Two weeks ago in this space, I posed a challenge to readers to suggest ways to turn around Sears if you were the strategic adviser to that company. Unless you have been living on the planet Zemo for the past 10 years, you know that Sears and the Titanic seem to have a lot in common, with the exception that the Titanic's deck chairs were nicer.
I asked you to write and many of you sent your ideas and modest proposals. Or, perhaps my mom wrote all those e-mails under phony names so I would think people are reading this column. Either way, here are some of your thoughts:
* Recognize that the Sears' customer base is middle class and stop flitting with avante garde, here-today-gone-tomorrow merchandising schemes.
* Multiple readers identified the employees and their attitudes as being key to a turnaround. Pay them well, you said, and train them to be knowledgeable first line contacts with customers. Increase communication and feedback with them.
* Several suggested that the new CEO should run the show, not Chairman Ed Lampert. One reader, in fact, suggested that Mr. Lampert go elsewhere altogether.
* Make sure the merchandise is available -- too many stock-outs.
* Improve the customer service -- "it's not unusual to see sales associates standing around in groups while the customers must browse on their own."
* Getting closer to the customers and their needs was a theme echoed by several. Examples -- "Hold roundtables with them;" "Give them an evaluation form."
* Several ex-Sears employees wrote in with ideas. One of those reader-writers recommended that top management listen more to Sears field managers.
* More than one reader identified tools and appliances as Sears' strong suits and suggested a focus on those areas, and perhaps exiting categories like clothing and jewelry. "Sears is a pretty drab place outside of appliances and tools," someone said.
* However, another "adviser" opined that better advertising and a regional buying strategy would help attract customers to Sears' apparel offerings.
* Multiple readers proposed that Sears provide better discounts for seniors and ex-employees.
* One reader was very specific, calling for Sears to put a Dollar Store inside existing stores, as well as a deli, nail salon and three banks. Yes, three. And if you spent $15, you'd get a free glazed doughnut.
Would these kinds of actions be enough to make Sears a shopping destination like Target is? Or, will Sears ultimately go the way of another merchandising icon, Montgomery Ward?
The new management team has much work to do. As one reader -- one of the ex-Sears employees said, "This business is not rocket science. It is simple if they just listen to the folks in the field "
Finally, a reader named Jane said she would appoint a female CEO and have an all-female board. She went on to say, "Success, like anything else, depends on vision and creativity. And the ladies have it -- hands down."
Hmmm Mom, seriously, was that you?
Opinions expressed solely are those of the writer. Mike Hoban, of Crown Point, is a senior consultant for an international leadership development and training firm. Send mail to him c/o The Times, or e-mail him at business-at-large@sbcglobal.net.
