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Ron Johnson was right about JCPenney | Ken Segall
"As Johnson himself admits, he simply went too fast. He cut the coupons and sales before the stores could be physically transformed. In doing so, he alienated the old shoppers before he could attract the new ones."
transformation  ronjohnson  business  jcpenney  reinvention  retail 
july 2018 by danhon
How Startups Can Do Retail Right from the Inventor of the Apple Store (First Round Review)
Just as Homejoy CEO Adora Cheung gained insight into the cleaning industry by buckling down and scrubbing clients’ homes
ronjohnson  apple  applestore  applestores  startups  stevejobs  target 
august 2015 by davidkoren
Former Apple Retail Boss Ron Johnson Unwraps New Web Startup ‘Enjoy’ - Digits - WSJ
RT : Weird. Ron Johnson's tech on-demand delivery start-up is actually going to pay human staff a real salary
forobots  delivery  startup  RonJohnson  enjoy  gadget  from twitter
may 2015 by bowbrick
Twitter / elonjames: Ron Johnson is explaining the ...
Ron Johnson is explaining the police's safety is #1.

Are y'all getting it yet? #Ferguson
police  usa  legal  culture  ethics  government  civilrights  humanrights  protest  RonJohnson  Ferguson 
august 2014 by jtyost2
Missouri's Capt. Johnson Flashes Fraternity Sign, Gets Called A 'Gang Member'
Missouri Highway Patrol Captain Ron Johnson, the highway patrol captain placed in charge of security in Ferguson Missouri, was photographed making hand signs that some quickly thought were gang signs. The thing is, they were actually hand signs for the black fraternity Johnson has been part of, Kappa Alpha Psi.

The Washington Post's Soraya Nadia McDonald in a post published early on Wednesday pointed out that the hand signs Johnson had been making in photographs some thought were gang signs were actually fraternity hand signs.
RonJohnson  police  politics  legal  usa  missouri  race  racism 
august 2014 by jtyost2
J.C. Penney CEO Ron Johnson is out - latimes.com
Ron Johnson is no longer chief executive of J.C. Penney, and will be replaced by his predecessor, Myron E. Ullman III. Johnson had been trying to revamp the J.C. Penney brand by perking up the department store’s product assortment while downsizing its staff head count. But rumors that he was on his way out began circulating months ago, after J.C. Penney’s revenue tanked 25% in a single quarter, its stock plummeted about 60% in a year and customers complained loudly about the company's flip-flopping policies on discounts and bargains.
April  2013  CRO  RonJohnson  JCPenney  Apple  AppleStores  Spring  retail 
may 2013 by ahasteve
How Ron Johnson tried, and failed, to inject a bit of Apple culture into JC Penney | TUAW - The Unofficial Apple Weblog
This is the Great Man theory reversed - that Johnson failed at J.C. Penney will be taken as proof that (a) a Great Man has lost his way and perhaps (b) further proof of the Sanctity of The Jobs. We yearn for simple, complete explanations but there are few.
apple  retail  ronjohnson 
april 2013 by rodcorp
JCPenney: Ron Johnson came from Apple to reinvent J.C. Penney and ended up destroying it. - Slate Magazine
It wasn’t supposed to be this way. JCPenney made a big splash in the retail world by hiring Ron Johnson, mastermind of Apple’s retail operations, as CEO. He immediately set about to reorganize the stores, and imported Apple concepts, most notably a “no discounting” policy geared around convincing customers that the everyday price is a great price. The results seemed to speak for themselves, but I was curious. After all, I’ve never given the “new” JCPenney a try. Perhaps Johnson is a visionary genius who’s reinvented the department store, and the world just isn’t ready for him. Perhaps he’s the victim of bad luck. Perhaps shareholders just need to hold on and have faith.

So I took the Metro to the Maryland suburbs for a visit to the JCPenney in the Wheaton Plaza Mall to see if Johnson really is reviving the legendary chain. There is no evidence that Johnson has remade much of anything. Everything that I always find alienating and unpleasant about the basic department store experience is still there. The store is too big and too disorganized. Products are sometimes clustered by functional category and sometimes by brand, with a confusing mix of house brands and real ones. Right at the door a sign invites you to enjoy free Wi-Fi throughout the store, which really is a change. But why would you want that? There’s no place to sit in the store and no synergy between laptop use and shopping there. Just for kicks, I had my iPhone hop on the Wi-Fi network only to discover that the connection speeds were noticeably slower than Verizon LTE.

Nobody was ever driven into bankruptcy by unreliable Wi-Fi, but that’s the Ron Johnson Era in a nutshell. Instead of building on what the people who like JCPenney liked about JCPenney, he undertook a series of essentially arbitrary changes that alienated some without drawing anyone new in.

His now-infamous effort to wean consumers off their addiction to discounts by banning sales and coupons in favor of “fair and square” everyday pricing is a case in point. No major retailer works this way. Frequent discounting is an effective tool of price discrimination—the thrifty pay less, the careless or rushed pay more—that lets retailers maximize the value of their fixed real estate investments. Not discounting works for Apple because products become obsolete long before they stop working. Thrifty customers simply upgrade less aggressively. JCPenney customers hated the new arrangement, and not surprisingly Johnson started backing down. But now he has the worst of both worlds. For a no-discounting policy to succeed, it has to be credible. But lurking amid the signs touting the fair-and-square policy I saw a “limited time only” 25 percent discount on Stafford work clothes and various items marked “clearance.”

A policy initially designed to imply that competitors were duping their customers has become the reverse. Here was JCPenney explicitly telling you that the list price is the real price and you shouldn’t expect discounts, then down the aisle—discounts!

At best you could say that Johnson, who used to work for Target, has succeeded in making the stores a bit more like Target. He’s brought in Target-style special collections like the Cosabella Amore line of lingerie (oddly placed on the floor with children’s clothes rather than near apparel for grown women) and launched advertisements that seem geared to a cooler, younger, more urban audience than JCPenney’s traditional client base of somewhat square, lower-middle-class moms.
retail  business  marketing  jcpenny  RonJohnson 
march 2013 by jtyost2

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