- ข้อความ
- ประวัติศาสตร์
Assignment Questions1.How has Sear
Assignment Questions
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
3.What were the key elements of Sears’ strategy between 1992 and 2002?
4.Given Lacy’s background and the challenges facing Sears in 2000, what is your assessment of Lacy as Sears’ new CEO? Was he a good choice? Why or why not? What grade would you give him for his efforts in rejuvenating Sears to this point?
5.What pros and cons do you see regarding the strategy Sears implemented in 2000 for its full-line retail stores? Which aspects of the new strategy were borrowed from discounters? Which aspects were intended to make Sears less like a discounter? Is the strategy a clear improve ment over the prior strategy or is it just “different”?
6.Describe the merchandising mix at Sears and the problems the company has had with its soft lines. Do you think that the changes in full-line stores since 2000 will lead to increased profits and revenues and to a long-term competitive advantage?
7.What do you think of the Lands’ End acquisition? Does it fit well with Sears’ new strategy? What are the potential risks of this acquisition?
8.What is your assessment of The Great Indoors store concept and format? What positives and negatives do you see? What would you predict to be the future of The Great Indoors?
9.What are Sears’ resource strengths and weaknesses? What do you see as Sears’ market opportunities as of 2002? What external threats does Sears face?
10.Is Sears in good financial condition as of 2002? Why or why not?
11.What recommendations would you make to Sears’ top management to improve the com pany’s future performance and market position? Is increasing top-line revenue sufficient to ensure Sears’ long-term success?
Teaching Outline and Analysis
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
This case offers a wonderful opportunity to discuss the evolution of planned and emergent strategies in the strategic management process. There are several periods in Sears’ history that exhibit clearly delineated shifts in planned strategies. Similarly there are episodes that demonstrate poor strategy execution and the existence of emergent strategies that were not optimal (e.g., the decline in the quality of goods to be over weighted in products of merely “good” quality) as well as relatively successful emergent strategies (e.g., the launch of the Discover Card). It is interesting to ask students to map out the evolution of Sears’ strategy and business model and have them identify which changes were intentional and which were emergent. It is also useful to discuss whether students believe that Sears has been guided by a far-reaching vision for the company, or a patchwork of largely reactionary initiatives and how the Who, What and How of Sears’ strategy as discussed in Chapter 2 has evolved.
In its initial form as a watch maker, Sears can best be described as pursuing a niche differentiation strategy. Early in its history Sears diversified its operations to include catalog sales and financial services and moved from a niche differentiation strategy to a broad differentiation strategy. For the majority of Sears’ history, until 1999, Sears has pursued a differentiation strategy in its full-line stores. The company offered a wide range of products and services, more than other department stores, and did so at a price that was higher than the discounters. It is difficult to support arguments that the company was pursuing a low-cost leadership strategy as the company sought to control its costs but had operating costs that were substantially higher than those of the discounters it competed against. In 1999 Sears began to shift from a differentiation strategy to a best-cost provider strategy with the shift in its marketing emphasis from “Come see the softer side of Sears” to “The good life at a great price. Guaranteed.” In conjunction with this new message, in 2001 Lacy announced plans to further control costs and to differentiate the full-line stores from discount stores and top-line department stores by offering more merchandise that fell into the “better” level in a good-better-best categorization at a price that was higher than discounters but lower than top line department stores. The intention was clearly to stake out a best-cost provider position by veering “from the traditional department store and toward something that resembles a discounter with better service and better merchandise.”
Early changes in the business model generally follow a pattern of growth from a single business company to a narrowly diversified retailer including catalog sales then somewhat broader diversification into financial services. From 1931-1990 Sears pursued a growth strategy based on:
1.Expanding international operations.
Expansion of international operations began in 1942 with the opening of a store in Havana. In 1947 Sears opened a store in Mexico City and later expanded in Central and South America, Europe and in 1953 into Canada.
2.Expansion of current operations in financial services and retailing.
Recognizing the impact the automobile would have on society Sears expanded their operations in suburban areas including the best malls and shopping areas over the next 20 years. In 1970 construction began on the tallest building in the world that was completed in 1974 when Sears moved into their new headquarters, the Sears Tower.
Sears expanded their stake in the financial services sector in 1981 with the acquisitions of Dean Witter and Coldwell Banker and the 1985 launch of Discover Card.
3.Entry into specialized retailing.
Seeking new avenues for growth in retailing, Sears looked to specialty retailing and began by launching a chain of business machine stores in the early 1980s, the acquisition of Western Auto Supply Co. in 1988, and the launch of the Homelife furniture chain in 1991.
The first seeds of Sears’ retrenchment strategy began during the later stages of its growth strategy and were indicative of pressure from both discounters such as Wal-Mart and top line merchants. By its 100th anniversary in 1986 Sears had been consolidating operations for almost a decade in an effort to reduce costs and improve profits. By 1986 the retrenchment effort was gaining steam and included several efforts that were implemented throughout the 1990s including:
1.Closure of stores.
In 1986 Sears announced a consolidation of merchandise operations, including the clo sure of four regional administrative offices. 1987 saw the closure of 5 of 12 national ware houses.
2.Divestiture of international operations.
Sears divested most of its international operations, sold most of its Mexican operation in 1997, and maintained international operations only in Canada.
3.Divestiture of specialty retailing.
Sears divested itself of specialty retailers by the closure of business machine stores by 1987, the sale of Homelife furniture in 1998, the conversion of Western Auto to Parts America Format, and the sale of 60% of their interest in Western Auto.
4.Elimination of the Big Book and catalog stores in 1993.
In retrenching the business model the intention was to refocus attention on the retail operations. In 1996 a website was launched that was intended to be used as an educational tool for Sears’ customers. This website was later expanded to include online selling and a full brick and click strategy was eventually implemented. In 2000 the selling space for apparel was reduced to increase space for hard lines such as tools and appliances. To further expand the appeal of the remaining soft lines Lands’ End was acquired in 2002. Further growth in the specialty retailing sector was pursued in The Great Indoors stores that were launched in 1998.
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and purchase of Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
The 1931 launch of Allstate does seem to make sense given Sears’ business model at that time. Allstate was able to leverage Sears’ customer base, their expertise in mail order opera tions, and their administrative facilities. Further, in 1934 when Allstate began selling in the Sears retail stores this was another opportunity for synergy. The primary con of the launch of Allstate, is that it may have split management’s attention from the core business of retailing. Allstate prospered in their relationship with Sears and grew to become the second largest property and casualty insurer in the U.S.
