Abstract
This paper discusses the Kmart Corporation and its evident performance problems. The author provides an overall description of the organization including its macro and micro environments and diagnoses the apparent problems of the Kmart Corporation. The paper presents a plan of intervention and implementation, evaluates the plan and discusses the effect the changes will have on the corporation.

From the Paper
"Kmart Corporation is a discount and general merchandise retailer. It began as the S.S. Kresge Co. founded by Sebastian S. Kresge in 1899. (Yahoo Finance) The name was changed to Kmart in 1977. In 1984 the company purchased Walden Books and Home Centers of America. Kmart began to collaborate with Martha Stewart in 1987; she became their primary spokesperson and consultant."

Tags:macro, microenvironments, intervention, plan, implementation, corp, business, chapter, 11, bankruptcy, diversifications

Abstract
This paper presents an analysis of the corporation's financial records in an effort to find out why the company chose to file for bankruptcy. It conducts a financial analysis comparison of Wal-Mart, Target and Kmart. Suggestions are made as to what Kmart can do to regain their status in the market.

From the Paper
"Kmart is a discount retailer with over 2,000 stores worldwide and at one time the chain was the leading discount retailer. Much of Kmart's troubles were made evident in November of last year when the company released its SEC quarterly report. The company cited an operating loss of $76 million compared at only $28 million for the same period the prior year. Kmart's operating losses had jumped from .3% in 2000 to 1% in 2001. In addition to the increase in operating loss there was an increase in the company's selling, general and administrative expenses. This increase was $145 million for the 39-week period, which ended on October 31, 2001. (Kmart Corp (KM))"

Tags:retailer, discount, Wal-Mart, Target, profits, losses, expenses, quarter, chain, distribution

Abstract
Kmart, once a powerful player in the retail industry of the United States was forced to declare bankruptcy when the slow down in the economy made it absolutely impossible for the corporation to bring an end to its numerous woes. This paper focuses on the old and new strategies of KMART Corporation and also highlights key problem areas in its business plan. The paper makes appropriate recommendations in this connection and shows what alternative strategies can speed up Kmart's recovery.

Abstract
This paper explains that the bankruptcy of Kmart, the famed purveyor of blue-light specials, in January of 2002, was caused by a variety of problems, including marketing positioning, branding phenomenon, economic miscalculations, and the company's leadership. The author indicates that Kmart revealed substantial accounting irregularities, which exaggerated profits over a long period. The paper stresses that the closing of so many Midwestern stores struck at the heart of Kmart consumers, who, especially in the geographically spread-out Midwest, preferred to buy more things in one store; therefore, they shopped at Wal-Mart, where they also could buy groceries.

From the Paper
"But, the undoing of the retail giant in the months after the recession began to grip the American heartland and do considerable damage to the infrastructure of blue chip stock as well as blue light specials shows that Kmart's fall from grace cannot be blamed on the rise of Wal-Mart or Target alone. The downfall had been long in coming, given internal corporate decisions as well as external economic phenomena such as the recession and the rise and rise of Wal-Mart in consumer's hearts and pocketbooks."

Tags:stockholders, suppliers, wal-mart, leadership, irregularities

Abstract
This paper examines how Kmart was the second largest retail chain in the United States before it announced bankruptcy in the early part of the 2002 due to competition from its two main rivals, Wal-Mart and Target. It analyzes the failures in its old strategies and proposes new strategy recommendations for Kmart to reinvent itself and put it back at the top of the industry.

Outline
Old Strategy
New Strategy Recommendations
Kmart Should Solve its Identity Crisis
Reach Target Customers
Complete Reorganization
Urban and Emerging Markets

From the Paper
"The biggest flaw of the company strategy lied in its competition techniques and in its inability to adapt to change. The company had no idea what to focus on because it never really tried to carve a niche for itself in the retail industry. What happens then is that companies lose focus and direction and thus start incorporating all sorts of foolish unproductive ideas in the company's strategy even when it is clear that these ideas are not exactly suitable. For example WALMART has its own niche in the industry, it is and will always be recognized as the "Low prices always" king whereas Target will always be a trendsetter and will be known for its style. But Kmart, a king of what? This is where the identity problem sets in, as people do not know what should Kmart be associated with."

