target project final report

Online luxury Design Six Amigos

Online Luxury Design

Designer Clothing for a New Shopping Experience

Proposed to

Gregg W. Steinhafel, CEO

Target Corporation

Presented by

The Six Amigos:

Andrew Janusz

Zach O’Connor

Josh Flick

Jeff Seng

He Song

April 4, 2013

i

Online

Luxury

Design

Designer Clothing for a New Shopping

Experience


Kelley School of Business 1309 E. Tenth Street Bloomington, IN 47405

March 26, 2013

Gregg W. SteinhafelTarget Corporation, CEO1000 Nicollet Mall Minneapolis, MN 55403

Dear Mr. Steinhafel,

SUBJ: DESIGNER CLOTHING FOR A NEW SHOPPER EXPERIENCE

Six Amigos Consulting wants to thank you for the opportunity to work with Target Corporation. We are honored in the opportunity to provide you with a solution to perform better for guests, given the emergence of online retailing.

After researching and analyzing Target and its competitors, we have discovered that Target’s main consumer is a female around the age of 46, the youngest amongst major retailers. With this in mind, we decided to incorporate the average Target guest into our idea. Six Amigos Consulting believes Target should collaborate with high-end designers to create a product line specifically catered to the main Target demographic, with an emphasis on women’s apparel. We believe that through this exclusive collaboration you would gain an edge on your competitors while reaping benefits. In the formal report, we give important recommendation and implementation steps to follow through with our proposal.

Six Amigos Consulting would like to thank Professor Jeanette Heidewald and Merchandise Lead Sarah Zehrer for providing valuable insight during our research and formation of this proposal.

Please feel free to contact Six Amigos Consulting with any questions or concerns by emailing us at [email protected] or by phone at (812) 999-9999. We look forward to working with Target Corporation and strongly believe our suggestion will continue Target’s success in the future.

Sincerely,

ii

mailto:[email protected]


Six Amigos Consulting

Table of ContentsExecutive Summary.................................................................................................................vi

Designer Clothing for a New Shopping Experience...................................................................1

Target Invests In Its Guests...............................................................................................................1

Innovation Creates Success..............................................................................................................1

Online Sales Consumption................................................................................................................2

Emerging Trends......................................................................................................................2

The Rise of the Female Economy......................................................................................................3

The Digital Age Brings More Wireless Devices...................................................................................3

The Next Step:.........................................................................................................................4

Synonymous Values.........................................................................................................................5

Product Differentiation Wins............................................................................................................5

Collaborations benefit both parties..................................................................................................6

Implement online first......................................................................................................................6

Moving Forward......................................................................................................................7

1. Contact Designers.........................................................................................................................7

2. Design, Agree, Produce.................................................................................................................7

3. Release Line.................................................................................................................................8

4. Prep and Integrate........................................................................................................................8

Profit Analysis.........................................................................................................................9

“Expect More, Pay Less”........................................................................................................10

Appendices............................................................................................................................11

Appendix A: SWOT Analysis Pre-Implementation...........................................................................11

Appendix B: SWOT Analysis Post-Implementation..........................................................................12

Works Cited...........................................................................................................................13

iii


Works Consulted....................................................................................................................14

Table of Figures

Figure 1 The Model of Kate Spade...............................................................................................................1Figure 2 U.S. Online Retail Forecast.............................................................................................................2Figure 3 Online Consumers per Year (Millions)...........................................................................................2Figure 4 The Rise of the Female Economy...................................................................................................3Figure 5 Website Visits by Device................................................................................................................3Figure 6 Brand Priorities..............................................................................................................................4Figure 7 The Information of Designers........................................................................................................7Figure 8 Implementation process................................................................................................................8Figure 9 Production Costs............................................................................................................................9Figure 10 Profit Analysis..............................................................................................................................9

iv


Executive SummaryPurpose of the ReportThe principle reasons for this report are to: 1) Assess Target’s current market position 2) address the changes in Target’s market and 3) propose a strategy and implementation plan to respond to these changes.

