Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
JC Penny's business model
JC Penny's business model
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: JC Penny's business model
Overview of JC Penny Case
In my review of the JC Penny case, I focus on understanding the main reasons for the decline of the JC Penny brand as well as ways to stabilize and revive it. First, I assert that the main causes for the brand decline were caused by the actions of then CEO Ron Johnson who misunderstood what the JC Penny brand was about, which caused the company to lose sight of its target market. From there, I suggest that the company bring back popular private label brands, begin listening to their customers, and embrace the growth of online retail. Finally, in order to ensure long-term success and stability, JC Penny must be repositioned as a modern brand that truly cares about meeting the needs of its customers by striving to inspire them in their everyday lives.
Managerial actions, brand neglect, and loss of target market main drivers of JC Penny brand decline
After he was hired, then CEO Ron Johnson introduced a pricing philosophy called “the true price,” which involved the replacement of sales through coupons with everyday low prices. This eliminated the need to inflate prices that would later be discounted for sales. However, Johnson overestimated the rationality of consumers and forgot that coupons were communication tools that announced the beginning of the shopping season5. Their core customers were dependent on coupons and often times waited until sales before they would shop. The coupons gave customers psychological justification to shop for good deals. Besides alienating core customers by removing coupons and sales, he tried to turn JC Penny into a more modern shopping experience complete with boutique stores within the larger store, Wi-Fi, and juice bars with smoothies and coffee3. National brands replaced p...
... middle of paper ...
...ly. The winning family would appear in a series of JC Penny advertisements that shares their story. There would also be a website where people can share what family means to them, discuss the unique problems that their family faces, and receive helpful advice and support from others, which creates a sense of community. Doing so portrays JC Penny as a company that looks beyond the bottom line and one that truly cares about engaging and meeting the needs of its customers. Redefining the word “family” would help de-stigmatize JC Penny as being only known for a family, discounted shopping experience.
All of the marketing tactics discussed will be used as a way to get customer feedback, gage the customers’ perception of the new brand image, increase traffic in stores and online, increase knowledge about JC Penny, and hopefully position JC Penny for long-term success.
The competitive analysis sought to establish Kendra Scott’s competitive rivalry, buyer power, supplier power, threat of new entrants, and threat of substitutes. Kendra Scott has various major competitors, but it has preserved its leadership in the jewelry industry by maintaining a brand that is associated with superior and consistent customer experience, authenticity, superior core values, and flexibility in responding to changing tastes. The consumers have weak bargaining power largely due to the emotional attachment they have for particular jewelry brands. Besides, they do not rely on market forces and pricing levels to make purchasing decisions. The jewelry company and its main competitors depend on a few suppliers for their raw materials
Marzilli, T. (2013, April 24). Long-Term Look At Brand Perception Shows J.C. Penney Losing Ground Vs. Kohl's. Retrieved April 07, 2014, from http://www.forbes.com/sites/brandindex/2013/04/24/long-term-look-at-brand-perception-shows-j-c-penney-losing-ground-vs-kohls/
Kohl’s also boasts a loyal customer base and strong brand equity. These strengths are critical to offset their weaknesses. Flaws include an imbalance on sales for men’s products and a lacking online presence. (Kohl's Corporation, n.d.) Another way that Kohl’s is actively counterbalancing their negatives is by capitalizing on opportunities. Kohl’s has found that their beauty sections are an immense source of opportunity. As a result, the company is expanding those departments in an effort to capture those sales that would otherwise go elsewhere. (Wahba, 2014) Finally, Kohl’s keeps the knowledge of their threats at the forefront of their decision-making. They understand that their coupon system can be abused and cause profit losses. They also recognize that price wars in their industry can also be very damaging. As a result, they are working towards more secure methods of offering savings and strategically making efforts to remain the leader for price setting. (Wahba,
JCPenney is a chain of American mid-range department stores that is based out of Texas that started over 100 years ago. JCPenny has been successful for most of its time up until the last three to four years. The company is trying relentlessly to overcome the lingering effects of the makeover that former CEO, Ron Johnson, had implemented in order for the company to take a new direction in hopes of increasing sales. The new CEO, Myron Ullman, has taken a close look into the markets demographic segmentation along with the income segmentation in order to attempt to return the retailer back to its old self, which is to appeal to middle-market customers. A couple issues of major concern for the company are the dissolving of Johnson’s Boutiques, the price of their products, and overall revenue.
After co-branding the Macy’s name with local Federated stores in 2003, the Macy’s division became the central focus for revamping. Federated descri...
With development for so many years, the stores had been out of fashion. Its brand image was not attractive and distinctive to customers as before.
The two organizations our group explored are Target and Wal-Bazaar. We picked these two organizations since they are prosperous organizations where most Americans shop routinely. Indeed, even with this economy, these organizations find vital approaches to inspire clients to purchase stock. While these two organizations have contrasts, they have likenesses in their correspondence and showcasing styles.
