Large UK retail fell on hard times in 1998. In 2001, a new CEO was hired who seems to have succeeded in turning around this world famous company. This case examines the steps that he took (strategic, structural, and a set of key people), and identifies a number of key issues that remain. Can the company recover its premium retail brand with the new competition, and given the breadth of market segments that it addresses under one roof? Are there new approaches to search and segmentation sound? If the company seriously consider re-entering international retail markets? "Hide
by Joseph L. Bower Source: Harvard Business School 29 pages. Publication Date: 02 May 2003. Prod. #: 303096-PDF-ENG
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