By 1980, financial services, including Allstate and Sears’ credit operations, accounted for 62% of Sears’ total profits. This, coupled with the perceptions of relatively slow growth in the core market of retailing, provided sound reasoning for Sears to pursue further expansion into financial services through the 1981 acquisitions of Coldwell Banker and Dean Witter. The benefits of these strategies included further synergies with existing operations and the potential for growth in a relatively attractive business segment in which Sears was experiencing some success. However, analysts doubted that a “socks-and-stocks” strategy would appeal to customers and questioned whether customers would want to buy stocks and other financial assets and services in the same place they bought their clothing. Further, these acquisitions ac
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
3.What were the key elements of Sears’ strategy between 1992 and 2002?
4.Given Lacy’s background and the challenges facing Sears in 2000, what is your assessment of Lacy as Sears’ new CEO? Was he a good choice? Why or why not? What grade would you give him for his efforts in rejuvenating Sears to this point?
5.What pros and cons do you see regarding the strategy Sears implemented in 2000 for its full-line retail stores? Which aspects of the new strategy were borrowed from discounters? Which aspects were intended to make Sears less like a discounter? Is the strategy a clear improve ment over the prior strategy or is it just “different”?
6.Describe the merchandising mix at Sears and the problems the company has had with its soft lines. Do you think that the changes in full-line stores since 2000 will lead to increased profits and revenues and to a long-term competitive advantage?
7.What do you think of the Lands’ End acquisition? Does it fit well with Sears’ new strategy? What are the potential risks of this acquisition?
8.What is your assessment of The Great Indoors store concept and format? What positives and negatives do you see? What would you predict to be the future of The Great Indoors?
9.What are Sears’ resource strengths and weaknesses? What do you see as Sears’ market opportunities as of 2002? What external threats does Sears face?
10.Is Sears in good financial condition as of 2002? Why or why not?
11.What recommendations would you make to Sears’ top management to improve the com pany’s future performance and market position? Is increasing top-line revenue sufficient to ensure Sears’ long-term success?
Teaching Outline and Analysis
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
This case offers a wonderful opportunity to discuss the evolution of planned and emergent strategies in the strategic management process. There are several periods in Sears’ history that exhibit clearly delineated shifts in planned strategies. Similarly there are episodes that demonstrate poor strategy execution and the existence of emergent strategies that were not optimal (e.g., the decline in the quality of goods to be over weighted in products of merely “good” quality) as well as relatively successful emergent strategies (e.g., the launch of the Discover Card). It is interesting to ask students to map out the evolution of Sears’ strategy and business model and have them identify which changes were intentional and which were emergent. It is also useful to discuss whether students believe that Sears has been guided by a far-reaching vision for the company, or a patchwork of largely reactionary initiatives and how the Who, What and How of Sears’ strategy as discussed in Chapter 2 has evolved.
In its initial form as a watch maker, Sears can best be described as pursuing a niche differentiation strategy. Early in its history Sears diversified its operations to include catalog sales and financial services and moved from a niche differentiation strategy to a broad differentiation strategy. For the majority of Sears’ history, until 1999, Sears has pursued a differentiation strategy in its full-line stores. The company offered a wide range of products and services, more than other department stores, and did so at a price that was higher than the discounters. It is difficult to support arguments that the company was pursuing a low-cost leadership strategy as the company sought to control its costs but had operating costs that were substantially higher than those of the discounters it competed against. In 1999 Sears began to shift from a differentiation strategy to a best-cost provider strategy with the shift in its marketing emphasis from “Come see the softer side of Sears” to “The good life at a great price. Guaranteed.” In conjunction with this new message, in 2001 Lacy announced plans to further control costs and to differentiate the full-line stores from discount stores and top-line department stores by offering more merchandise that fell into the “better” level in a good-better-best categorization at a price that was higher than discounters but lower than top line department stores. The intention was clearly to stake out a best-cost provider position by veering “from the traditional department store and toward something that resembles a discounter with better service and better merchandise.”
Early changes in the business model generally follow a pattern of growth from a single business company to a narrowly diversified retailer including catalog sales then somewhat broader diversification into financial services. From 1931-1990 Sears pursued a growth strategy based on:
1.Expanding international operations.
Expansion of international operations began in 1942 with the opening of a store in Havana. In 1947 Sears opened a store in Mexico City and later expanded in Central and South America, Europe and in 1953 into Canada.
2.Expansion of current operations in financial services and retailing.
Recognizing the impact the automobile would have on society Sears expanded their operations in suburban areas including the best malls and shopping areas over the next 20 years. In 1970 construction began on the tallest building in the world that was completed in 1974 when Sears moved into their new headquarters, the Sears Tower.
Sears expanded their stake in the financial services sector in 1981 with the acquisitions of Dean Witter and Coldwell Banker and the 1985 launch of Discover Card.
3.Entry into specialized retailing.
Seeking new avenues for growth in retailing, Sears looked to specialty retailing and began by launching a chain of business machine stores in the early 1980s, the acquisition of Western Auto Supply Co. in 1988, and the launch of the Homelife furniture chain in 1991.
The first seeds of Sears’ retrenchment strategy began during the later stages of its growth strategy and were indicative of pressure from both discounters such as Wal-Mart and top line merchants. By its 100th anniversary in 1986 Sears had been consolidating operations for almost a decade in an effort to reduce costs and improve profits. By 1986 the retrenchment effort was gaining steam and included several efforts that were implemented throughout the 1990s including:
1.Closure of stores.
In 1986 Sears announced a consolidation of merchandise operations, including the clo sure of four regional administrative offices. 1987 saw the closure of 5 of 12 national ware houses.
2.Divestiture of international operations.
Sears divested most of its international operations, sold most of its Mexican operation in 1997, and maintained international operations only in Canada.
3.Divestiture of specialty retailing.
Sears divested itself of specialty retailers by the closure of business machine stores by 1987, the sale of Homelife furniture in 1998, the conversion of Western Auto to Parts America Format, and the sale of 60% of their interest in Western Auto.
4.Elimination of the Big Book and catalog stores in 1993.
In retrenching the business model the intention was to refocus attention on the retail operations. In 1996 a website was launched that was intended to be used as an educational tool for Sears’ customers. This website was later expanded to include online selling and a full brick and click strategy was eventually implemented. In 2000 the selling space for apparel was reduced to increase space for hard lines such as tools and appliances. To further expand the appeal of the remaining soft lines Lands’ End was acquired in 2002. Further growth in the specialty retailing sector was pursued in The Great Indoors stores that were launched in 1998.
