Within 10 months of Gregg Steinhafel's taking control of as CEO at Target, the United States was bogged down in the most considerable financial recession in 50 years. Leading rival Wal-Mart had actually placed itself well for the crisis, while Target's exact same shop sales started to move. While Steinhafel thought that Target's long-lasting technique and positioning were right, he contemplated a set of functional and tactical obstacles.
Did Target have the ideal mix of protective and offending methods to weather the decline and position itself for the economy's ultimate healing? How far could Target enter highlighting low price-the "pay less" side of its slogan-without wearing down the business's core pledge of providing high end and distinct items that consumers would not see at other inexpensive merchants? Would the advantages of including fresh food to Target's basic product shops surpass the associated difficulties?
Target Responding to the Recession case study solution
PUBLICATION DATE: March 12, 2010 PRODUCT #: 510016-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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