Defining the Market Target is known for maintaining a strong set of values and providing for its guests and communities. These values led to strong and consistent guest loyalty. Target’s ability to drive innovation has led to unique products that resonate with guests and appeal to their desires. Target fulfills these desires by providing an online marketplace the guests use to purchase products. The past has shown that Target’s website is a key profit driver within its business.

Survival of the Fittest Given the emergence of online retailing, Target success depends on its ability to adapt to market changes. An increase in wireless devices represents a large portion of this change requiring attention from Target. Women also represent an immense portion of emerging market. In order to capture this new influential demographic, Target must address their needs. Through the implementation of Online Luxury Design, Target will be able to cater to this demographic.

Defining Online Luxury DesignTarget previously partnered with various luxury designers, which resulted in inconsistent sales outcomes. Our new approach allows Target to have more control over the product lines. This control stems from Target’s ability to ascertain which products are top-selling within the product line. Following this result, Target will maintain cost-efficiency by placing top-selling products in stores.

Building Blocks to SuccessTarget’s implementation of this new approach to online luxury design will allow it to give its guests a broad range of new products while appealing to their styles and values. Six Amigos Consulting suggests these 4 steps to profitability and guest satisfaction:

1. Contact designers to discuss project elements2. Agree upon a deal and allow time for product development 3. Use multi-channel marketing to create buzz for product followed by online release4. Plan and implement in-store placement of top-selling products while catering to region

specific climate

v


Designer Clothing for a New Shopping Experience

In 1962 Target set out in pursuit of a goal to completely redefine the shopping experience for its guests. For the past 60 years, Target committed itself to providing its guests with a pleasant shopping experience that offered both everyday essentials and fashionable merchandise for a low cost. As a result of its success, Target Corporation is now the second largest retailer in the United States (“Target Corporate”).

Target Invests In Its GuestsBy maintaining a strong set of moral values, Target increases customer loyalty and differentiates itself from other competitors. Target believes that benefiting the surrounding communities is essential to its business model ("TARGET”). According to Target.com, each year, it gives back 5% of its total profits to communities across the country. Furthermore, Target participates in community service activities and donations substantial amounts of wealth to further education. In 2011, Target’s employees accumulated 475,000 hours of community service and donated over $100 million toward education ("Target Corporate”). By investing in the community, Target transformed its bulls-eye logo into an iconic symbol that is recognized by 96% of consumers. Targets ability to integrate its values into its business model has resulted in customer loyalty that is far superior to that of its competitors.

Innovation Creates SuccessProduct differentiation is ingrained in the company through heavy focus on design and innovation. Target proved its leadership position in design and innovation through its collaboration with Isaac Mizrahi in 2003. The collaboration began a decade long drive by retailers to attract new customers through unique product sourcing. However, Target remains focused on its customers by releasing products that aim specifically at Target’s main demographic: 40 year-old, college-educated women (“Fast Facts”).

With the focus on this particular consumer demographic, Target released exclusive designer collaborations that appealed to these women and their sense of fashion. It has worked with the likes of Pabral Gurung, Neiman Marcus, Kate Young, and many others. One such

1

Figure 1 The Model of Kate Spade

Source: thrifty-tyra.com


collaboration, Missoni for Target, succeeded extremely well for the company both in-store and online. In fact, its popularity crashed the online website and in-store stock sold out within the day. The website crash is just one indicator of the current online market.

Online Sales ConsumptionTarget’s Online sales increased 10% in 2012 and global online retail sales are projected to increase over 62% by 2016 (Indvik).

In 2011, U.S. online retail sales topped $200 Billion dollars and are expected to reach $327 Billion dollars by 2016.

Source: Indvik

In 2011, 167 million consumers purchased something online. That number is expected to grow to 192 million by 2016. The totals represent 53% and 56% of the population respectively. With over half of the United States making purchases online, the online retail market is ripe for expansion and growth.

