Introduction: Brief Professional Biography Ron Johnson was born October 15, 1959, and grew up in Minnesota as the son of an executive of General Mills. He received his Masters of Business Administration from Harvard School of Business and his Bachelor of Arts in Economics from Stanford University. As Vice President of Merchandising at Target, Johnson brought about a more upscale feel to the company with the introduction of new lines to the company. He was Senior Vice President of Retail Operations at Apple from 2000 to 2011, where he led a team that created the sleek, fun and functional Apple retail stores that can be found today. Most recently he was hired by J.C. Penney in November 2011 as CEO, where he received a tremendous amount of attention. Unfortunately his actions hurt the company generating negative publicity for him and J.C. Penney thus held his position for only slightly longer than a year. This paper will discuss Ron Johnson’s personality, decision making processes, leadership skills, and possible biases and how these aspects affected the companies that he worked for. Early Career After earning his MBA in Business from Harvard, Johnson turned down a high paying position at Goldman Sachs to take a position at Mervyns. This is why he took a low paying job with plenty of room for growth and turned down a high paying job with less room for growth. Johnson quickly climbed the ranks at Mervyns before taking a Job at Target. (CNN Money, 2011) While at Target Johnson held many different managing positions, but it wasn’t until he held the position as head of housewares that he made his biggest impact on Target. Here he designed a low cost house ware product line. After this risky move Johnson started getti... ... middle of paper ... ...ube. Web site http://www.youtube.com/watch?v=kzMIiQN7cVQ Reingold,Jennifer. (2012, March). Retail’s new radical. CNNMoney.com. http://management.fortune.cnn.com/2012/03/07/jc-penney-ron-johnson Sawyer, Keith. (2013, April). Why Ron Johnson’s Apple magic failed J.C. Penney. Market Watch. http://www.marketwatch.com/story/why-ron-johnsons-apple-magic-failed-jcpenney- 2013-04-10 Shrugged, A. Johnson, Ron.(2013). YouTube. Web site: http://www.youtube.com/watch?v=uN1rxbk8a0o Tuttle, Brad (2013, April). The 5 Big Mistakes That Led to Ron Johnson’s Ouster at J.C. Penney. TIME. Retrieved from http://business.time.com/2013/04/09/the-5-big-mistakes-that-ledto- ron-johnsons-ouster-at-jc-penney/ Useem, Jerry. (2011,August). How apple became the best retailer in america.CNNMoney.com. http://tech.fortune.cnn.com/2011/08/26/how-apple-became-the-best-retailer-in-america
From the employees’ perspective; they are managed someone with experience in their same specialty who can effectively understand and review their work. Furthermore, they can move up within organization, which gives a reason for them to be loyal to the job. They also have the opportunity to work with others in their field, which allows for knowledge sharing and learning new skills. From the managers’ perspectives; this would make their jobs easier and makes them able to supervise the individual’s performance of their team members to distribute recognition, rewards and punishments accordingly. This has created an environment that hugely corresponds with Target’s core strategy, differentiation. Many of the shoppers have expressed their satisfaction with the services that provided by Target and more specifically with how friendly the staff
He studied pre-med at Northwestern Institute but his interest in the arts and fashion drew him to transfer to the Art Institute. Bolden began his career in luxury retail and worked with Cynthia Rowley then moved to Louis Vuitton and then Gucci. He was able to grow a list of non-celebrity wealthy clientele.
Clendenin had served in the Marines as a Major before going for him MBA and joining Xerox. He
and everything he worked hard for. He assumed he was strictly there for a speech, but was told that
Along with this innovation of trying to drive sales, the Popular Club began to find its brand image. The company’s focus was leisurewear for upper-middleclass customers, seeking the Ralph Lauren look at a much lower price. The company’s merchandise style was a combination of Ralph Lauren, on the high end, and the Limited, on the lower end. Popular Club wanted to signify a “preppy spirit,” in doing so they renamed the operation J.Crew. In January 1983, the company mailed its first catalog to its customers (http://www.fundinguniverse.com/company-histories/j-crew-group-inc-history/). This will be the beginning of a thriving company.
Used novel techniques by opening concept stores in Boston and New York to attract customers.
The purpose of this paper is to analyze and discuss the effectiveness of the Target Stores supply chain. Target was founded in 1902 by George Draper Dayton who after partnering with the owner of Goodfellow Dry Goods Company for a year decided he wanted to have more involvement, so he purchased Goodfellows renaming it Dayton Dry Goods Company. After purchasing the store Mr. Dayton remained in management until the time of his death in 1938. By this time the store had seen many changes including a name change in 1911 changing from Dayton Dry Goods Company to The Dayton Company, as well as an addition of the Dayton Foundation in 1918. After Mr. Dayton’s death the family continued managing the business until 1983 in which the last two managing Dayton’s retired, ending 80 years of the Dayton’s family management (Target Corporation, 2014).
work that he had done for his company, offered John a job as foreman and a
Target has many people spearheading the great retailer success, but the one of the most important people on that list would have to be President, chairman of the board, and chief executive officer Gregg W. Steinhafel. Steinhafel was named president of the...
He started asking questions and becoming more and more interested by every moment. He loved how the founders had so much knowledge on the coffee and each blend. In 1982, Schultz became director of retail operations. This was just the start of a new phase with the company. When Shultz took over, this started the beginning of a new era.
The article centers on the leadership of Home Depot's Chief Executive Officer Robert L. Nardelli. He was born May 17, 1948, in Old Forge, Pennsylvania. He received his Bachelor of Science in business from Western Illinois University, and also earned an MBA from the University of Louisville.
B. Took General Electric from $13 billion in 1981 to more than $300 billion when he left in 2001. Ran GE like a corner shop – keeping an eye on profits, cash flow, and people
Target Corporation being a retail industry, the structure by product grouped to a functional level practices works the best. This is necessary for the other functional levels to collaborate as a single team to produce a positive customer shopping experience. Target Corporation further divided the functional level into a geographic area to exercise management tasks effectively with the given authority. Each structure of the management at the geographic level has a strategy discussion, a line of communication, growth, and progress reporting according to the corporate reporting plan. Jana Potts who manages Target Corporation store has closer to 300, 000 employees working for her and the effective can be improved if the role is broken within domestic into channels, stores into broader segments and a separate global position. The rapidly growing online channel and global expansion are necessary to support Target Corporation's strategy of internal growth and sustain it for long term sustainability. These structural changes will allow Target Corporation to connect with its employee at a functional level and bring changes faster, track and monitor the
This article is going to tackle the history of one of the largest multinational retailer with more than 8500 stores all over the world, “Walmart”. Walmart now employs more than 2.1 million people, and more than 200 million customers visit their stores every week.
Target Corporation pioneered value chain activities like focusing on customer experience through superior marketing, ability to attract global talent, sustain in and outbound supply logistics, develop supplies with a high-quality vendor and partners, a great customer service, extend return by 30 more days if purchased through Target brand store cards, and a skilled workforce supports its generic strategy of "Expect more Pay Less" improves competitive position that its rival cannot match. --