Marks & Spencer is one of the UK's foremost retailers of clothing, foods, homeware and financial services, boasting a weekly customer base of 10 million in over 300 UK stores. Marks & Spencer operate in 30 countries worldwide, and has a group turnover in excess of £8 billion. It has specific values, missions and visions. It’s main vision is ‘to be the standard against which all others are measured’, it’s main mission is ‘to make aspirational quality accessible to all’, and it’s main values are quality, service, innovation and trust. (www.marksandspencer.co.uk).
Kmart, once the leader in the discount store industry, has found itself surpassed by Wal-Mart and Target in recent years and is now facing the possibility of closing its doors. The differences among the companies’ successes can be seen in their business models and strategies. Wal-Mart focused on decreasing expenses and Target established its market placement as a high-quality low-cost discount store. In contrast, Kmart used a promotions-driven business model. Because of this, Kmart focused on trying to generate sales from promotions, rather than trying to cut expenses to increase their profits
Wal-Mart Stores, Inc.’s legendary competitive advantage in distribution and low cost operations has eroded beyond the point of recovery. Once considered the undisputed cost leader in retail, a recent study showed that after discounting tax and shipping, a basket of goods at Walmart cost 19% more than at Amazon.com (Jannarone, 2011). Forbes contributor Steve Denning points out that if a consumer wants something quick, he shops at a convenience store; if he wants something cheap he’ll buy at Amazon.com; and Walmart is no longer needed (Denning, 2011).
Just as in a person’s mid-life crisis, Wal-Mart has several symptoms which may be attributed to a mid-life crisis. As an example, Wal-Mart has experienced a recent decline in growth, down to a mere 2% for the years after 2005 to 2007, similar to a person’s declining health and productivity as they age (Doheny, 2009, p. 2). Marketing management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value (Kotler & Keller, 1 - Defining Marketing for the 21st Century, 2014, p. 4). Marketing is much more than just selling a product, and keeping and growing the number of customers is an integral part of a successful marketing strategy (Kotler & Keller, Marketing Management, 2012, p. 4).
Wal-Marts emphasis is on its image of everyday low prices and high quality goods when marketing. Wal-Mart uses many different channels when marketing itself. It uses television, radio, monthly circulars, weekly newspapers and many more channels. Each one of these channels can be used in an unique way to emphasize Wal-Mart’s position of selling quality products at low prices. Radio usually grabs the audience’s attention by promoting products which are experiencing high demand. Both of these channels are made stronger by the use of newspapers adverts and monthly circulars. In these marketing channels deeply discounted items are highlighted to the potential competitors and these items help lure the customers into the stores. The idea of having “quality for less” is a good marketing plan because it gets people into the store. It also offers a competitive advantage over the competitors because they can not financially match Wal-Mart prices. This is due to Wal-Mart having better use of financial resources, technology and physical resources.
After deciding on a message too deliver to its customers, a retailer must then decide on the best way to actually get the message out. These can include television, radio, newspapers, direct mailers, and many other methods. It is important for retailers to keep the cost associated with promotion in mind so it does not unintentionally over-inflate the cost of goods. However, if that retailer does not promote enough, then it will fail to bring in the customers it
The objective of this research paper is to illustrate the survival difficulties faced by a once great company. This paper examines the downward spiral of a once dominant retail giant. It considers the external contextual forces shaping radical changes in the traditional retailing industry as well as the internal forces associated with specific decisions. The paper will explore and assess these external and internal strategic challenges, culminating with the current position of the organization. The paper will look at how the rapid changes and complexities in the retail industry is driving innovation and competition between the new technology driven companies and the traditional retail firms still in transition.
In October 2000, after only 10 months of operation, Priceline’s affiliate Priceline Webhouse Club, unable to raise additional financing, shut down its business, after running through $363 million. The financial climate at the time, with its renewed emphasis on profitability, made it impossible for Jay Walker, Priceline’s founder, to raise the additional hundreds of millions that would be required before Webhouse might become profitable. Walker did not see the closure as a failure of the Priceline business model, however. Instead, he characterized it as the result of the “fickle sentiments” of investors. Many analysts did not accept Walker’s characterization. Instead, they pointed to other factors. First, many of the major manufacturers of food and dried goods chose not to participate in Priceline Webhouse. So, to generate consumer interest, Priceline Webhouse subsidized discounts on most products itself. Although some major manufacturers, such as Kellogg’s and Hershey’s, did eventually sign up, many, such as Kraft, Procter & Gamble, and Lever Brothers, did not. The second miscalculation was that bidding on groceries and gasoline did not exactly provide a “hassle-free” way to shop. Customers were required to bid on and pay for groceries online, then use a special identification card to pick them up at a participating supermarket. If the particular items purchased were not available at the store, the customer would