Emerging TrendsTarget’s current strategies and the current market condition allowed it to hold a leadership position. However, there are some emerging trends that are changing the market and need to be addressed. By taking action, Target can respond to these changes and continue the positive online experience that customer’s desire.

2

Figure 2 U.S. Online Retail Forecast

Figure 3 Online Consumers per Year (Millions)

Source: Halid


The Rise of the Female EconomyWithin the U.S., women control roughly $7 trillion in annual consumer spending, and are expected to increase to 2/3 of all U.S. consumers spending. Women represent a growth market bigger than China and India combined (“HBR”). Senior women age 50 and older control net worth of $19 trillion and own more than three-fourths of the nation’s financial wealth (“Ogilvy”). The Baby Boomer Generation will have more money than any other generation in history. Not only do women represent a significant portion of the world’s buying power but also they do most of the shopping.

Figure 4 The Rise of the Female Economy

The Digital Age Brings More

Wireless DevicesWhile consumers are spending more time online making purchases, an increasing amount of devices are becoming Internet capable. The increase in internet-capable devices has paralleled increasing online sales. According to Monetate Solutions, websites they tracked saw desktop and laptop visits decrease from 92.33 percent to 81.60 percent in one year. While that may seem like a negative thing, both tablets and smartphones more than doubled their

3

Figure 5 Website Visits by Device

Source: MarketZeus

Source: Campbell


market share in the same year. For all of 2011, some 66.9 million tablets sold around the world, up approximately 260 percent from 2010 (Roggio).

One of the most important trends to take into consideration is Target’s aging consumer demographic. As the demographic ages, its preferences will change. The change will include the product types being purchased and how they are purchased. With millennials growing older, they are going to start having more buying power. By 2015, almost half of the world’s population will be under the age of 25 (“Millennials”).

Millennials will have experience with mobile devices, allowing them to increasingly

purchase online from any location in the world. Their views on brands and value have also shifted from the current Target demographic. Millennials desire brands with attributes like “cool”, “trend-setting”, and “unique”. Out of a rank of 1-39, millennials rank those 3 attributes in the top 15. On the other hand baby-boomers rank the same attributes much lower on the list at 23, 24, and 25. Both generations have radically different views on brands and their value, which Target may need to respond to soon.

The Next Step:Six Amigos Consulting believes Target should collaborate with high-end designers to create a product line specifically catering to the main target demographic with an emphasis on women’s apparel. The designer apparel should be implemented exclusively online for a period of one month allowing target to gauge which products are most successful. The top selling products should then be transferred in-store to further increase sales.

We recommend that Target form partnerships with the Tory Burch, and Kate Spade. These designers are extremely popular, like-minded in values, and produce unique products. Integrating a line of products with each of these designers will set Target apart from competitors while staying in line with their ideals. This report includes a thorough recommendation explaining the benefits of high-end, online-exclusive collaborations, how implementation can be carried out, and how Target can expect to be affected by implementation.

4

Figure 6 Brand Priorities

Source: Boomers


Synonymous ValuesTarget and our recommended designers share similar values. Target has been giving 5% of income to the community each year since it was founded. They believe it is essential to their business model to serve their communities through charitable donations. Our recommended designers, Kate Spade and Tory Burch, serve communities through philanthropic organizations.

Kate Spade specifically works with Women for Women International, an organization striving to help women’s lives in warring countries.

The company creates engraved bracelets with a positive message which are sold on its website. 25% of all sales of these bracelets go to Women for Women International.

Tory Burch strives to provide benefits to women in the United States. Recently, she founded the Tory Burch Foundation, which aims at providing economic opportunities to women and their families. The foundation “invests in the success and sustainability of women owned businesses through grants and microfinance for women entrepreneurs” (“Tory Burch”). Through its mentoring program, the Tory Burch Foundation provides young women with the necessary tools to become successful as entrepreneurs and leaders.

