MGM102H5 Chapter Notes - Chapter 10: Lululemon Athletica, Chip Wilson, Landmark Worldwide
Document Summary
Mid 2008, christine day takes over as ceo. 2005- 20 canadian stores, m revenue, privately held. 2008- about 100 stores, 56 in u. s. , m public firm. Directive from bod- open more stores and grown revenue to billion. Harvard business school: leadership, culture, and transition at lululemon: Introduction: video 1- build a billion dollar company. Among the challenges that day would inherit were underperforming stores. According to day, mismanagement of the real estate strategy had resulted in high-cost locations in many of the new u. s. markets with little to no demand. Moreover, poorly supervised construction at many sites caused escalating costs and quality concerns. Lululemon was struggling to implement new inventory systems to keep pace with the demands of its expanding marketplace. Day also observed that cross-functional barriers had eroded the sense of teamwork within the organization, resulting in an inability to achieve compromise. The whole organization slowed down, said day, because people weren"t aligned. " .