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and purchase of Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
The 1931 launch of Allstate does seem to make sense given Sears’ business model at that time. Allstate was able to leverage Sears’ customer base, their expertise in mail order opera tions, and their administrative facilities. Further, in 1934 when Allstate began selling in the Sears retail stores this was another opportunity for synergy. The primary con of the launch of Allstate, is that it may have split management’s attention from the core business of retailing. Allstate prospered in their relationship with Sears and grew to become the second largest property and casualty insurer in the U.S.
By 1980, financial services, including Allstate and Sears’ credit operations, accounted for 62% of Sears’ total profits. This, coupled with the perceptions of relatively slow growth in the core market of retailing, provided sound reasoning for Sears to pursue further expansion into financial services through the 1981 acquisitions of Coldwell Banker and Dean Witter. The benefits of these strategies included further synergies with existing operations and the potential for growth in a relatively attractive business segment in which Sears was experiencing some success. However, analysts doubted that a “socks-and-stocks” strategy would appeal to customers and questioned whether customers would want to buy stocks and other financial assets and services in the same place they bought their clothing. Further, these acquisitions ac
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คำถามที่กำหนด1.มีโมเดลธุรกิจของ Sears และกลยุทธ์พัฒนาปี — เฉพาะระยะหรือขั้นตอนใดคุณเห็นช่วงจาก 1886-20022. คุณคิดว่า เปิดตัวทำความดีเชิงกลยุทธ์สำหรับ Sears Allstate เพราะเหตุใด หรือทำไมไม่ ซื้อของ Dean Witter นาย Coldwell เปิดตัวบัตรสัมผัส และเวสเทิร์นรถยนต์อะไรบ้าง สิ่งเฉพาะที่คุณเห็นเป็นข้อดีและข้อด้อยของแต่ละเหล่านี้ซื้อ3 องค์ประกอบสำคัญของกลยุทธ์ของ Sears 1992 และ 2002 ได้4. ให้พื้นหลังของ Lacy และความท้าทายซึ่ง Sears ในปี 2000 การประเมินผลของ Lacy เป็นซีอีโอใหม่ Sears' คืออะไร เขามีทางเลือกที่ดี เพราะเหตุใด หรือทำไมไม่ เกรดอะไรคุณจะช่วยเขาในความพยายามของเขาในฟื้นฟู Sears จุดนี้5. pros และ cons สิ่งที่คุณเห็นเกี่ยวกับกลยุทธ์ Sears ดำเนินการในปี 2000 สำหรับร้านค้าปลีกเต็มบรรทัดของ กลยุทธ์ใหม่ด้านใดถูกยืมมาจาก discounters ด้านที่ถูกตั้งใจให้ Sears น้อยเช่นส่วนลดที่ เป็นกลยุทธ์ที่ชัดเจนปรับปรุงติดขัดผ่านกลยุทธ์ก่อนหน้านี้ หรือเป็นเพียง "แตกต่าง"6. อธิบายผสมจัดซื้อสินค้า Sears และปัญหาที่บริษัทมีกับบรรทัดอ่อน คุณคิดว่า จะนำการเปลี่ยนแปลงในร้านค้าเต็มบรรทัดตั้งแต่ 2000 เพื่อเพิ่มกำไรและรายได้ และเปรียบระยะยาว7. สิ่งที่คุณคิดซื้อสิ้นสุดของดินแดน มันไม่พอดีกับกลยุทธ์ใหม่ของ Sears เสี่ยงซื้อนี้มีอะไรบ้าง8 ประเมินผลดีในร่มเก็บแนวคิดและรูปแบบเป็น ใดทำงานผิดพลาดและสิ่งที่คุณเห็น คุณจะทำนายอะไรให้ อนาคตของดีในร่ม9. อะไรคือทรัพยากรจุดแข็งและจุดอ่อนของ Sears สิ่งที่คุณเห็นเป็นโอกาสทางการตลาดของ Sears ณ 2002 Sears เผชิญสิ่งคุกคามภายนอก10. มี Sears ในสภาพทางการเงิน ณ 2002 เพราะเหตุใด หรือทำไมไม่11.คำแนะนำจะคุณทำเพื่อผู้บริหารระดับสูงของ Sears com เพนี่ของในอนาคตประสิทธิภาพตลาดตำแหน่งและปรับปรุง เพิ่มรายได้บนสายที่เพียงพอเพื่อความสำเร็จระยะยาวของ Searsเค้าสอนและวิเคราะห์1.มีโมเดลธุรกิจของ Sears และกลยุทธ์พัฒนาปี — เฉพาะระยะหรือขั้นตอนใดคุณเห็นช่วงจาก 1886-2002กรณีนี้มีโอกาสที่ยอดเยี่ยมเพื่อหารือเกี่ยวกับวิวัฒนาการของโผล่ออกมา และวางแผนกลยุทธ์ในการจัดการเชิงกลยุทธ์ มีรอบระยะเวลาต่าง ๆ ในประวัติศาสตร์ของ Sears ที่แสดงกะ delineated อย่างชัดเจนในแผน ในทำนองเดียวกัน มีตอนที่แสดงให้เห็นถึงการดำเนินกลยุทธ์ที่ดีและการดำรงอยู่ของกลยุทธ์โผล่ออกมาได้ดีที่สุด (เช่น การลดลงของคุณภาพของสินค้าให้สามารถถ่วงน้ำหนักมากกว่าในผลิตภัณฑ์คุณภาพเพียงแต่ "ดี") และค่อนข้างประสบความสำเร็จกลยุทธ์โผล่ออกมา (เช่น เปิดบัตรได้) เป็นที่น่าสนใจให้นักเรียนวางวิวัฒนาการของแบบจำลองธุรกิจและกลยุทธ์ของ Sears และให้ระบุการเปลี่ยนแปลงใดได้ตกและที่ได้โผล่ออกมา มีประโยชน์ในการอภิปรายว่า นักเรียนเชื่อว่า Sears ได้ถูกแนะนำ โดยวิสัยทัศน์ผับสำหรับบริษัท หรือมาปะติดปะต่อส่วนใหญ่ในเชิงริเริ่ม และวิธีที่ อะไร และมีพัฒนากลยุทธ์วิธีของ Sears' ตามที่อธิบายไว้ในบทที่ 2In its initial form as a watch maker, Sears can best be described as pursuing a niche differentiation strategy. Early in its history Sears diversified its operations to include catalog sales and financial services and moved from a niche differentiation strategy to a broad differentiation strategy. For the majority of Sears’ history, until 1999, Sears has pursued a differentiation strategy in its full-line stores. The company offered a wide range of products and services, more than other department stores, and did so at a price that was higher than the discounters. It is difficult to support arguments that the company was pursuing a low-cost leadership strategy as the company sought to control its costs but had operating costs that were substantially higher than those of the discounters it competed against. In 1999 Sears began to shift from a differentiation strategy to a best-cost provider strategy with the shift in its marketing emphasis from “Come see the softer side of Sears” to “The good life at a great price. Guaranteed.” In conjunction with this new message, in 2001 Lacy announced plans to further control costs and to differentiate the full-line stores from discount stores and top-line department stores by offering more merchandise that fell into the “better” level in a good-better-best categorization at a price that was higher than discounters but lower than top line department stores. The intention was clearly to stake out a best-cost provider position by veering “from the traditional department store and toward something that resembles a discounter with better service and better merchandise.”Early changes in the business model generally follow a pattern of growth from a single business company to a narrowly diversified retailer including catalog sales then somewhat broader diversification into financial services. From 1931-1990 Sears pursued a growth strategy based on:1.Expanding international operations.Expansion of international operations began in 1942 with the opening of a store in Havana. In 1947 Sears opened a store in Mexico City and later expanded in Central and South America, Europe and in 1953 into Canada.2.Expansion of current operations in financial services and retailing.Recognizing the impact the automobile would have on society Sears expanded their operations in suburban areas including the best malls and shopping areas over the next 20 years. In 1970 construction began on the tallest building in the world that was completed in 1974 when Sears moved into their new headquarters, the Sears Tower.Sears expanded