Case | HBS Case Collection | 2006 (Revised from original 2006 version)

NOK (A)

Abstract

Highlights issues that a multidivision firm faces as it moves from managing products for profit to managing customers for profit.

Keywords: Business Divisions; Transformation; Customer Focus and Relationships; Profit; Management; Product Marketing; Organizations; Commercialization;

Format: Print

21 pages

Purchase

Citation:

Narayandas, Das, and Kate Attea. "NOK (A)." Harvard Business School Case 506-040, April 2006. (Revised from original March 2006 version.)

This case is about how the Boston Consulting Group has approached innovation from its founding to the present day. It discusses the role of the firm's talent market and client market in developing these innovations.

In April 2013, Ron Johnson (HBS '84) stepped down after just 18 months as CEO of J.C. Penney. In his brief tenure, Johnson, an acclaimed retailer respected for his innovation and success in shaping the retail image at Target and Apple, introduced dramatic departures from J.C. Penney's traditional retail approach, and enacted changes quickly and simultaneously, with little market testing. Over Johnson's final 12 months as CEO, J.C. Penney shares dropped more than 50%. The case describes the environments at Target, Apple, and J.C. Penney during Johnson's tenure and how his experiences may have shaped the strategies that he implemented while CEO at J.C. Penney.

General Information

Academic Programs

Alumni

Faculty & Research

Recruit

Resources

Faculty & Research

NOK (A)

Abstract

About the Author

More from the Author

Contact

Related Links

Resources