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July 15, 2025

Is a Target Turnaround Likely To Occur in the Near Future?

It’s no secret: Target is facing falling sales despite making a myriad of efforts to turn its fortunes around.

According to a detailed report from CNBC’s Melissa Repko, things are looking quite grim for the once-celebrated retailer, one which had cultivated a cheeky “Tarzhay” image tied to treasure hunts, bargains, and an overall fun shopping experience. But now, as Repko illustrated, much of that luster has faded.

Target Anticipates Sales Falling in 2025, Customers Lament What Once Was

In short, business is not on the upswing for the red-and-white brand. In May, Target slashed its annual sales projections, pointing to softer discretionary spending, consumer uncertainty surrounding the ongoing tariff situation, and controversy related to its shaky position on DEI policy.

Customers, vendors, employees, and analysts were cited by Repko as underscoring “the weakening of unique traits that helped the retailer stand out, including its eye-catching merchandise, attentive staff, well-kept stores and commitment to celebrating diversity through both the items that it sold and the policies it supported.”

Former employees highlighted a downturn in store standards, with slighter store staffing levels leading to less friendly customer interactions, poorly maintained visual merchandising, and empty shelves. Longer lines at the register, messier aisles, and a weakening of morale due to leaner staffing, a shying away from DEI efforts, and other cost-cutting measures were also observed by those speaking to the news outlet.

In short, as one former Target worker stated: “They have kind of lost their identity.”

Target CEO Could Be Headed For the Exit, But Remains Confident

Installed as CEO in 2014, Brian Cornell said in 2022 that he would remain at the helm for another three years — leading to much speculation about his potential exit in the near future, and who might replace him.

For his part, Cornell remained optimistic about the company’s immediate situation.

“Backed by strong assets, proven capabilities and a talented team, we’re confident in our ability to accelerate near-term performance while continuing to innovate and serve our guests — today and in the years ahead,” he said.

But could a C-suite shakeup actually improve matters? With COO Michael Fiddelke — a Target veteran of 20 years tasked with starting the company’s Enterprise Acceleration Office to drive sales and innovation — being spoken of as a potential replacement, and two outgoing execs recently departing the fold, it looks as if the retailer is banking on it, at least somewhat.

Markdowns, Competition From Walmart, and Less Enthusiastic Customers Spell Rocky Terrain Ahead

A confluence of other factors remain obstacles for Target’s turnaround attempt. The retailer is stuck in a cycle of seemingly never-ending markdowns which first surfaced in summer 2022, is facing a continuing boycott over social justice issues, and is seeing its market share being snatched away by larger competitors beating it on both price and experience — notably Walmart.

Demotivated employees faced with scope creep due to a hybrid online and brick-and-mortar fulfillment experience — as well as slashes benefits such as less company swag and fewer snacks, coffee, and pizza perks in the break room — are adding fuel to the fire, exhibited by slower unloading of trucks and untidy, often bare displays.

Target customer Alice James put it succinctly, as Repko reported: “Target has lost sight of its ‘secret sauce’: its friendly employees, engaging store displays and fun in-person shopping experience.”

Citing the pullback from Pride merchandise and associated progressive sociopolitical positions, in addition to the above factors, James continued.

“There was a joy to shopping at Target. It made you feel good. And I don’t have that same feeling when I walk through Target.”

Discussion Questions

Is a Target turnaround likely in the near future? Why or why not? What concrete actions could the retailer take to improve its odds of success?

Would a change in leadership move the needle in terms of Target’s immediate fortunes? What top-down policy directives or initiatives could help reclaim market share from competitors?

Will Target be able to right the ship concerning its brand image, either regarding its sociopolitical positioning or its appeal to the broader U.S. consumer base? If so, how?

Poll

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Neil Saunders

The biggest problem for Target is that its management team seem unwilling or unable to admit that the chain actually has problems. Or maybe they realize there are issues, but are incapable of addressing them. At the heart of many matters is the fact Target is not resourcing its stores properly which is leading to a poor experience for the consumer. Remedying this involves spending money. But not remedying it is costing money in the form of weak sales and lost market share – which from our data is still happening at pace. On top of this there’s also some dysfunction and a lack of vision in central teams. In good times this would be unhelpful. But in the current constrained environment it is punishing. While I think Target is trying, I don’t see any major turnaround on the horizon.

