After a period of turbulence, the fourth generation of Nordstroms are in control of the $ 7100000000 apparel retailer. You have initiated a number of changes in purchasing and IT, which have turned the business around. What can they do to ensure future growth?

After a period of turbulence, the fourth generation of Nordstroms are in control of the $ 7100000000 apparel retailer. You have initiated a number of changes in purchasing and IT, which have turned the business around. What can they do to ensure future growth?
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from
Rajiv Lal,
Arar Han
Source: Harvard Business School
35 pages.
Release Date: 16 February 2005. Prod #: 505051-PDF-ENG
Nordstrom: The Turnaround HBR case solution

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