Restructuring at Sears Roebuck & Co. (1992-03)

            
 
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:

Case Code : BSTR105 Electronic Format: Rs. 500;
Courier (within India):Rs. 25 Extra
Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

Themes

Corporate Restructuring
Case Length : 27 Pages
Period : 1992 - 2004
Organization : Sears Roebuck & Co.
Pub Date : 2004
Teaching Note : Available
Countries : USA
Industry : Retailing

Abstract:

The case focuses on the restructuring initiatives taken up by Sears, Roebuck & Co. The restructuring initiatives started in 1992, when Sears reported the biggest ever loss in its history. The case explains in detail the changes initiated by Martinez to turn the company around and results of the restructuring efforts.

The case provides information about the increasing problems faced by the company due to unrelated diversifications such as Credit card operations. The case also throws light on the role of Sears' credit card in the company's profits and its contribution to the company's growth. Further the case also provides information about the restructuring initiatives undertaken by the new CEO - Alan Lacy.


Issues:

How a large and highly successful leader in the retail industry reports massive losses in a short period due to stagnation, increasing competition and inefficiency

How failure to adapt to changing environment in the industry can pose serious threat to survival and success in the long run

Contents:

  Page No.
Decade of Restructuring 1
Background Note 2
Sears Under Arthur Martinez 4
Troubled Credit Card Business 9
Troubled Retail Businesses 11
Sears Under Alan Lacy 12
Turnaround Far From Complete 14
Will Sears Turnaround? 15
Exhibits 17

Keywords:

Restructuring, initiatives, Sears, Roebuck & Co, 1992, loss, Martinez, turn, efforts, increasing problems, unrelated diversifications, Credit card operations, Sears' credit card, profits, contribution, growth, CEO, Alan Lacy

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