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Ann Taylor FreshDirect Amd Jamba Juice
Ann Taylor FreshDirect Amd Jamba Juice
Ann Taylor FreshDirect Amd Jamba Juice
The Ann Taylor Case provides information about both Ann Taylor Stores Corporation (ANN)
and the overall retail environment. The case depicts ANN, a womens 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 companys newer Ann Taylor LOFT division that carried
lower priced casual merchandise.
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. ANNs 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
LOFTs 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 Krill
announced a restructuring plan, a reduction of the firms overall cost structure. This included
layoffs of headquarters staff and reconfiguration of executive performance compensation
bonuses. Some analysts questioned the wisdom of Krills ongoing involvement in day-to-day
operations and wondered if the turnover in upper management since 2006 might be a problem. It
is clear that Krill was firmly committed to long-term growth. However, the basic question of the
case is whether she was doing what she should do to unleash what she believed was the firms
significant untapped potential?
Questions
1. What are key forces in the general and industry environments that affect Ann Taylors
choice of strategy?
2. What internal resources and assets did ANN have that gave it a competitive advantage?
3. How did ANN compete?
4. What has Kay Krill done to implement strategy, and what challenges remain?
Questions
1. What were key forces in the general and industry environments that affected FreshDirect?
2. What internal resources and assets did FreshDirect have that gave it a competitive
advantage?
3. How did FreshDirect compete?
4. What innovations and entrepreneurial strategies did FreshDirect utilize to craft a
competitive advantage?