????2. 將每家店鋪的庫存量減少50%。不必再像以前一樣,，在人口稠密地區(qū)的所有店鋪都努力做到商品齊全,，而是專注于部分科技行業(yè),。例如，位于紐約市聯(lián)合廣場的百思買引以為豪的是一個(gè)寬敞的音樂科技區(qū),，擁有一面20英尺高的數(shù)字吉他幕墻,，這個(gè)特色就是紐約市其他百思買店鋪無法模仿的。百思買還應(yīng)向日用商品以外擴(kuò)張,，同時(shí)開始關(guān)注創(chuàng)新類科技，例如個(gè)人健康監(jiān)測與量化,。隨著消費(fèi)者越來越多利用科技來管理個(gè)人健康與生活方式,，不論連接Wi-Fi網(wǎng)絡(luò)的體重秤，還是脈搏監(jiān)測腕表,，都會越來越受到消費(fèi)者的歡迎,。通過與通用電氣（GE）、耐克（Nike）等公司合作,，百思買可以變成健康科技中心,。

????而且，這種方法可以大幅削減用于維持庫存的營運(yùn)成本,。通過減少庫存,，留下消費(fèi)者愿意購買的關(guān)鍵產(chǎn)品，百思買可以挪出資金建立一流的培訓(xùn)與服務(wù)平臺,。如果收入只會帶來更大的損失,，這時(shí)仍然執(zhí)著于收入增長絕對是錯(cuò)誤的做法。百思買應(yīng)該放棄商品化收入,，代之以能夠吸引核心客戶的高利潤率收入,。

????3. 將每家店鋪的20%（收益）變成初創(chuàng)企業(yè)的科技孵化器。過去幾年,，在舊金山,、紐約、洛杉磯和華盛頓特區(qū)等城市中心,，創(chuàng)業(yè)孵化器如雨后春筍般涌現(xiàn),。鑒于百思買在城市郊區(qū)有巨大的影響力，因此可以針對無法,、或不愿意在市區(qū)創(chuàng)業(yè)的初創(chuàng)企業(yè)提供創(chuàng)業(yè)孵化器,。

????創(chuàng)業(yè)孵化器將為百思買帶來下列好處：

????——百思買可以展示來自初創(chuàng)企業(yè)的最新科技。雖然消費(fèi)者可能不會購買這些技術(shù),，但卻能幫助百思買吸引之前失去的科技愛好者群體,。這就像車迷不見得買得起汽車，卻不妨礙他們參觀車展一樣,。

????——初創(chuàng)企業(yè)可以形成社區(qū),。在電子行業(yè),，僅僅在大賣場內(nèi)堆滿各色產(chǎn)品必然會失敗，除非你能拿出令人信服的理由,，讓消費(fèi)者甘愿到你的賣場來購物,。百思買可以通過舉辦編程馬拉松和其他針對內(nèi)部創(chuàng)業(yè)孵化期的科技聚會，形成自己的社區(qū)網(wǎng)絡(luò),，每次活動(dòng)肯定能吸引數(shù)百名潛在客戶,。

????4. 對所有人員進(jìn)行嚴(yán)格的評估，只留下熱愛科技的員工,。百思買最好的做法是減少銷售人員的數(shù)量,，留下知識型員工，而不是繼續(xù)留住那些心懷不滿的員工——這也正是百思買目前的困境所在,。

????5. 投入大量資源,，擴(kuò)大極客團(tuán)隊(duì)。極客團(tuán)隊(duì)?wèi)?yīng)該從受百思買控制的服務(wù)平臺,，發(fā)展成為不再局限于百思買的服務(wù)平臺,。正如安吉星（OnStar）與通用汽車（GM）產(chǎn)品的關(guān)系。安吉星是通用汽車的一大勝利,，但目前非通用汽車也可以使用該技術(shù),，進(jìn)而擴(kuò)大了通用在汽車市場的財(cái)源。

????2. Slash the number of SKU's by 50% in every store.?Instead of every location in a dense region trying to be all things to all customers, have each store specialize in a few tech sectors. The Best Buy in Union Square in NYC, for example, boasts an extensive music technology section complete with a 20-foot high wall of digital guitars -- a feature not replicated many other NYC Best Buy shops.

????Best Buy should also expand beyond commodity products and begin focusing on innovative categories, for example, personal health monitoring and quantification. Everything from weight scales that are connected to Wi-Fi networks to pulse monitoring watches will be increasingly popular as consumers use technology to manage their health and lifestyle. Designated Best Buys could become health tech centers with partners including GE (GE), Nike (NKE) and others.

????This approach will drastically decrease the amount of working capital dedicated to holding inventory. By slicing inventory down to the key products that consumers wish to buy, Best Buy frees up capital to deliver a top-flight training and service platform.?A focus on revenue growth when all that revenue only brings more losses is misguided. Best Buy should clearly seek to replace commoditized revenue with higher-margin revenue that engages key customer bases.

????3. Turn 20% of every store into a tech incubator for startups.?Incubators have blossomed in the past few years in urban centers including San Francisco, New York, LA and Washington, DC. Since Best Buy has a big footprint in suburban locations, it can host incubators that will attract startups that cannot be or do not wish to be in urban settings.

????Incubators will bring several benefits to Best Buy:

????- Best Buy can showcase the cutting-edge tech from the startups. While a customer may not be able to purchase the technology it will attract back the tech-oriented base that Best Buy has lost. This is similar to how car enthusiasts attend auto shows even though one cannot purchase a car at those events.

????- Startups create community. Just offering lots of stuff in a big box is a losing formula in the world of electronics unless you create a compelling reason for people to show up and purchase there. Best Buy can create its own community network by hosting hackathons and other tech gatherings centered on their in-house incubator which will attract hundreds of potential customers for each event.

????4. Put all staff through a rigorous assessment process and keep only those with a deep passion for technology.?It would be better to have fewer sales staff per location and have those be knowledgeable than have a larger staff of disaffected talent -- the predicament Best Buy is in currently.

????5. Pour significant resources into scaling Geek Squad.?The service organization mus evolve from a Best Buy captive service to a decoupled offering in the way that OnStar is now decoupling from GM (GM) products. OnStar is a big home run for GM and is now available for non-GM cars thus expanding GM's share of the automotive wallet.