Target's Secret Weapon

In all the years this column has been running in Twin Cities Business, it has never contained a scoop. That’s the result of two problems: 1) our ridiculously early deadlines, and 2) my lack of insider contacts, combined with my poor skills as an investigative reporter.

This may explain why you did not first read about Bob Ulrich’s impending retirement as CEO and chairman of the board of Target in this column. Scooped, for the 97th time!

But sluggish timing won’t prevent me from writing this paean to Mr. Ulrich as he prepares to relinquish his leadership role after 20 years—20 years in which Target was transformed from simply a successful arm of the Dayton Hudson Corporation to what is arguably the most exciting, profitable, imitated, and pacesetting retailer in America.

The stores have an energy level that almost pulsates. The merchandise mix and balance; the wide, bright aisles; the endless surprises; the constantly changing juxtapositioning of merchandise; the whole experience—including the pricing—satisfies customers and makes them want to come back. And, of course, Target’s brilliant, two-steps-ahead marketing, advertising, and community relations programs leave the others in the dust.

The Secret Weapon

A number of years ago, I asked a Target senior executive what was so special about his company that would account for its extraordinary growth and performance. Without a second’s hesitation, he said their secret weapon was Bob Ulrich. “Bob,” he went on, “through training, through experience, and through gut instinct, has an understanding of and appreciation for and sensitivity to literally every aspect and every nuance of the business. He never loses sight of the big picture, the overall objective. And, most important, he just has this amazing sixth sense about how to do it.”

(I confess, my memory isn’t good enough to claim the preceding is an accurate quote, but it is absolutely the gist of what he said!)