In 2008 and 2009, a period of severe economic crisis, Macy CEO Terry Lundgren has led large-scale transformation of the iconic department store. Previously converted many department stores Macy belonging to the names of Macy's (except Bloomingdale), Lundgren and his team set about creating a more efficient, dynamic organization. Their "One Poppies" initiative consolidated and centralized all of the key functions, while their initiative, "My Macy's" focus on setting offers individual shops at local markets. By 2011, Macy's has many advantages, including live, experienced executive team, a nationwide presence and strong brand in the U.S., competitive offer private label and exclusive brands, and, after one and my Maki Maki, fresh, unique foundation for the future growth. However, the company still faces serious problems, including poor performance of sales (in part due to the large size of its stores), down the shopping center on the basis of purchase, a poor half-level sales opportunities, lack of appeal to young consumers , competition, and the general lack of opportunities for future growth. This event allows students to assess leadership Lundgren today and options for the future, as well as the overall viability of the business model of a department store. "Hide
by Jose Alvarez, V., Robert Steven Kaplan, Natalie Kindred Source: Harvard Business School 29 pages. Publication Date: February 17, 2012. Prod. #: 412033-PDF-ENG
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