Tags:competition, target, wal-mart, bankruptcy

Abstract
In this essay the writer discusses the current strategic profiles of both Kmart (Sears Holdings) and Wal-Mart. The writer maintains that since Kmart emerged from bankruptcy protection following its purchase by Lampert and his subsequent purchase of Sears, the combined entity has posted some solid financial gains considering the competitiveness of the market. Further, the writer points out that Wal-Mart is, of course, dominating the retail market across many segments and appears poised to mimic its home market success internationally.

From the Paper
"Wal-Mart's operating and strategic vision is based on the original vision of Wal-Mart as propounded by Sam Walton; chiefly, "to improve the lives of everyday people by making everyday things more affordable". This vision is based on an operating mission to continue large-scale expansion initiatives in all markets but especially in international markets. The strategic objectives to act on these vision and mission imperatives are to: 1) open up to 530 new stores nationally and 2) open up to 165 locations internationally. In the United States Wal-Mart currently operates 1,353 Discount Stores, 1,713 Super centers, 85 Neighborhood Markets with a total selling space of approximately 60m square feet (Wal-Mart, 2005). With this kind of market penetration Wal-Mart has begun to saturate several markets and has found it ... "

Tags:kmart, wal, mart, financial

Abstract
This paper discusses the Sears Kmart merger in 2006 and how the companies have faced revenue declines from that very first year. This paper begins with this premise and looks at the issues facing such a merger. It also analyzes the strengths and potential growth of such a possibility. It concludes that that the two major problems facing the merger are a declining of sales as well as a lack of a strong competitive position.

From the Paper
"Sears Kmart has a few strengths that they can leverage. One is that they own two of the most iconic brand names in retailing. There is instant brand recognition among consumers. Additionally, Sears Kmart has a good real estate situation. They typically have anchor positions at top malls, which can help to drive traffic. The company has many weaknesses however. Many stores are outdated in design, and simply do not meet the needs of today's consumer (Duprey, 2008). As a result, the company has suffered consistent year-over-year same store sales declines (Ibid). This has resulted in poor financial performance - declining revenues and declining profits. The firm's strong brands have lost some of their meaning to consumers as well - the company is stuck between being a discounter and a high end retailer. According to Michael Porter's generic strategies, this results in a company being unable to gain any competitive advantage, eventually resulting in its downfall (QuickMBA, 2007)."

Tags:merger, business, corporations, kmart, sears

Abstract
This paper examines the UAL Corporation, a company operating in bankruptcy. It addresses the question, can the company survive and how closely does it represent the problems of the industry as a whole?

From the Paper
"This paper will present an analysis of "UAL Corp" based on financial and operating ratios. United Airlines is actually a subsidiary of "UAL Corporation" and its primary operating unit. Because airlines present certain unique ..."

Tags:airline, bankruptcy, ratios, load, factor, seat, miles, revenue, passenger, revenue, seat, mile

Abstract
The paper looks closely at the corporation of K-Mart, the #3 retailer in the United States. The writer shows how K-Mart became profitable, then in an effort to revitalize a mature market under increasing competition, diversified and made moves away from profitability, ultimately to move back to its more simplified stature in recent years.

From the Paper
"March 30, 2000, MSN Money Central Investor released an alert that the company's P/E ratio was at least 25% below the average for its industry, but on March 28, 2000, Duff & Phelps Rating Company reaffirmed its ratings for debentures, medium-term notes, bank credit facility and lease certificates at BB+ and trust convertible preferred securities at BB; at the same time revising its rating outlook upward from Stable to Positive. The rating company affirmation reflects their assessment of the safety of the debt, in Kmart's case, $2.8 billion."

Tags:profit, market, retail, bankruptcy, investment

Abstract
This paper examines the causes and consequences of Conseco's bankruptcy and its filing for bankruptcy in December 2002. It explores the similarities between Conseco and Enron. The author discusses the deep problems of the company's unit of Conseco Financial. It also provides brief and general background of the situation.

From the Paper
"When Conseco Corporation filed for bankruptcy protection in December it followed in the notorious footsteps of WorldCom and Enron. Like Enron, Conseco was a holding company which had one problematic operating unit, Conseco Financial causing ..."

Tags:bankruptcy, Conseco, Enron, Gary Wendt, Steve Hilbert