When I was VP of Brand Planning at Limited Brands, one of my team’s core responsibilities was to help with the merchandising strategies for several key business units. The main thrust was to develop plans and inculcate disciplines that would drive large-scale growth and achieve absolute dominance in specific strategic merchandise categories. These were big businesses, and our CEO Les Wexner, who drove these engagements, would devote substantial corporate resources to these efforts because he envisioned (and frequently realized) topline gains in half-billion dollar increments.
Continue reading “How to Win in Your Most Strategic Categories (Part I)”