Built mainstream middle-class retail on the golden rule: fair prices, profit-sharing, and treating employees as partners. By 1929, hit $190M in sales (equivalent to $3.5B today) with 1,400 stores. Rode suburbanization into malls and became an anchor tenant nationwide.
What Changed
Decades of slow decline — squeezed by Walmart below, Nordstrom above, Amazon everywhere. Then Bill Ackman hired Apple retail architect Ron Johnson as CEO. Johnson eliminated all coupons and sales overnight without testing, alienating core customers who loved the hunt. Sales crashed 32% in Q4 2012. He ran the company from California via private jet.
Where it Landed
Chapter 11 bankruptcy in May 2020. Stock delisted after falling from $85 to under $0.20. Mall operators bought it for $800M to keep their anchor tenants alive. Now part of a conglomerate of once-bankrupt retail brands.
The Principles
1.
Know your customer — or die. JC Penney's working-class shoppers loved coupons and the thrill of deals. Johnson thought they were irrational and needed 'educating.' They left instead.
2.
Test before you bet the company. Johnson rolled out fair-and-square pricing across all stores without a single pilot. When asked why, he said 'we didn't test at Apple' — ignoring that Apple had a monopoly and JC Penney didn't.
3.
What worked for 20 years isn't a strategy. Anchor tenant status in malls saved JC Penney in the 1960s and kept it alive in bankruptcy. But relying on past structural advantages won't save you from execution failures.
Builder's Takeaway
3 silent killers that wreck retail turnarounds:
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Never remove the game customers love without testing first
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Importing playbooks from monopolies into commodity businesses fails
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Flying private while your customer clips coupons guarantees blindness