Our recommended designers share the same values that target holds and preach. Through collaborations with these designers, Target can continue to show its guests that benefiting women and communities is important to its core business values.

Product Differentiation WinsProduct differentiation is a core marketing strategy in Target’s business model. The marketing strategy has allowed Target to become the second largest retailer in the U.S. Strong in-house apparel brands have allowed Target to maintain its image of unique products as it has grown. By partnering with luxury designers, it allows Target to further increase product differentiation by appealing to more women.

These designer brands will appeal to women across several generations including generations X, Y, and millennials. All generations lie within Target’s optimal consumer demographic range. Because generation Y and the millennials have grown up in the information age, they have the strongest internet presence. This makes them more susceptible to buying products online. Generation X has the highest buying power of the three generations with $125 billion spent annually. However, their online presence is smallest. Product integration online first will allow generation Y and the millennials to find out what’s popular and trendy. Integrating the most popular products in-store will coincide with generation X’s desire to appear young and hip. Generation X is among the first to try and buy new products (Lambert). The brand loyalty of

5


these consumers is highest compared to other generations. These factors support the effectiveness of our strategy.

While continuing Target’s trend of providing cheap-chic style, these partnerships will allow it to compete with more upscale companies like Macy’s and J.C. Penney’s. The collaborations will parallel Target’s promise to guests of “Expect More, Pay Less” and broaden its consumer base.

Collaborations benefit both partiesCollaborations are mutually beneficial for both Target and the fashion designer. These partnerships benefit designers by bringing luxury brands into a setting that allows a broader and more diverse audience to purchase these products. This increases awareness of the luxury brands, translating into purchases of their standard fashion products following the collaboration. In the past, the marketing strategies Target implemented created immense buzz surrounding the release of the Missoni product line benefiting both partners. These benefits provide incentives for the designers to partner and work with Target.

Target benefits most from working with luxury designers. Target essentially creates an “in-house” brand by collaborating with luxury designers (Zehrer). It allows Target to outsource the legwork to the designers while retaining the luxury brand image. This translates into increased profits for Target. By attaching the luxury brand name to Target’s name, it increases Target’s brand image and awareness as well.

Implement online firstOur strategy of rolling out the entire product range online first followed by in-store placement will be cost efficient. Starting the product line online, allows Target to accurately judge the top-selling products by computer tracking. It also allows Target to determine which regions certain top-selling products are sold in. For example, Northern regions will most likely show higher purchases of warmer clothing whereas; Southern regions will show light-weight clothing.

Because the majority of target sales occur in-store, placing top-selling products in-store will lead to less surplus merchandise. In the past, Target had problems with in-store surplus leading to slashed prices and cost-inefficiency. The strategy we have provided defeats showrooming. Target is the only option to purchase from because the product is unique and unattainable elsewhere. Our strategy will ultimately increase profitability by retaining high markup price and reducing product surplus.

6


Moving ForwardThe following 4 step implementation plan will help follow through with our recommendation. Following this plan will ensure a successful launch of the new collaboration online as well as in stores.

1. Contact DesignersTarget’s first step in executing this new proposal is to determine its interests in the types of products to be offered. We here at Six Amigos consulting believe that Target should focus solely on women’s apparel. Following through with this suggestion, Target then needs to contact our recommendation in high-end designers; Tory Burch and Kate Spade.

Target will contact these designers and set up meetings at corporate headquarters located at:

Figure 7 The Information of Designers

2. Design, Agree, ProduceDuring these corporate meetings, Target will explain to Tory Burch and Kate Spade how they would benefit from this exclusive collaboration, the terms of the deal, and what each side should expect to receive from the deal. Target should pay both Tory Burch and Kate Spade $2 million for their services in this collaboration. Target would clarify to Tory Burch and Kate Spade what type of products they want the designers to create, exclusively women’s apparel. After the designers receive the information about the clothing line, they would start designing the

7

Source: “Tory Burch” “Kate Spade”


collection. It may take up to a few months for the designers to finish the product to their liking. Target would then need to approve the entire collection. Target should check for styles, colors, and quality assurance. Once everything is agreed upon, it is time to mass produce the clothing.

