Case_39_AnnTaylorTN_rev

Case_39_AnnTaylorTN_rev - Teaching Note: Case 39 Ann...

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Teaching Note: Case 39 – Ann Taylor: Survival in Specialty Retail Case Objectives 1. To examine how external and internal forces affect competitive strategy. 2. To investigate the choices of business and corporate-level strategies in a highly turbulent industry. 3. To discuss how leadership can use strategic control and organizational design concepts to implement strategy. See the table below to determine where to use this case: Chapter Use Key Concepts Additional Reading and/or Exercises 1: Strategy Concept Strategic management; vision, mission, strategic objectives Optional Exercise, optional assigned reading, Porter, 2008 2: External Environment Industry competition five forces; general environmental factors NOTE web links, stock price, embedded video 3: Internal Analysis Value-chain analysis; tangible and intangible resources; VRIN 4: Intellectual Assets Intellectual and human capital 5: Business Level Strategy Competitive strategy; generic strategies 6: Corporate-Level Strategy Corporate strategy; diversification; synergy; related and unrelated diversification NOTE additional reading, web links 9: Strategic Control Strategic control; informational vs. behavioral control; culture, reward systems NOTE optional assigned reading, 10: Organizational Design Organizational structure 11: Strategic Leadership Leadership NOTE additional reading, web links Case Synopsis The Ann Taylor Case provides information about both Ann Taylor Stores Corporation (ANN) and the overall retail environment. The case depicts ANN, a women’s specialty clothing retailer that had been successful in creating a complete product line that appealed to its target demographic of socially upscale professional women, but that in 2008 faced increasing competition and a challenging economic environment. ANN had experienced significant growth. However, success had been very uneven between the original Ann Taylor Stores (AT) division that sold updated classics and the company’s newer Ann Taylor LOFT division that carried lower priced casual merchandise.
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ANN was not the only retailer suffering in a poor economic climate.The news reports quoted at the beginning of the case confirm that the entire retail industry was facing an unpredictable environment in 2008-09. Retail businesses were encouraged to take a close look at operations to see what changes might have to be made. ANN’s current CEO, Kay Krill, was already doing so. She had already begun to implement a variety of initiatives and was considering several more. To generate growth, Krill had identified several distinct areas of opportunity. She continued her ongoing efforts to revitalize the flagship Ann Taylor (AT) store brand, while not dampening LOFT’s recent growth. In addition, ANN had recently launched a beauty business, was testing a maternity section, had expanded the high end fashion offerings, and was considering a new concept store specifically targeting the “older” segment of women ages 55-64. However, these initiatives came under review in 2008 after the downturn in sales. CEO
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This note was uploaded on 10/11/2011 for the course BUSINESS A 474 taught by Professor Thompson during the Spring '11 term at Ill. Chicago.

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Case_39_AnnTaylorTN_rev - Teaching Note: Case 39 Ann...

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