Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 17 November 2005
Revision date: 22-Jul-2020
Length: 29 pages
Data source: Field research
Abstract
The great UK retailer fell on hard times in 1998. In 2001, a new Chief Executive Officer was recruited who appears to have succeeded in turning around this world-renown company. This case examines the steps he took (strategic, structural, and recruiting key people) and highlights a series of fundamental questions that remain. Can the company regain its premium retail brand given the new competition and given the breadth of market segments that it addresses under one roof? Are the new approaches to sourcing and segmentation sound? Should the firm seriously consider re-entering the international retail markets?
Location:
Industry:
Size:
GBP8 billion revenues, 70,000 employees
Other setting(s):
2000-2002
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Length: 8 pages
About
Abstract
The great UK retailer fell on hard times in 1998. In 2001, a new Chief Executive Officer was recruited who appears to have succeeded in turning around this world-renown company. This case examines the steps he took (strategic, structural, and recruiting key people) and highlights a series of fundamental questions that remain. Can the company regain its premium retail brand given the new competition and given the breadth of market segments that it addresses under one roof? Are the new approaches to sourcing and segmentation sound? Should the firm seriously consider re-entering the international retail markets?
Settings
Location:
Industry:
Size:
GBP8 billion revenues, 70,000 employees
Other setting(s):
2000-2002
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Length: 8 pages