Marketing Plan For Target Corporate N.d

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Target is the third largest discount store in the United States (Fortune, 2014), having expanded to 1,921 stores across North America (Target Corporate n.d. a).

“Our mission is to make Target your preferred shopping destination in all channels by delivering outstanding value, continuous innovation and exceptional guest experiences by consistently fulfilling our Expect More. Pay Less® brand promise.” (Target Corporate n.d. b)

Brand promise
“Expect More. Pay Less®” (Target Corporate n.d. a).

Problem Definition
In the final quarter of 2013 TGT executives were made aware of malware detected on the company’s database, calling decision makers to the table. This section distinguishes an issue from a crisis. By ignoring
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Despite definitional ambiguity, TGT’s incident will be classified as a crisis as it meets many of the criteria, as discussed below.

Crisis Identification
Problem 1: Ignored Warning Signs
A crisis as a ‘low probability’ event suggests it could not be foreseen. In this case, TGT invested $61mil (£38.7mil) in detection technology to protect customer information making it hard to argue that they did not anticipate the threat (Riley et al., 2014). Although TGT does not meet the ‘low probability’ clause, the corporation’s inaction resulted in ‘high impact’ and significant repercussions. The ‘crisis’ was further exacerbated by TGT’s poor communications decisions.

Problem 2: Lack of Timely Response
TGT’s public announcement of data breach disclosed that “approximately 40 million credit and debit card accounts may” were potentially compromised (Target, 2013). This came weeks after the breach, and a day after the company was out-ed on technology security blog (Krebs, B. 2013). The event’s high-impact (on stakeholder emotions and finances) demanded an immediate response. TGT failed to notify the public immediately and did not provide consistent and adequate communications.

Problem 3: Poor
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