Explore "Switch: how to Change Things when Change is Hard" by Chip Heath on Textopian. Read with annotations and highlights.
1.
In 1992, Target was a $3 billion regional retailer, a pip-squeak compared to its competitors Kmart ($9 billion) and Wal-Mart ($30 billion). But it aspired to be different. Even in those days, the chain's advertising was hip and fashionable. Unfortunately, the store's merchandise didn't deliver on the advertising's promise. Customers complained: I see all these great ads, but when I come to the store, you've got the same boring stuff as Wal-Mart.