3. Release LineAs per our recommendation, Target will release the exclusive clothing line online for a period of one month. However, in order for the clothing line to be successful, Target must use multi-channel advertising to promote the new line. We suggest daily posts on both the corporate Facebook and Twitter accounts, airing television commercials, and promoting on the front page of Target’s website. After a time period of one month has passed, Target will then review the itemized income statement breakdown for online sales during this one month. After the top selling items have been noted, it will then be time to release these items in stores.

4. Prep and IntegrateThe last step in this implementation plan is to prep and integrate the new clothing line into existing stores. Target will prepare for incoming shipments of the new line as well as rearrange the apparel section in existing stores to make way for the new clothing line. Target will create a separate section for the new line while choosing “prime real estate” in the store to promote the line. This area should be highly visible and should attract customers in to this area to view the clothing. The clothing in each section will differ based on the geographical location of the stores. For instance, stores with a cooler climate will have more coats, sweaters, and thicker clothing items to adjust to the cooler temperatures. Stores with a warmer climate will be more focused on lighter clothing.

8

Contact Designers

Design, Agree, Produce

Release Line

Prep and Integrate


Figure

8

Implementation process

9


Profit AnalysisOur profit analysis is based on the fact that Target uses a 100% markup on production costs for its clothing line. Assuming that the new clothing line has about 200 items (100 from each designer), averaging $30 retail price, the average production costs for these items would be $15. If you produce 5000 of each item for online sales during that one month period, the total costs for online inventory would amount to $15,000,000. When Target determines the top selling items, most likely around 50 items (25 from each designer), each store will keep 500 in inventory for each item. Again, assuming the average production costs for these items is $15 the total costs per store is around $375,000. Since Target will be incorporating this new line into every store, per store production costs would be multiplied by 1763 (total number of target stores).

Figure 9 Production Costs

Number of items

Inventory for each item

Production cost for each item

Number of locations

Total

Online 200 5000 $15 1 $15,000,000In

Store50 500 $15 1763 $661,123,000

This figure shows the total production costs for in store as well as online inventory. Adding both in store and online production costs as well as the $2 million given to the designers will give total costs for producing the new clothing line. In the figure below we have put together a worst, base, and best case scenario relating to the sales of these items.

Figure 10 Profit Analysis

Worst Case (60%) Base Case (80%) Best Case (100%)Total Revenue $811,350,000 $1,081,800,000 $1,352,250,000Total Costs $680,125,000 $680,125,000 $680,125,000Gross Profit $131,225,000 $401,675,000 $672,125,000

In our worst-case scenario, Target only sells 60% of its inventory and still makes a profit of $131,225,000. Our base case scenario predicts that Target will sell 80% of its inventory to

10


realize a profit of $401,675,000. Finally, our best case scenario, in which every item in inventory sells, would realize a gross profit of $672,125,000.

“Expect More, Pay Less”Target satisfies its guests by offering everyday essentials and fashionable merchandise at an affordable price. Through our exclusive designer collaborations, Target can offer luxury apparel while maintaining low prices. Not only will our recommendation satisfy guest’s needs, Target will also benefit. These benefits consist of increased profitability, customer satisfaction, and online sales presence. By utilizing our recommendation, Target will be able to fulfill its needs and further increase its brand image. Our recommendation is a step in the right direction towards increasing online traffic and sales presence given the emergence of online retailing.

