2011 Leadership Management Merchandising 
Rich Gee Group
JANUARY 4, 2011
I wanted my money back – I had the receipt, I had the merchandise in perfect condition, and virtually everything in the store was on sale at that time. So I put on my best Rich Gee smile and politely asked for the manager. Leave a Comment Previous post: How To Start Fresh In 2011. Bad Customer! Smile or Die!
Strategy Driven
JULY 13, 2011
While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.
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Roundtable Talk
JULY 30, 2010
Leadership and Sustainability: voice your opinion → Fast Friday with Tony Hsieh, CEO of Zappos.com (and P. Under this direction, Zappos.com has grown from nothing to over $1 billion in grow merchandise. From my perspective, chasing the dream not the paper is applicable whether you’re running a business or managing your career.
Harvard Business Review
JULY 17, 2015
’” Purpose might have informed the management of two failed brands – Blockbuster and Radio Shack — differently. Because Blockbuster could no longer deliver on its purpose in a relevant way, its managers should have euthanized that brand long before it drained shareholder value and became the butt of jokes.
Harvard Business Review
APRIL 11, 2013
Under Johnson''s leadership, Penney''s share price plunged by half and the company lost $4 billion in sales. Pundits have ascribed Johnson''s debacle to hubris, incoherent pricing, drive-by leadership, overpromising, reckless haste, inept deal-making (ask Terry Lundgren ), and failing to listen to customers. It''s true.
Harvard Business Review
OCTOBER 6, 2014
If round after round of profit warnings was not enough – group operating profits fell 20% between 2011 and 2013 and are likely to fall another 30% in 2014 — the company recently announced it had overstated its first-half profit by about $400 million. Whether they can do it this time depends on the strength of their leadership.
Harvard Business Review
AUGUST 6, 2014
In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. By mid-2004, however, the operation was mired in conflict over control and differences in management style.
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