts. The company have registered several service marks and trademarks
in the United States Patent and Trademark office as well as in certain other countries, including
our service marks, "AutoZone" and "Get in the Zone," and trademarks, "AutoZone," "Duralast,"
"Duralast Gold," "Valucraft," "ALLDATA," "Loan-A-Tool" and "Z-net."

AutoZone® CommercialSM is the leading provider of quality parts delivered by the industry's
best nationwide distribution system, computer-based information systems, and business solutions
to save you money and bring in new customers.

Leading provider of Quality Commercial Parts…the brands, parts coverage, and competitive
pricing you need through the Industry's best nationwide distribution system.
Learn more about AutoZone Commercial parts

AutoZone Commercial provides unique services which save you time and money.
Learn more about AutoZone Commercial services
Shop Management Re-Invented! The industry's leading repair information and business
solutions.
Learn more about ALLDATA®

• About AutoZone Commercial

• Terms & Conditions
• Warranties

• Investor Relations
• Careers
• About AutoZone

• Government Agencies
• ALLDATA
• ALLDATA Repair
• ALLDATAdiy
• ProCarCare

More Parts

Brand
names you can trust and the right parts available when you need them.

Multi-
tiered parts offerings: Good, Better, Best.
Assure your customers with the quality and price flexibility they need.
 • The best selection!
• Over 750,000 parts including performance, collision and salvage parts.
• Eliminates hassles with dealers, special order catalogs and junk yards.
• Competitive pricing so you can make AutoZone Commercial your
first call supplier!

Better Service

• If we pick up cores at your shop within 72 hours**, you pay no core charges.
• Save time and money.
• We handle all the tracking paperwork.

• AutoZone will resolve and pay your warranty labor claims in 48 hours*** or less -
guaranteed!
• No hassles and no wasted time.

• Easy-to-use, automated tools to bring in and keep customers.

• Provides simple, web-based tools to attract new and repeat business.
• Includes a shop website with traffic driven to you through our Internet search capability.
 • Online appointment scheduling, eNewsletters and service reminders sent to your
customers.
• Personalized vehicle pages for your customers.
• Plus, we also offer tool and equipment programs, competitive pricing, flexible payment
options, stocking programs and more!

• Learn More About ProCarCareZone

• Go To ProCarCareZone

Best Information

• ALLDATA Factory-Correct Automotive Service and Repair Information for more than
20,000 engine-specific vehicles.
• Manufacturers' diagnostic and repair information, wiring diagrams and the latest
Technical Service Bulletins (TSBs).
• Recalls, comprehensive trouble codes, vehicle specifications, component locations and
more.
• Used daily by hundreds of thousands of technicians.

• ALLDATA Online or DVD

• Library Version
• Educational Version
• View Online Demo

• Powerful, easy-to-use, integrated shop management - with QuickBooks® integration.

• Streamline shop operations, improve profitability, speed up estimating, track previously
declined jobs and scheduled maintenance.
 • Provides instant access to customer information, estimates and repair orders, work-in-
progress, parts & labor rates, automatic parts markup, automatic data backup scheduling
and management reporting.

• Learn More About ALLDATA Manage

• View Online Demo

• Easy-to-use, automated tools to bring in and keep loyal customers.

• Provides simple, web-based tools to attract new and repeat business.
• Includes a shop website with traffic driven to you through our Internet search feature.
• Online appointment scheduling, eNewsletters and service reminders sent to your
customers.
• Personalized vehicle pages let your customers view their service histories and more.

• Learn More About ProCarCareZone

• View Online Demo

• Up-to-date manufacturers' repair procedures on all this and much more:

o Sectioning and welding locations

o Structural repair and replacement recommendations
o Body panel replacement procedures
o Plastic repair techniques, identification and locations
o Alternative metal identification and handling requirements
o Advanced lighting systems
o Revolutionary refinishing applications
o Restraint systems
o Hybrid technology

Best Information

• ALLDATA Factory-Correct Automotive Service and Repair Information for more than
20,000 engine-specific vehicles.
• Manufacturers' diagnostic and repair information, wiring diagrams and the latest
Technical Service Bulletins (TSBs).
• Recalls, comprehensive trouble codes, vehicle specifications, component locations and
more.
• Used daily by hundreds of thousands of technicians.

• ALLDATA Online or DVD

• Library Version
• Educational Version
• View Online Demo

• Powerful, easy-to-use, integrated shop management - with QuickBooks® integration.

• Streamline shop operations, improve profitability, speed up estimating, track previously
declined jobs and scheduled maintenance.
• Provides instant access to customer information, estimates and repair orders, work-in-
progress, parts & labor rates, automatic parts markup, automatic data backup scheduling
and management reporting.

• Learn More About ALLDATA Manage

• View Online Demo

• Easy-to-use, automated tools to bring in and keep loyal customers.

• Provides simple, web-based tools to attract new and repeat business.
• Includes a shop website with traffic driven to you through our Internet search feature.
• Online appointment scheduling, eNewsletters and service reminders sent to your
customers.
• Personalized vehicle pages let your customers view their service histories and more.

• Learn More About ProCarCareZone

• View Online Demo

• Up-to-date manufacturers' repair procedures on all this and much more:

o Sectioning and welding locations

o Structural repair and replacement recommendations
o Body panel replacement procedures
o Plastic repair techniques, identification and locations
o Alternative metal identification and handling requirements
o Advanced lighting systems
o Revolutionary refinishing applications
o Restraint systems
o Hybrid technology