11


Appendices

Appendix A: SWOT Analysis Pre-Implementation

Strengths: Large consumer base Well known brand, Bull’s-eye

o 97% of American consumers recognize Target’s Bull’s-eye Charitable Organization

o Gives Back to the Community Take Charge of Education Program donated more than 229 million to 75%

of all schools in US 5% of profits weekly donated to charities

Variety of Suppliers, not dependent on one particular suppliero Large Selectiono Quality and stylish products

Weaknesses: Slightly higher prices than competition, due to quality merchandise Apparel lines not appealing to younger consumers Received complaints about delivery time of products through the mail Non global sales organization Traditional advertising (“behind the times”)

Opportunities: Emerging online market

o Incentives to shop and buy onlineo Incentive to add more online products

Improvement of purchasing and shipping speed Developing more, popular “in house” brands Improvement of pricing perception Emerging Millennial market to capitalize on

o Especially with Millennial women because of quality apparelThreats:

Apparel market competitorso Macy’s, Kohl’s, J.C. Penney’s

Competitive prices Quality clothing

Fast growing potential e-retail competitors Poor economy and job loss

o Customers want low prices

12


Appendix B: SWOT Analysis Post-Implementation

Strengths: Adds appealing apparel products to emerging online market Increases brand strength more through luxury designer apparel

o Adds better products to main customer, women Partnership with well known designers and quality apparel Increases charity through more profit and partnership with philanthropic designers Increases online website traffic

o Possibility of increasing other products’ sales Lessens apparel supplier dependency even lower

Weaknesses: Uncertain reaction to slightly higher apparel prices

o Although prices will be higher, the quality will increase Unknown popularity of releasing new product line Non-global customer base

Opportunities: Attract more than just middle aged women to its apparel products

o Specifically millennial women through the new stylish products Differentiate products and company from competitors Possibility of increasing in-store sales if the partnership with luxury designers is

successfulo Add popular products into in-store sales

Attract foreign and celebrity buyers through partnership with luxury designers Increases philanthropic opportunities through designer product give-a-ways

o Kate Spade and Tory Burch work with Women for Women International, boosting women attraction to Target even more

New and attractive social media advertising product

Threats: Consumers spending less on new apparel because of lingering economic recession Competitors picking up on partnering with good luxury designers and competing with

apparel line

13


Works Cited

"10 Things You Didn't Know about Target." A Bullseye View. Target Corporation, 15 Aug. 2012. Web. 04 Mar. 2013.

Blaine, Charley. "Oil and Gasoline Prices Are Rising." MSNMoney.com. 30 Jan. 2013. Web. 04 Mar. 2013.

"Boomers and Millennials’ Brand Preferences." EPoll Market Research Blog. 17 June 2011. Web. 04 Mar. 2013.

Campbell, Mikey. "Apple's IPad Driving E-commerce as Market Shifts from Desktop-based Purchases." Appleinsider.com. 27 Nov. 2012. Web. 04 Mar. 2013.

"Fast Facts." Target.com. Web. 05 Mar. 2013.

Halid, K. "Online Consumer Behavior Infographic." Invesp.com. 8 Mar. 2012. Web. 04 Mar. 2013.

“HBR Blog Network." Harvard Business Review. Web. 07 Mar. 2013.

Indvik, Lauren. "U.S. Online Retail Sales to Reach $327 Billion by 2016." Mashable.com. 27 Feb. 2012. Web. 04 Mar. 2013.

Karow, Dave. "The Target.com "Fail Doggie" -- It Didn't Have to Happen." Blog.keynote.com. Keynote, 23 Sept. 2013. Web. 04 Mar. 2013.

"Kate Spade." Kate Spade New York. N.p., n.d. Web.

Lambert, Emily. "Generation X." Specialty Retail. N.p., Summer 2003. Web.

"Millennials' Brand Preferences Shift Due to Household Structure." The Hartman Group. 1 Sept. 2011. Web. 04 Mar. 2013.

Ogilvy & Mather. “Women in Their Digital Domain.” Web. 04 Mar. 2013.