their stake in the financial services sector in 1981 with the acquisitions of Dean Witter and Coldwell Banker and the 1985 launch of Discover Card.3.Entry into specialized retailing.Seeking new avenues for growth in retailing, Sears looked to specialty retailing and began by launching a chain of business machine stores in the early 1980s, the acquisition of Western Auto Supply Co. in 1988, and the launch of the Homelife furniture chain in 1991.The first seeds of Sears’ retrenchment strategy began during the later stages of its growth strategy and were indicative of pressure from both discounters such as Wal-Mart and top line merchants. By its 100th anniversary in 1986 Sears had been consolidating operations for almost a decade in an effort to reduce costs and improve profits. By 1986 the retrenchment effort was gaining steam and included several efforts that were implemented throughout the 1990s including: 1.Closure of stores.In 1986 Sears announced a consolidation of merchandise operations, including the clo sure of four regional administrative offices. 1987 saw the closure of 5 of 12 national ware houses.2.Divestiture of international operations.Sears divested most of its international operations, sold most of its Mexican operation in 1997, and maintained international operations only in Canada.3.Divestiture of specialty retailing.Sears divested itself of specialty retailers by the closure of business machine stores by 1987, the sale of Homelife furniture in 1998, the conversion of Western Auto to Parts America Format, and the sale of 60% of their interest in Western Auto.4.Elimination of the Big Book and catalog stores in 1993.In retrenching the business model the intention was to refocus attention on the retail operations. In 1996 a website was launched that was intended to be used as an educational tool for Sears’ customers. This website was later expanded to include online selling and a full brick and click strategy was eventually implemented. In 2000 the selling space for apparel was reduced to increase space for hard lines such as tools and appliances. To further expand the appeal of the remaining soft lines Lands’ End was acquired in 2002. Further growth in the specialty retailing sector was pursued in The Great Indoors stores that were launched in 1998.2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and purchase of Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
The 1931 launch of Allstate does seem to make sense given Sears’ business model at that time. Allstate was able to leverage Sears’ customer base, their expertise in mail order opera tions, and their administrative facilities. Further, in 1934 when Allstate began selling in the Sears retail stores this was another opportunity for synergy. The primary con of the launch of Allstate, is that it may have split management’s attention from the core business of retailing. Allstate prospered in their relationship with Sears and grew to become the second largest property and casualty insurer in the U.S.
By 1980, financial services, including Allstate and Sears’ credit operations, accounted for 62% of Sears’ total profits. This, coupled with the perceptions of relatively slow growth in the core market of retailing, provided sound reasoning for Sears to pursue further expansion into financial services through the 1981 acquisitions of Coldwell Banker and Dean Witter. The benefits of these strategies included further synergies with existing operations and the potential for growth in a relatively attractive business segment in which Sears was experiencing some success. However, analysts doubted that a “socks-and-stocks” strategy would appeal to customers and questioned whether customers would want to buy stocks and other financial assets and services in the same place they bought their clothing. Further, these acquisitions ac
The 1931 launch of Allstate does seem to make sense given Sears’ business model at that time. Allstate was able to leverage Sears’ customer base, their expertise in mail order opera tions, and their administrative facilities. Further, in 1934 when Allstate began selling in the Sears retail stores this was another opportunity for synergy. The primary con of the launch of Allstate, is that it may have split management’s attention from the core business of retailing. Allstate prospered in their relationship with Sears and grew to become the second largest property and casualty insurer in the U.S.
By 1980, financial services, including Allstate and Sears’ credit operations, accounted for 62% of Sears’ total profits. This, coupled with the perceptions of relatively slow growth in the core market of retailing, provided sound reasoning for Sears to pursue further expansion into financial services through the 1981 acquisitions of Coldwell Banker and Dean Witter. The benefits of these strategies included further synergies with existing operations and the potential for growth in a relatively attractive business segment in which Sears was experiencing some success. However, analysts doubted that a “socks-and-stocks” strategy would appeal to customers and questioned whether customers would want to buy stocks and other financial assets and services in the same place they bought their clothing. Further, these acquisitions ac
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Assignment Questions
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
3.What were the key elements of Sears’ strategy between 1992 and 2002?
4.Given Lacy’s background and the challenges facing Sears in 2000, what is your assessment of Lacy as Sears’ new CEO? Was he a good choice? Why or why not? What grade would you give him for his efforts in rejuvenating Sears to this point?
5.What pros and cons do you see regarding the strategy Sears implemented in 2000 for its full-line retail stores? Which aspects of the new strategy were borrowed from discounters? Which aspects were intended to make Sears less like a discounter? Is the strategy a clear improve ment over the prior strategy or is it just “different”?
6.Describe the merchandising mix at Sears and the problems the company has had with its soft lines. Do you think that the changes in full-line stores since 2000 will lead to increased profits and revenues and to a long-term competitive advantage?
7.What do you think of the Lands’ End acquisition? Does it fit well with Sears’ new strategy? What are the potential risks of this acquisition?
8.What is your assessment of The Great Indoors store concept and format? What positives and negatives do you see? What would you predict to be the future of The Great Indoors?
