Targets inner circle
Article Type: Abstracts From: Strategic Direction, Volume 24, Issue 9
Reingold J.Fortune, 31 March 2008, Vol. 157 No. 6, Start page: 40, No of pages: 8
Purpose – identifies the challenges facing US discount retailer Target. Design/methodology/approach – reports on the low profile adopted by Robert Ulrich (soon to be retired chief executive) and other senior management at Target – the most successful discount retailer in the USA. Charts the corporation’s evolution from 1903 (Dry Good Store) to 2008; identifies the key developments in the company’s history and outlines the highly successful brand strategy adopted by Target. Looks at the challenges facing Ulrich’s successor and quoting retailing analysts outlines how the next period will be challenging for Target as it replaces experienced senior management in the midst of a US economic slowdown. Describes how Target’s“creative cabinet” operates; highlights their focus on networking to create innovative ideas and draws attention to Target’s user-experience research centre where “guests” are invited to test the company’s products. Spotlights Target’s most successful marketing campaigns; profiles Robert Ulrich and other Target senior managers; looks at the alterations Target has made to its internal model to maintain its profitability; refers to their anti-union policy that makes many labour organizations compare them with Wal-Mart. Originality/value – examines the brand strategy adopted at Target. ISSN: 07385587 Reference: 37AJ274
Keywords: Brand image, Brand management, Business performance, Corporate strategy, Leadership, Marketing strategy, Retailing,Targets, Top management