Last edited 4 months ago by Neil Saunders
Paula Rosenblum
Famed Member
Reply to  Neil Saunders

They’re forcing everyone back to the office. Yeah, that’s the ticket.

Craig Sundstrom
Craig Sundstrom

Define “near future”, ‘cuz when even the company itself predicts falling sales…
Target has long – always? – had a lot of structural problems – out-of-stocks, underwhelming grocery performance, staffing issues – that have never really been addressed (or to the extent that they’ve been addressed it hasn’t worked.) When the revenue side is holding up, the cost side tends to be forgotten, but now, of course both sides of the equation are an issue; so the good/bad news paradox is that while this offers up multiple angles of attack, long-term success means resolving all of them.
The first step to a turnaround is to make sure you’ve hit bottom…whether they have or not I can’t say.

Bob Phibbs

Brian Cornell has to go. He’s become the blueprint for how to destroy the very thing you created.

Neil Saunders
Famed Member
Reply to  Bob Phibbs

Don’t worry, the new Enterprise Acceleration Office – which does what the board should be doing anyway – will come to the rescue! Hmm.

John Hennessy
Trusted Member
Reply to  Neil Saunders

I’ll go a step beyond your skepticism Neil. Target launching an Enterprise Acceleration Office is “Office Space” level comical.
Red staplers for everyone!

Brian Delp

Barring any world changing events, like a COVID shutdown of all non-essential businesses, I don’t foresee any near-term recovery. The competitive landscape has shifted, and while Target has drifted away from the values that matter to its core customers, competitors have doubled down on their USPs. Serious damage control will be needed to fix the optics. That means reinvesting where Target’s values are supposed to be, and making some leadership changes to rebuild trust.

Cathy Hotka
Cathy Hotka

The things that made Target TARGET have largely gone by the wayside.It’s not the same company it was ten years ago, and to Neil’s point, there’s no urgency to fix it.

Carol Spieckerman

Three words: lack of vision. That’s it. Target needs a new vision. Not a rehash of “Tarzhay,” not more splashy brand partnerships, a real vision for how it will survive and thrive during a time of unprecedented challenge, change, and innovation. In the meantime, courage will need to replace denial and deflection. I don’t think Brian Cornell is long for this (Target) world, nor will he go quietly.

Scott Benedict
Scott Benedict

No, a turnaround will not occur without a leadership change. I think very highly of Brian Cornell, based on our time together at Sam’s Club. However, the objective view of Target’s performance is that it has seriously underperformed, and no current initiatives have emerged to signal a change in that trajectory.

To be honest, I am rooting for Target’s success. They are the only potential rival to Walmart that exists here in the US, and both companies perform better when they are battling it out in the marketplace. The consumer and the supplier community also benefit when BOTH retailers are at their best.

Recent visits to my local Target stores show poor execution of fundamentals like end-cap stocking, and Target’s grocery business is underperforming despite some very nice products and private brand offerings.

New leadership and a fresh view are required for a turnaround to begin. Until then, current trends are likely to continue.

Richard Hernandez
Richard Hernandez
Noble Member
Reply to  Scott Benedict

I have to agree here. Not a lot of innovation, new collaborations. etc. I have talked to several associated when I have visited their stores. There is no excitement or thought to program implementation and execution. Endcaps are just endcaps. Labor is an issue as is supply chain. Unfortunately, I think they have to hit rock bottom in order to begin a turnaround. Walmart is beating the pants off of them.

Gene Detroyer

My experience with Target 25 years ago taught me everything I needed to know about their management. As a vendor, I found their operations to be incredibly lacking.

Of course, Walmart was my biggest customer. We would ship them several times a week, and 30 days later, each payment was in the bank. For Target, every payment was short and was a fight to collect. That told me what I needed to know about how this retailer thought about making money.

When I became a professor of International Business, the Target/Canadian debacle was my classic study on not to go international. It included every element a company could do wrong.