9.What are Sears’ resource strengths and weaknesses? What do you see as Sears’ market opportunities as of 2002? What external threats does Sears face?
10.Is Sears in good financial condition as of 2002? Why or why not?
11.What recommendations would you make to Sears’ top management to improve the com pany’s future performance and market position? Is increasing top-line revenue sufficient to ensure Sears’ long-term success?
Teaching Outline and Analysis
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
This case offers a wonderful opportunity to discuss the evolution of planned and emergent strategies in the strategic management process. There are several periods in Sears’ history that exhibit clearly delineated shifts in planned strategies. Similarly there are episodes that demonstrate poor strategy execution and the existence of emergent strategies that were not optimal (e.g., the decline in the quality of goods to be over weighted in products of merely “good” quality) as well as relatively successful emergent strategies (e.g., the launch of the Discover Card). It is interesting to ask students to map out the evolution of Sears’ strategy and business model and have them identify which changes were intentional and which were emergent. It is also useful to discuss whether students believe that Sears has been guided by a far-reaching vision for the company, or a patchwork of largely reactionary initiatives and how the Who, What and How of Sears’ strategy as discussed in Chapter 2 has evolved.
In its initial form as a watch maker, Sears can best be described as pursuing a niche differentiation strategy. Early in its history Sears diversified its operations to include catalog sales and financial services and moved from a niche differentiation strategy to a broad differentiation strategy. For the majority of Sears’ history, until 1999, Sears has pursued a differentiation strategy in its full-line stores. The company offered a wide range of products and services, more than other department stores, and did so at a price that was higher than the discounters. It is difficult to support arguments that the company was pursuing a low-cost leadership strategy as the company sought to control its costs but had operating costs that were substantially higher than those of the discounters it competed against. In 1999 Sears began to shift from a differentiation strategy to a best-cost provider strategy with the shift in its marketing emphasis from “Come see the softer side of Sears” to “The good life at a great price. Guaranteed.” In conjunction with this new message, in 2001 Lacy announced plans to further control costs and to differentiate the full-line stores from discount stores and top-line department stores by offering more merchandise that fell into the “better” level in a good-better-best categorization at a price that was higher than discounters but lower than top line department stores. The intention was clearly to stake out a best-cost provider position by veering “from the traditional department store and toward something that resembles a discounter with better service and better merchandise.”
Early changes in the business model generally follow a pattern of growth from a single business company to a narrowly diversified retailer including catalog sales then somewhat broader diversification into financial services. From 1931-1990 Sears pursued a growth strategy based on:
1.Expanding international operations.
Expansion of international operations began in 1942 with the opening of a store in Havana. In 1947 Sears opened a store in Mexico City and later expanded in Central and South America, Europe and in 1953 into Canada.
2.Expansion of current operations in financial services and retailing.
Recognizing the impact the automobile would have on society Sears expanded their operations in suburban areas including the best malls and shopping areas over the next 20 years. In 1970 construction began on the tallest building in the world that was completed in 1974 when Sears moved into their new headquarters, the Sears Tower.
Sears expanded their stake in the financial services sector in 1981 with the acquisitions of Dean Witter and Coldwell Banker and the 1985 launch of Discover Card.
3.Entry into specialized retailing.
Seeking new avenues for growth in retailing, Sears looked to specialty retailing and began by launching a chain of business machine stores in the early 1980s, the acquisition of Western Auto Supply Co. in 1988, and the launch of the Homelife furniture chain in 1991.
The first seeds of Sears’ retrenchment strategy began during the later stages of its growth strategy and were indicative of pressure from both discounters such as Wal-Mart and top line merchants. By its 100th anniversary in 1986 Sears had been consolidating operations for almost a decade in an effort to reduce costs and improve profits. By 1986 the retrenchment effort was gaining steam and included several efforts that were implemented throughout the 1990s including:
1.Closure of stores.
In 1986 Sears announced a consolidation of merchandise operations, including the clo sure of four regional administrative offices. 1987 saw the closure of 5 of 12 national ware houses.
2.Divestiture of international operations.
Sears divested most of its international operations, sold most of its Mexican operation in 1997, and maintained international operations only in Canada.
3.Divestiture of specialty retailing.
Sears divested itself of specialty retailers by the closure of business machine stores by 1987, the sale of Homelife furniture in 1998, the conversion of Western Auto to Parts America Format, and the sale of 60% of their interest in Western Auto.
4.Elimination of the Big Book and catalog stores in 1993.
In retrenching the business model the intention was to refocus attention on the retail operations. In 1996 a website was launched that was intended to be used as an educational tool for Sears’ customers. This website was later expanded to include online selling and a full brick and click strategy was eventually implemented. In 2000 the selling space for apparel was reduced to increase space for hard lines such as tools and appliances. To further expand the appeal of the remaining soft lines Lands’ End was acquired in 2002. Further growth in the specialty retailing sector was pursued in The Great Indoors stores that were launched in 1998.
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and purchase of Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
The 1931 launch of Allstate does seem to make sense given Sears’ business model at that time. Allstate was able to leverage Sears’ customer base, their expertise in mail order opera tions, and their administrative facilities. Further, in 1934 when Allstate began selling in the Sears retail stores this was another opportunity for synergy. The primary con of the launch of Allstate, is that it may have split management’s attention from the core business of retailing. Allstate prospered in their relationship with Sears and grew to become the second largest property and casualty insurer in the U.S.
By 1980, financial services, including Allstate and Sears’ credit operations, accounted for 62% of Sears’ total profits. This, coupled with the perceptions of relatively slow growth in the core market of retailing, provided sound reasoning for Sears to pursue further expansion into financial services through the 1981 acquisitions of Coldwell Banker and Dean Witter. The benefits of these strategies included further synergies with existing operations and the potential for growth in a relatively attractive business segment in which Sears was experiencing some success. However, analysts doubted that a “socks-and-stocks” strategy would appeal to customers and questioned whether customers would want to buy stocks and other financial assets and services in the same place they bought their clothing. Further, these acquisitions ac
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
3.What were the key elements of Sears’ strategy between 1992 and 2002?
4.Given Lacy’s background and the challenges facing Sears in 2000, what is your assessment of Lacy as Sears’ new CEO? Was he a good choice? Why or why not? What grade would you give him for his efforts in rejuvenating Sears to this point?
5.What pros and cons do you see regarding the strategy Sears implemented in 2000 for its full-line retail stores? Which aspects of the new strategy were borrowed from discounters? Which aspects were intended to make Sears less like a discounter? Is the strategy a clear improve ment over the prior strategy or is it just “different”?
