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  • Answer Upon - Kmart and Sears - Defying Botton-Line Gravity

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    sing a few weeks after opening, retail critics said it was proof the concept of a low-priced retail operation would n
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    Every once in awhile someone comes along to rewrites the accepted rules of their business.

    Henry Ford rewrote the rules of auto making when he decided to have partially assembled cars move through stationary workers, reversing the accepted way of manufacturing large products.

    In 1879, Franklin Woolworth opposed retail rules with his concept of pricing an entire store at a single discounted price – 5 cents. When the store failed to attract customers, closing a few weeks after opening, retail critics said it was proof the concept of a low-priced retail operation would ne

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    he rules of auto making when he decided to have partially assembled cars move through stationary workers, reversing the accepted way of manufacturing large products.

    In 1879, Franklin Woolworth opposed retail rules with his concept of pricing an entire store at a single discounted price – 5 cents. When the store failed to attract customers, closing a few weeks after opening, retail critics said it was proof the concept of a low-priced retail operation would n

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    he accepted way of manufacturing large products.

    In 1879, Franklin Woolworth opposed retail rules with his concept of pricing an entire store at a single discounted price – 5 cents. When the store failed to attract customers, closing a few weeks after opening, retail critics said it was proof the concept of a low-priced retail operation would n

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    pt of pricing an entire store at a single discounted price – 5 cents. When the store failed to attract customers, closing a few weeks after opening, retail critics said it was proof the concept of a low-priced retail operation would n
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    sing a few weeks after opening, retail critics said it was proof the concept of a low-priced retail operation would never work. Woolworth would defy their opinions when he opened a second store later that year, adding a second price, 10 cents. The new store was a hit and led to 1,000s of stores under the Woolworth banner and dozens of copycats.

    Today, Eddie Lampert is boggling analysts by completely ignoring the leading retail indicator, comp-store sales (a comparison of sales this year to last year in stores open at least a year), and growing his company anyway! Lampert led

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