Enough regurgitating the same old tricks from retail's dead and tired, textbook tool bag. Fight to leave a legacy that saved (and transformed) something worth saving (and transforming) rather than random footprints of tweaking, but ultimately maintaining a toxic way of being.
That's what this is about ... it's about the fight to save what were once national treasures. The department store. The catalog retailers. The store you visited every other week to pay down your layaway. The place where your parents did all of their Christmas or back-to-school shopping.
@Rocco_TheStreet you are one of those people that make me MAD. I work at JCP thanks for helping my job disappear and taking pleasure in itDawn Jones (@jagrfan51062) January 5, 2014
It's that type of Tweet that resonates with me.
And, while I appreciate the real, raw passion of the Tweeter, she misdirects it. She should be angry at her employer, not me. While stores such as Sears and JCP smartly jettisoned things like the catalog and layaway, they didn't replace them with anything that appeals to the modern day consumer the way Jeff Bezos's creations at Amazon do. As Bezos reinvented commerce, the brick and mortar cats sat idle. And, after more than a decade of getting absolutely crushed, they still got nothing!
And it's because of the MBA mindset, mired in retail's culture of obviousness. A culture that prompts VPs of Corporate Communications -- like Brathwaite from Sears -- to take hollow pot shots at guys like Sozzi and claim "shorts" deserve even a minor role in the before-our-eyes demise of a once great retailer. It's a culture that leads physical retail executives to think they actually have to something, in its present form, to fight for.
To the contrary ... while there's a time for an us versus them mentality, that time absolutely is not now in brick and mortar retail. Job one at the board level at most physical retailers should be to replace existing executive regimes with tech visionaries who are completely out of touch with the way most physical retail gets done today. The ideal candidate is the complete opposite of the people in place at Sears and JCP. He or she should consider the retail process a two-step of (1) I see something I like and (2) I tap the screen on my iPhone a few times to order it via Amazon Prime.
How do you take that experience -- and other experiences like it -- and replicate them at the physical retail level? And I'm not speaking in practical, concrete terms here. I mean how do you take the notion of what Amazon has accomplished and come up with something equally as game-changing, but completely different?
But that's the challenge. And it's clear, based on the response we get from companies such as Sears when criticized, that they're simply not up to the challenge. It's not part of their DNA to consider the challenge the way I frame it. As one of rendering the future of retail unrecognizable to its present and past. They do not have the people in place who comprehend the need ... the need to tear it apart and put it together again.
That's not a process void of pain. It will, indeed, be just as painful a transition as the ones Sears, JCP and others are going through now. But it will not be a transition that leads to more pain or, worse, death. It will not be like the transition Best Buy currently executes -- one full of head fakes that will produce the same dismal result. It will be a transition that leads to rebirth, resurgence and redemption.
--Written by Rocco Pendola in Santa Monica, Calif.