6.Describe the merchandising mix at Sears and the problems the company has had with its soft lines. Do you think that the changes in full-line stores since 2000 will lead to increased profits and revenues and to a long-term competitive advantage?
7.What do you think of the Lands’ End acquisition? Does it fit well with Sears’ new strategy? What are the potential risks of this acquisition?
8.What is your assessment of The Great Indoors store concept and format? What positives and negatives do you see? What would you predict to be the future of The Great Indoors?
9.What are Sears’ resource strengths and weaknesses? What do you see as Sears’ market opportunities as of 2002? What external threats does Sears face?
10.Is Sears in good financial condition as of 2002? Why or why not?
11.What recommendations would you make to Sears’ top management to improve the com pany’s future performance and market position? Is increasing top-line revenue sufficient to ensure Sears’ long-term success?
Teaching Outline and Analysis
1.How has Sears’ business model and strategy evolved over the years—what specific phases or stages do you see during the period from 1886-2002?
This case offers a wonderful opportunity to discuss the evolution of planned and emergent strategies in the strategic management process. There are several periods in Sears’ history that exhibit clearly delineated shifts in planned strategies. Similarly there are episodes that demonstrate poor strategy execution and the existence of emergent strategies that were not optimal (e.g., the decline in the quality of goods to be over weighted in products of merely “good” quality) as well as relatively successful emergent strategies (e.g., the launch of the Discover Card). It is interesting to ask students to map out the evolution of Sears’ strategy and business model and have them identify which changes were intentional and which were emergent. It is also useful to discuss whether students believe that Sears has been guided by a far-reaching vision for the company, or a patchwork of largely reactionary initiatives and how the Who, What and How of Sears’ strategy as discussed in Chapter 2 has evolved.
In its initial form as a watch maker, Sears can best be described as pursuing a niche differentiation strategy. Early in its history Sears diversified its operations to include catalog sales and financial services and moved from a niche differentiation strategy to a broad differentiation strategy. For the majority of Sears’ history, until 1999, Sears has pursued a differentiation strategy in its full-line stores. The company offered a wide range of products and services, more than other department stores, and did so at a price that was higher than the discounters. It is difficult to support arguments that the company was pursuing a low-cost leadership strategy as the company sought to control its costs but had operating costs that were substantially higher than those of the discounters it competed against. In 1999 Sears began to shift from a differentiation strategy to a best-cost provider strategy with the shift in its marketing emphasis from “Come see the softer side of Sears” to “The good life at a great price. Guaranteed.” In conjunction with this new message, in 2001 Lacy announced plans to further control costs and to differentiate the full-line stores from discount stores and top-line department stores by offering more merchandise that fell into the “better” level in a good-better-best categorization at a price that was higher than discounters but lower than top line department stores. The intention was clearly to stake out a best-cost provider position by veering “from the traditional department store and toward something that resembles a discounter with better service and better merchandise.”
Early changes in the business model generally follow a pattern of growth from a single business company to a narrowly diversified retailer including catalog sales then somewhat broader diversification into financial services. From 1931-1990 Sears pursued a growth strategy based on:
1.Expanding international operations.
Expansion of international operations began in 1942 with the opening of a store in Havana. In 1947 Sears opened a store in Mexico City and later expanded in Central and South America, Europe and in 1953 into Canada.
2.Expansion of current operations in financial services and retailing.
Recognizing the impact the automobile would have on society Sears expanded their operations in suburban areas including the best malls and shopping areas over the next 20 years. In 1970 construction began on the tallest building in the world that was completed in 1974 when Sears moved into their new headquarters, the Sears Tower.
Sears expanded their stake in the financial services sector in 1981 with the acquisitions of Dean Witter and Coldwell Banker and the 1985 launch of Discover Card.
3.Entry into specialized retailing.
Seeking new avenues for growth in retailing, Sears looked to specialty retailing and began by launching a chain of business machine stores in the early 1980s, the acquisition of Western Auto Supply Co. in 1988, and the launch of the Homelife furniture chain in 1991.
The first seeds of Sears’ retrenchment strategy began during the later stages of its growth strategy and were indicative of pressure from both discounters such as Wal-Mart and top line merchants. By its 100th anniversary in 1986 Sears had been consolidating operations for almost a decade in an effort to reduce costs and improve profits. By 1986 the retrenchment effort was gaining steam and included several efforts that were implemented throughout the 1990s including:
1.Closure of stores.
In 1986 Sears announced a consolidation of merchandise operations, including the clo sure of four regional administrative offices. 1987 saw the closure of 5 of 12 national ware houses.
2.Divestiture of international operations.
Sears divested most of its international operations, sold most of its Mexican operation in 1997, and maintained international operations only in Canada.
3.Divestiture of specialty retailing.
Sears divested itself of specialty retailers by the closure of business machine stores by 1987, the sale of Homelife furniture in 1998, the conversion of Western Auto to Parts America Format, and the sale of 60% of their interest in Western Auto.
4.Elimination of the Big Book and catalog stores in 1993.
In retrenching the business model the intention was to refocus attention on the retail operations. In 1996 a website was launched that was intended to be used as an educational tool for Sears’ customers. This website was later expanded to include online selling and a full brick and click strategy was eventually implemented. In 2000 the selling space for apparel was reduced to increase space for hard lines such as tools and appliances. To further expand the appeal of the remaining soft lines Lands’ End was acquired in 2002. Further growth in the specialty retailing sector was pursued in The Great Indoors stores that were launched in 1998.
2.Do you think the launch of Allstate made good strategic sense for Sears? Why or why not? What about the acquisitions of Dean Witter, Coldwell Banker, the launch of the Discover Card, and purchase of Western Auto? What specifically do you see as the pros and cons of each of these acquisitions?
The 1931 launch of Allstate does seem to make sense given Sears’ business model at that time. Allstate was able to leverage Sears’ customer base, their expertise in mail order opera tions, and their administrative facilities. Further, in 1934 when Allstate began selling in the Sears retail stores this was another opportunity for synergy. The primary con of the launch of Allstate, is that it may have split management’s attention from the core business of retailing. Allstate prospered in their relationship with Sears and grew to become the second largest property and casualty insurer in the U.S.
