Product details

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Abstract

Saks Inc was a $6.4 billion company and a leading player in the luxury retailing business with 359 department stores across 38 states in the United States. It operated through two business segments - Saks Department Store Group (SDSG) and Saks Fifth Avenue Enterprises (SFAE). SDSG operated branded stores like Younkers, Parisian, Herberger''s, Carson Pirie Scott, Bergner''s and Boston Store, and Club Libby Lu mall-based specialty stores. SFAE consisted of ''Saks Fifth Avenue (SFA)'' luxury department stores and ''Off 5th'', a discount designer clothing store. Since 2000, Saks sales stagnated and its operating margins fell from 4% in 2004 to 2% in 2005. The company tried to consolidate its position and reinvent itself. This case study discusses the strategies adopted by Saks to transform itself.
Location:
Industry:
Other setting(s):
2000-2006

About

Abstract

Saks Inc was a $6.4 billion company and a leading player in the luxury retailing business with 359 department stores across 38 states in the United States. It operated through two business segments - Saks Department Store Group (SDSG) and Saks Fifth Avenue Enterprises (SFAE). SDSG operated branded stores like Younkers, Parisian, Herberger''s, Carson Pirie Scott, Bergner''s and Boston Store, and Club Libby Lu mall-based specialty stores. SFAE consisted of ''Saks Fifth Avenue (SFA)'' luxury department stores and ''Off 5th'', a discount designer clothing store. Since 2000, Saks sales stagnated and its operating margins fell from 4% in 2004 to 2% in 2005. The company tried to consolidate its position and reinvent itself. This case study discusses the strategies adopted by Saks to transform itself.

Settings

Location:
Industry:
Other setting(s):
2000-2006

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