Roggio, Armando. "4 Ways Tablets Could Affect Ecommerce Design, Marketing." Practicalecommerce.com. 7 Feb. 2012. Web. 04 Mar. 2013.

"Target Corporate: Social Responsibility, Careers, Press, Investors." Target Corporate: Social Responsibility, Careers, Press, Investors. Web. 06 Mar. 2013.

"Tory Burch." Tory Burch. N.p., n.d. Web.

Zehrer, Sarah. Merchandise Planning Leader for Target Corporation. “Target Executive Q&A.” Neal-Marshall Black Culture Center, Bloomington. 21 Feb. 2013.

14


Works Consulted

"2011 Annual Report." Financial Highlights. Target, Web. 14 Jan 2013.

"A message From Our CEO." Target, Web. 14 Jan 2013.

Adamson, Allen. "The Target Brand Gets the Simple Things Right (and a Lot More)." Forbes. Forbes Magazine, 27 Oct. 2010. Web. 16 Jan. 2013.

"Amazon's Competitive Advantage, Growth Opportunities Make It A Buy." Seeking Alpha. Web. 24 Jan. 2013.

Ambartsougian, Edgar. "Target, Wal-Mart And Costco: Retail's Competitive Environment - Seeking Alpha." Target, Wal-Mart And Costco: Retail's Competitive Environment - Seeking Alpha. 12 Oct. 2011. Web. 10 Jan. 2013.

“Analysis of Revenues.” Research and Analysis. Stock Analysis on Net, Web. 21 Jan 2013.

"Brick-and-mortar Retailers vs. Amazon, Ebay. Who Will Win the Battle for Customers?" The Online Economy RSS. Web. 24 Jan. 2013.

“Bullseye: Target’s Cheap Chic Strategy.” Working Knowledge. Harvard Business School, Web. 23 Jan 2013.

Burkolter, Dina. "Online Consumer Behavior and Its Relationship with Socio demographics, Shopping Orientations, Need for Emotion, and Fashion Leadership." Journal of Business and Media Psychology, Web.

"Buysight: Who's Shopping Online?" Buysight.com. Web. 24 Jan. 2013.

Carmichael, Matt. "The Demographics of Retail." Ad Age, 19 Mar 2012. Web. 14 Jan 2013.

Christman, Ed. "Grey is the new Black: Black Friday music sales at major retailers dipped. But there were bright spots, including Target and Amazon, vinyl's ongoing revival and the positive impact of Record Store Day." Billboard 8 Dec. 2012: 6. Business Insights: Essentials. Web. 23 Jan. 2013.

Clearance: Pay Less with Target's Clearance Shop: Target. Web. 23 Jan. 2013.

Clifford, Stephanie. "Luring Online Shoppers Offline." The New York Times. The New York Times, 05 July 2012. Web. 24 Jan. 2013.

"Design & Innovation." Design & Innovation: Partners, Products, News. Web. 15 Jan. 2013.

Enright, Allison. "Target Takes Aim at Web-only Retailers." Retail Chains. 23 Jan. 2012. Web. 10 Jan. 2013.

15


"Facts Tagged With Target." Target Facts and Statistics. Web. 24 Jan. 2013.

"Financial Highlights." Target: Investors: Annual Reports: 2011 HTML Formal, 15 Mar. 2012. Web. 23 Jan. 2013.

"For Most Smartphone Owners, the Device Is a Personal Shopping Assistant." Mobile Commerce. Web. 24 Jan. 2013.

“Goals and Progress.” Corporate Responsibility. Target, Web. 21 Jan 2013

"Infographic: 4 Reasons Why Amazon Is Your Biggest Competitor This Holiday Season." Tompkins International. Web. 24 Jan. 2013

Lee, Thomas. "Target.com reboot thinks outside the big box." Star Tribune, 31 Aug 2011. Web. 14 Jan 2013.