By 1980, financial services, including Allstate and Sears’ credit operations, accounted for 62% of Sears’ total profits. This, coupled with the perceptions of relatively slow growth in the core market of retailing, provided sound reasoning for Sears to pursue further expansion into financial services through the 1981 acquisitions of Coldwell Banker and Dean Witter. The benefits of these strategies included further synergies with existing operations and the potential for growth in a relatively attractive business segment in which Sears was experiencing some success. However, analysts doubted that a “socks-and-stocks” strategy would appeal to customers and questioned whether customers would want to buy stocks and other financial assets and services in the same place they bought their clothing. Further, these acquisitions ac
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ถามการบ้าน
1 อย่างไรมีรูปแบบธุรกิจเซียร์ ' และยุทธศาสตร์พัฒนาในช่วงหลายปีที่ผ่านมาสิ่งที่ขั้นตอนที่เฉพาะเจาะจง หรือระยะที่คุณเห็นในช่วง 1886-2002 ?
2 . คุณคิดว่าเปิด Allstate สมเหตุสมผลเชิงกลยุทธ์ที่ดีสำหรับคุณ ? หรือทำไมไม่ ? อะไรที่เกี่ยวกับกิจการของ ดีน วิทเทอร์ Coldwell Banker , เปิดตัว , และค้นพบบัตร และตะวันตกโดยอัตโนมัติหรือไม่โดยเฉพาะ คุณเห็นอะไรเป็นข้อดีและข้อเสียของแต่ละกิจการเหล่านี้
3 อะไรคือองค์ประกอบสำคัญของเซียร์ ' กลยุทธ์ระหว่างปี 2002 ?
4 ให้ลูกไม้ของพื้นหลังและความท้าทายที่ต้องเผชิญกับเซียร์ใน 2000 , อะไรคือการประเมินของลูกไม้ที่เซียร์ ' ใหม่ CEO ? เขาเป็นทางเลือกที่ดี ? หรือทำไมไม่ ? เกรดคุณจะให้อะไรแก่เขาสำหรับความพยายามของเขาในการฟื้นฟูเซียร์ จุดนี้
5 . สิ่งที่ข้อดีและข้อเสียคุณเห็นเกี่ยวกับกลยุทธ์เซียร์ใช้ 2000 สำหรับเต็มบรรทัดร้านค้าปลีก ? ที่ลักษณะของกลยุทธ์ใหม่ที่ยืมมาจากผลิตภัณฑ์ ? ซึ่งด้าน ตั้งใจให้เซียร์น้อยเช่น discounter ? เป็นกลยุทธ์ที่ชัดเจน ปรับปรุง ment ผ่านกลยุทธ์ก่อน หรือจะเป็นเพียง " แตกต่าง "
6อธิบายการผสมที่เซียร์และปัญหาที่บริษัทมีกับเส้นนุ่มของมัน คุณคิดว่าการเปลี่ยนแปลงในร้านค้าสายเต็มรูปแบบตั้งแต่ปี 2000 จะนำไปสู่การเพิ่มผลกำไรและรายได้และประโยชน์จากการแข่งขันในระยะยาว ?
7 สิ่งที่คุณคิดว่าของ Lands ' End เพิ่มเติม ? มันพอดีกับเซียร์ ' กลยุทธ์ใหม่ ? อะไรคือความเสี่ยงของการซื้อนี้
8การประเมินของคุณคืออะไรที่ยิ่งใหญ่ข้างในร้านแนวคิดและรูปแบบ บวกและเชิงลบสิ่งที่คุณเห็น ? สิ่งที่คุณคาดการณ์ที่จะเป็นอนาคตของที่ดีในบ้าน
9 แล้วเซียร์ ' ทรัพยากรจุดแข็งและจุดอ่อน ? คุณเห็นอะไรเป็นโอกาสตลาดเซียร์ ' 2002 ? สิ่งภายนอก ขู่ไม่ใบหน้า Sears
10 . เป็นเซียร์ในเงื่อนไขทางการเงินที่ดีของ 2002 ?หรือทำไมไม่ ?
11 สิ่งที่แนะนำคุณให้กับผู้บริหารระดับสูงเซียร์ ' เพื่อปรับปรุงประสิทธิภาพในอนาคต com pany และตำแหน่งในตลาด จะเพิ่มยอดรายได้ที่เพียงพอเพื่อให้แน่ใจว่าเส้นเซียร์ ' ระยะยาวความสำเร็จ ?
สรุปและวิเคราะห์การสอน 1 .อย่างไรมีรูปแบบธุรกิจเซียร์ ' และยุทธศาสตร์พัฒนาในช่วงหลายปีที่ผ่านมาสิ่งที่ขั้นตอนที่เฉพาะเจาะจง หรือระยะที่คุณเห็นในช่วง 1886-2002 ?
กรณีนี้มีโอกาสที่ยอดเยี่ยมเพื่อหารือเกี่ยวกับวิวัฒนาการของแผน และกลยุทธ์ ซึ่งในกระบวนการบริหารเชิงกลยุทธ์ มีหลายช่วงเวลาในประวัติศาสตร์เซียร์ ' ที่จัดแสดง delineated อย่างชัดเจนการเปลี่ยนแปลงในกลยุทธ์ที่วางแผนไว้ในทำนองเดียวกันมีเอพที่แสดงให้เห็นถึงการมีอยู่ของกลยุทธ์ยากจน ซึ่งกลยุทธ์ที่ไม่เหมาะสม เช่น การลดลงในคุณภาพของสินค้าจะต้องถ่วงน้ำหนักในผลิตภัณฑ์แค่ " ดี " คุณภาพ ) ตลอดจนกลยุทธ์ความสำเร็จค่อนข้าง ( เช่นการเปิดตัวของการค้นพบบัตร )มันเป็นที่น่าสนใจเพื่อให้นักเรียนแผนที่วิวัฒนาการของเซียร์ ' กลยุทธ์และรูปแบบธุรกิจและพวกเขาได้ระบุว่าการเปลี่ยนแปลงโดยเจตนาซึ่งมีความ . นอกจากนี้ยังเป็นประโยชน์เพื่อหารือว่านักเรียนเชื่อว่า เซียร์ได้รับการแนะนำโดยวิสัยทัศน์ที่กว้างขวางสำหรับ บริษัท หรือการเย็บปะติดปะต่อกัน ซึ่งส่วนใหญ่ขึ้นและวิธีการที่สิ่งที่และวิธีการของกลยุทธ์เซียร์ ' ตามที่กล่าวไว้ในบทที่ 2 มีการพัฒนา ในรูปแบบเริ่มต้นของ
เป็นนาฬิกา และเซียร์สามารถที่ดีที่สุดจะอธิบายเฉพาะการติดตามกลยุทธ์ ในช่วงต้นของประวัติศาสตร์ที่หลากหลายของการดำเนินงานกับเซียร์ รวมถึงการขายสินค้า และบริการทางการเงิน และย้ายจากช่องกลยุทธ์สร้างความแตกต่างในกลยุทธ์การสร้างความแตกต่างในวงกว้าง
1 อย่างไรมีรูปแบบธุรกิจเซียร์ ' และยุทธศาสตร์พัฒนาในช่วงหลายปีที่ผ่านมาสิ่งที่ขั้นตอนที่เฉพาะเจาะจง หรือระยะที่คุณเห็นในช่วง 1886-2002 ?
