He fixed what wasn’t broken.

Ron Johnson built Apple’s retail world. In 2011 he left to join JCPenney as CEO with a mandate to save a dying brand.

His diagnosis: JCP’s customers were being manipulated by fake sales and endless coupons. So he fixed it. No more manufacturer discounts. Everyday low prices. A clean, honest retail experience. In-store boutiques. An Apple store sensibility brought to Middle America. Visionary on paper. A catastrophe in execution.

What was missed was who JCP’s loyal customer really was. She wasn’t an Apple store browser excited by clean design. She was a value-driven, coupon-clipping, sale-hunting loyalist who had shopped JCP for decades because of exactly the promotions being eliminated. The “fake” sales weren’t manipulation to her. They were the whole point: the thrill of the hunt, the reason she came. When the coupons disappeared, so did she.

What followed
  • Sales dropped 25% in year one.
  • Nearly $1 billion in losses.
  • Johnson was out in 17 months.
  • JCP never recovered, and filed for bankruptcy in 2020.

Johnson arrived with answers before he took the time to understand the customer. He confused his own taste for customer insight, and a century-old American brand paid the price.

Everything about the new pricing was defensible except the one thing that mattered, which was whether her shopping trip still felt like a win.

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