Harvard Business Review

APRIL 11, 2013

Under Johnson''s leadership, Penney''s share price plunged by half and the company lost $4 billion in sales. Pundits have ascribed Johnson''s debacle to hubris, incoherent pricing, drive-by leadership, overpromising, reckless haste, inept deal-making (ask Terry Lundgren ), and failing to listen to customers. It''s true.

Merchandising 9

Merchandising Retail Gordon Price 9

Frank Sonnenberg Online

APRIL 25, 2023

In today’s competitive business environment, it’s important that business leaders take a few minutes to consider what turns your customers off? The next time you’re selling a product, remember that customers expect more than merchandise; they want to buy from a person they can count on and an organization they can trust. Appearances.

Merchandising 128

Merchandising Short-term Long-term Bond 128

Harvard Business Review

MARCH 1, 2017

Today’s business environment requires a different worldview. In the 1990s and 2000s, leadership’s focus on efficiency produced solid results. Leadership must recognize: Most employees want to be productive, but the organization too often gets in their way.

Efficiency 8

Efficiency Productivity Products Company 8

Harvard Business Review

JULY 3, 2014

The board’s challenge is to decide what deficits it can live with (usually because they can be compensated for by the rest of the leadership team), and which two or three criteria are non-negotiable must-haves. Among the others was merchandising experience, which the heir apparent, like his mentor, had in spades.

CEO 15

CEO Six Sigma How To Apparel 15

Harvard Business Review

JULY 13, 2016

In today’s fast-changing, unpredictable environments, companies must simultaneously exploit existing profitable business models to run their core business and also explore new products, markets, and models to drive growth. At Disney, leadership transfer and non-alignment helped restore Disney’s animation studio to new glory.

Film 8

Film Merchandising Creativity Short-term 8

Harvard Business Review

MARCH 8, 2016

It works across the entire company, from food and beverage and attractions and merchandise operations to custodial and maintenance functions, and more. The leaders outline what they want to accomplish, look for examples and insights, and then document and share what they have learned through observation. Let our experience change yours.

Content 8

Content Merchandising Learning-by-Doing Operations 8

Harvard Business Review

NOVEMBER 15, 2017

It’s either adapt to the new environment or step aside and make room for a competitor who can. By taking this approach, Amazon can improve its processes swiftly and the company’s senior leadership stays in touch with what’s happening on the front line.

Retail 11

Retail Chief Executive Officer Supply Chain Merchandising 11

Harvard Business Review

NOVEMBER 14, 2012

The company is doing pretty well: it has over 800,000 active sellers and a 15 million-person marketplace across 150 countries, and last year its gross merchandise sales reached $525 million. For Etsy's leadership, this was an opportunity to engage their entire team by giving them ownership of how to make Etsy better.

Merchandising 8

Merchandising Brainstorming Commitment Proposal 8

Harvard Business Review

JULY 3, 2014

The board’s challenge is to decide what deficits it can live with (usually because they can be compensated for by the rest of the leadership team), and which two or three criteria are non-negotiable must-haves. Among the others was merchandising experience, which the heir apparent, like his mentor, had in spades.

CEO 8

CEO Six Sigma How To Apparel 8

Harvard Business Review

JANUARY 27, 2017

At one American retailer, an autonomous ensemble of algorithms replaced the entire merchandising department. In this enterprise environment, smart software is seeded wherever computational autonomy can measurably supplement, or supplant, desired outcomes. Human leadership defers to demonstrable algorithmic power.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

MARCH 14, 2013

Dunkin Donuts :> Make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandised stores. Vision: PepsiCo's responsibility is to continually improve all aspects of the world in which we operate — environment, social, economic — creating a better tomorrow than today.

Mission Statement 9

Mission Statement Sports Merchandising Brand 9

Strategy Driven

APRIL 4, 2014

Employee theft and shoplifting accounting for 15% of the retail cost of merchandise. Please consider the environment before and after printing this article. According to research conducted by the Ethics Resource Center: Employees of organizations steal 10 times more than do shoplifters. 35% of employees steal from the company.

Budgeting 75

Budgeting Succession Consultative Crisis 75

In the CEO Afterlife

NOVEMBER 4, 2012

And is best done in a safe and nurturing environment. But mostly just people temperamentally and emotionally ill-equipped for such a hostile and toxic environment. Economically I probably helped shift some merchandise. It takes a certain amount of courage, thinking out loud. Broken marriages. Lots of those.

Advertising 265

Advertising Creativity Industry Bottom-up 265

Harvard Business Review

MARCH 29, 2018

The conventional wisdom is that lean, unstable scheduling is inevitable in today’s fast-paced, low-profit, brick-and-mortar environment. Conventional wisdom also suggests that today’s retail environment requires the use of on-calls. It isn’t.

Retail 8

Retail Productivity Products Cost 8

Strategy Driven

JUNE 22, 2012

What is their commitment toward literacy, social services, health care, the environment, multicultural diversity and other key issues that really create a better life? ‘Brewing solutions for a better environment.’ ’ What they’re really selling: Retail merchandise. ‘Work Smarter, Not Harder.’

Brand 50

Brand Analysis Advertising Software 50

Harvard Business Review

JUNE 26, 2017

As the industry moved toward an emphasis on customer service and merchandising, the company fell behind, because its employees were focused more on increasing inventory turns and sales per square foot. For example, at a grocery store chain I worked with, employees were steeped in an operations culture that valued efficiency and productivity.

Brand 8

Brand Company Merchandising Operations 8