Macy’s Department Store Repositioning Harvard Case Solution & Analysis

From 2005-2006, Federated Department Stores converted some 15 regional department store chains into a solo national brand, Macy's, with 810 shops across America. Furthermore, the company repositioned the consolidated Macy's in the general retail landscape in an effort to discriminate the new corporation from its rivals.

These maneuvers were undertaken to counter decreasing sales and gains in the standard department store business. Some retail analysts indicated the consolidation of Macy's, while interesting, was destined to fail because the conventional department store was an outdated entity; yet, other analyst recommended that Macy's approach may have held the key to achievement in a waning business. In 2008, the U.S. economy entered a recession, and, by 2011, it stayed far from booming. Did Macy's need to modify parts of its own strategy to remain competitive? What would need to improve?

PUBLICATION DATE: January 06, 2012 PRODUCT #: W11586-PDF-ENG

This is just an excerpt. This case is about STRATEGY & EXECUTION

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