2 . คุณคิดว่าเปิด Allstate สมเหตุสมผลเชิงกลยุทธ์ที่ดีสำหรับคุณ ? หรือทำไมไม่ ? อะไรที่เกี่ยวกับกิจการของ ดีน วิทเทอร์ Coldwell Banker , เปิดตัว , และค้นพบบัตร และตะวันตกโดยอัตโนมัติหรือไม่โดยเฉพาะ คุณเห็นอะไรเป็นข้อดีและข้อเสียของแต่ละกิจการเหล่านี้
3 อะไรคือองค์ประกอบสำคัญของเซียร์ ' กลยุทธ์ระหว่างปี 2002 ?
4 ให้ลูกไม้ของพื้นหลังและความท้าทายที่ต้องเผชิญกับเซียร์ใน 2000 , อะไรคือการประเมินของลูกไม้ที่เซียร์ ' ใหม่ CEO ? เขาเป็นทางเลือกที่ดี ? หรือทำไมไม่ ? เกรดคุณจะให้อะไรแก่เขาสำหรับความพยายามของเขาในการฟื้นฟูเซียร์ จุดนี้
5 . สิ่งที่ข้อดีและข้อเสียคุณเห็นเกี่ยวกับกลยุทธ์เซียร์ใช้ 2000 สำหรับเต็มบรรทัดร้านค้าปลีก ? ที่ลักษณะของกลยุทธ์ใหม่ที่ยืมมาจากผลิตภัณฑ์ ? ซึ่งด้าน ตั้งใจให้เซียร์น้อยเช่น discounter ? เป็นกลยุทธ์ที่ชัดเจน ปรับปรุง ment ผ่านกลยุทธ์ก่อน หรือจะเป็นเพียง " แตกต่าง "
6อธิบายการผสมที่เซียร์และปัญหาที่บริษัทมีกับเส้นนุ่มของมัน คุณคิดว่าการเปลี่ยนแปลงในร้านค้าสายเต็มรูปแบบตั้งแต่ปี 2000 จะนำไปสู่การเพิ่มผลกำไรและรายได้และประโยชน์จากการแข่งขันในระยะยาว ?
7 สิ่งที่คุณคิดว่าของ Lands ' End เพิ่มเติม ? มันพอดีกับเซียร์ ' กลยุทธ์ใหม่ ? อะไรคือความเสี่ยงของการซื้อนี้
8การประเมินของคุณคืออะไรที่ยิ่งใหญ่ข้างในร้านแนวคิดและรูปแบบ บวกและเชิงลบสิ่งที่คุณเห็น ? สิ่งที่คุณคาดการณ์ที่จะเป็นอนาคตของที่ดีในบ้าน
9 แล้วเซียร์ ' ทรัพยากรจุดแข็งและจุดอ่อน ? คุณเห็นอะไรเป็นโอกาสตลาดเซียร์ ' 2002 ? สิ่งภายนอก ขู่ไม่ใบหน้า Sears
10 . เป็นเซียร์ในเงื่อนไขทางการเงินที่ดีของ 2002 ?หรือทำไมไม่ ?
11 สิ่งที่แนะนำคุณให้กับผู้บริหารระดับสูงเซียร์ ' เพื่อปรับปรุงประสิทธิภาพในอนาคต com pany และตำแหน่งในตลาด จะเพิ่มยอดรายได้ที่เพียงพอเพื่อให้แน่ใจว่าเส้นเซียร์ ' ระยะยาวความสำเร็จ ?
สรุปและวิเคราะห์การสอน 1 .อย่างไรมีรูปแบบธุรกิจเซียร์ ' และยุทธศาสตร์พัฒนาในช่วงหลายปีที่ผ่านมาสิ่งที่ขั้นตอนที่เฉพาะเจาะจง หรือระยะที่คุณเห็นในช่วง 1886-2002 ?
กรณีนี้มีโอกาสที่ยอดเยี่ยมเพื่อหารือเกี่ยวกับวิวัฒนาการของแผน และกลยุทธ์ ซึ่งในกระบวนการบริหารเชิงกลยุทธ์ มีหลายช่วงเวลาในประวัติศาสตร์เซียร์ ' ที่จัดแสดง delineated อย่างชัดเจนการเปลี่ยนแปลงในกลยุทธ์ที่วางแผนไว้ในทำนองเดียวกันมีเอพที่แสดงให้เห็นถึงการมีอยู่ของกลยุทธ์ยากจน ซึ่งกลยุทธ์ที่ไม่เหมาะสม เช่น การลดลงในคุณภาพของสินค้าจะต้องถ่วงน้ำหนักในผลิตภัณฑ์แค่ " ดี " คุณภาพ ) ตลอดจนกลยุทธ์ความสำเร็จค่อนข้าง ( เช่นการเปิดตัวของการค้นพบบัตร )มันเป็นที่น่าสนใจเพื่อให้นักเรียนแผนที่วิวัฒนาการของเซียร์ ' กลยุทธ์และรูปแบบธุรกิจและพวกเขาได้ระบุว่าการเปลี่ยนแปลงโดยเจตนาซึ่งมีความ . นอกจากนี้ยังเป็นประโยชน์เพื่อหารือว่านักเรียนเชื่อว่า เซียร์ได้รับการแนะนำโดยวิสัยทัศน์ที่กว้างขวางสำหรับ บริษัท หรือการเย็บปะติดปะต่อกัน ซึ่งส่วนใหญ่ขึ้นและวิธีการที่สิ่งที่และวิธีการของกลยุทธ์เซียร์ ' ตามที่กล่าวไว้ในบทที่ 2 มีการพัฒนา ในรูปแบบเริ่มต้นของ
เป็นนาฬิกา และเซียร์สามารถที่ดีที่สุดจะอธิบายเฉพาะการติดตามกลยุทธ์ ในช่วงต้นของประวัติศาสตร์ที่หลากหลายของการดำเนินงานกับเซียร์ รวมถึงการขายสินค้า และบริการทางการเงิน และย้ายจากช่องกลยุทธ์สร้างความแตกต่างในกลยุทธ์การสร้างความแตกต่างในวงกว้าง
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