Loeb, Walter. "Target Declares War On Online Competition." Forbes. Forbes Magazine, 29 Oct. 2012. Web. 24 Jan. 2013.

Mama, Hip. "Target's Internal Factors: Corporate Business Strategy Positioned for Success." Yahoo! Contributor Network., 24 Sept. 2007. Web. 23 Jan. 2013.

"Mission & Values." Target Mission, Values & Stories Behind Them. Web. 15 Jan. 2013.

"More Shoppers Are Reading E-books." Industry Statistics. Web. 24 Jan. 2013.

Morphy, Erika. "Face It Target, You Are No Amazon (And Shouldn't Try to Be)."Forbes. Forbes Magazine, 15 Jan. 2013. Web. 16 Jan. 2013.

O’Donnell, Julie. “A Comparison of Wal-Mart and Target Shoppers.” Scarborough, Web. 23 Jan 2013.

"Online Buying Behavior: The Difference between Men and Women | Redstage Networks." Redstage Networks RSS. Web. 22 Jan. 2013.

"Online Consumer Behavior Infographic | The Invesp Blog." The Invesp Blog: Ecommerce and Landing Page Optimization. Web. 24 Jan. 2013.

"Online Stores & Services." Epinions.com. Web. 16 Jan. 2013.

"Refunds and Returns." Refund Policy for Purchases from Target Australia Stores and Online. Web. 23 Jan. 2013.

Reuters. "Wal Mart Plans Expansion." ReutersUS. 22 Jan. 2013. Web. 23 Jan. 2013.

16


Shannon, Kerri. "Target Corp. (NYSE: TGT) Has Dethroned Wal-Mart as the Discount King - Money Morning." Money Morning Only the News You Can Profit From. 25 Aug. 2011. Web. 14 Jan. 2013.

"Statistics and Facts about Online Shopping | Statista." Statista RSS. Web. 22 Jan. 2013.

"Target Announces Collaboration with Celebrity Stylist Kate Young." News Releases: Hot Off the Press & Archives. 18 Jan. 2013. Web. 23 Jan. 2013.

Target Corp. Target Launches Redesigned E-Commerce Website. 23 Aug. 2011.Web. 14 Jan. 2013.

"Target Named One of the "World's Most Ethical Companies"" News Releases: Hot Off the Press & Archives. Target, 22 Mar. 2010. Web. 14 Jan. 2013.

"Target Names Names as It Pieces Together a Team of E-commerce Platform Builders." Internet Retailer. 29 Jan. 2010. Web. 14 Jan. 2013.

"Target Unveils New Design Partnership Program." News Releases: Hot Off the Press & Archives. Web. 15 Jan. 2013

"Target Unveils New Price Match, Exclusive Gifts and Digital Offerings for the Holiday Season." News Releases: Hot Off the Press & Archives. Web. 15 Jan. 2013

"Target.com Has Major Problems with Their Customer Service." Epinions.com. Web. 16 Jan. 2013

"The Shopping Experience." The Shopping Experience at Target Stores. Web. 15 Jan. 2013.

"Top 6 Online Retail Trends for 2012." - Digital Intelligence. Web. 24 Jan. 2013

Trevis Team. "Web Sales And Margins In Focus For Earnings." Forbes. Forbes, 15 May 2012. Web. 12 Jan 2013.

"Wal-Mart's Keys to Successful Supply Chain Management." Wal-Mart Supply Chain Management. Web. 24 Jan. 2013.

Williams, Alex. “Amazon Web Services Expected To Hit $1.5 Billion in Revenues for 2012.” Tech Crunch, Web. Jan 23 2013.

Zang, Ping. CONSUMER ONLINE SHOPPING ATTITUDES AND BEHAVIOR: ANASSESSMENT OF RESEARCH. Rep. Syracuse University, Web.

Zimmerman, Ann. "Hype Better Than Sales." Factiva. Wall Street Journal, 05 Dec. 2012. Web. 23 Jan. 2013.

17