What is it with Target? Hubris? Ignorance?

Mohamed Amer, PhD

Strategically, the “Tarzhay” pillars remain sound: curated discovery over overwhelming choice, designer accessibility (cheap chic), experiential retail that makes shopping fun, and an inclusive culture that celebrates diversity. However, Target’s current execution of those pillars is fundamentally broken – at headquarters and in the stores. The company has undermined each pillar through operational decay and strategic drift. Target’s current systems, processes, and culture are so misaligned with its stated strategy that incremental improvements won’t work.

Target needs to recommit to the Tarzhay pillars, not abandon them. But that requires acknowledging that their current approach is a bastardized version of what made them special. They’re trying to be Walmart on price, Amazon on convenience, and still maintain the Tarzhay magic, which remains their only path to differentiation.

Bottom line, Target’s continued strategic drift under Cornell suggests they haven’t hit bottom yet. The Enterprise Acceleration Office is symptomatic of the problem—organizational reshuffling masquerading as strategic clarity. The real turnaround begins when the board stops enabling incremental thinking and brings in external leadership willing to recommit fully to the Tarzhay promise, as they did in 2014 when they hired Cornell.

Jeff Sward

Target’s problems are both macro and micro. Everybody wants to talk about the C-level changes that are needed. I see lots of planner/buyer and supply chain changes needed. Mr. Cornell didn’t poplulate the really lackluster apparel assortments I see, especially in men’s. He didn’t write the PO’s that either under bought or over bought. I doubt he ever said, “Let’s be sure we are 2 weeks behind Walmart is setting up Back-To-School.” The empty fixtures are sitting there waiting for product.

Lackluster storytelling that is poorly timed and poorly executed results in a cumulative headset in the customer. “I think I’ll shop elsewhere.” And once they are lost, how are they lured back to hopefully witness great storytelling, perfectly timed and executed…???

Robin Mallory
Robin Mallory
Reply to  Jeff Sward

Yes, needed macro + micro working together, and viewing all through consumers’ eyes.
One macro is the strategy for tariffs & pricing… and how that is clearly conveyed to skittish consumers. Consumer trust (as well as excitement) needs building.
Tariff increases have the potential of overly broad attribution. (Like “supply chain” difficulties/costs exploded in pandemic to near every price hike)
And in matrix style, pulling new brand strategy through their categories. Target must find the sweet spots of opportunity throughout. Not just holiday promos or celeb endorsement… but branding that has runway.
Sales share of Target’s key product categories in U.S. in 2024 (Statista, 4/4/25)

  • Food & Beverage: 22.36%
  • Household Essentials: 17.47%
  • Home furnishings & decor: 15.67%
  • Apparel & accessories: 15.49%
  • Hardlines (includes electronics, toys, etc.): 14.81%
  • Beauty: 12.36% 

Back to basics, of appealing to lifestyles (end use) & life stages.(personal value).
Challenges: many categories are discretionary; bifurcated US consumer
Don’t put out ‘stuff’ without a viewpoint.

Michael Blackburn
Michael Blackburn

The article seems to point to slipping corporate standards, as the employees and customer interactions are no longer “friendly.” When exactly where employees and interactions at Target considered “friendly?”
Seems the bigger issues are the pullback discretionary spending, to which TGT is more exposed than WMT, and the lack of Prime like loyalty program.

Michael Blackburn
Michael Blackburn

I was in a recent remodeled location in the Denver area, and found the format, merch…to be quite compelling.

BrainTrust

"At the heart of many matters is the fact Target is not resourcing its stores properly, leading to a poor experience for the consumer. Remedying this involves spending money."
Avatar of Neil Saunders

Neil Saunders

Managing Director, GlobalData


"Unfortunately, I think they have to hit rock bottom in order to begin a turnaround. Walmart is beating the pants off of them."
Avatar of Richard Hernandez

Richard Hernandez

Merchant Director


"Target needs a new vision. Not a rehash of 'Tarzhay,' not more splashy brand partnerships: how it will survive and thrive during a time of unprecedented challenges and change."
Avatar of Carol Spieckerman

Carol Spieckerman

President, Spieckerman Retail


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