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    Target CEO Brian Cornell Discusses Strategic Priorities

    'We’re not tapping full potential of $20B grocery biz'

    Executives from Target Corp. – including CEO Brian Cornell, CFO Cathy Smith and COO John Mulligan – last week provided an update on the Minneapolis-based retailer's transformation and long-term financial plans at an annual investment community meeting.

    In addition to offering an overview of progress made throughout 2015, Target's leaders shared a look ahead at what guests and shareholders can expect in 2016 and beyond.

    Found below is an excerpt of an interview with Brian Cornell that was sent to stakeholders via email from the company; the full version appears on Target's website:

    How are you feeling coming off the first year of Target’s transformation?

    Terrific. I’m really proud of the great work by our team in 2015 to drive significant progress on the strategic priorities we laid out a year ago. Guests are telling us with their feet and their clicks that we’re focusing on the right things. Traffic has been up for five straight quarters. We’ve seen industry-leading growth in digital. Our signature categories are growing about three times the rate of our overall business, thanks to investments in quality and differentiation. Our efforts around the fundamentals are improving operational performance and delivering the right foundation for future growth. And we’re just getting started.

    What early progress can you point to with your work on the fundamentals?

    Guests should be able to rely on Target for a hassle-free shopping experience. Every time we don’t deliver, we’re leaving sales on the table. By getting the fundamentals right in our supply chain, stores and technology, we will unlock tremendous potential for growth in our business.

    Does that mean innovation takes a back seat while you work on the fundamentals?

    Not at all. Meeting our guests’ needs means building a strong foundation while also thinking about the possibilities for the future. Grocery is a great example. Our team has been conducting item-by-item tear-downs and changing processes and practices to enhance freshness, assortment and convenience. And we’ve seen our guests respond to our efforts, as food outpaced our overall business in the back half of the year.

    But we know we’re not tapping into the full potential of our nearly $20 billion grocery business. In the near term, the addition of one grocery item to the baskets of guests who are already shopping our food assortment would add billions of dollars of incremental sales. Longer term, we are partnering with IDEO and the MIT Media Lab on a project around the future of food. Exploring opportunities to learn and innovate beyond our core businesses and fueling a culture of curiosity are critically important to our future.

    What can we expect from signature categories in 2016?

    We will continue to invest in our signature categories of Style, Baby, Kids and Wellness to inspire our guests with incredible products they can only find at Target. We’re making constant improvements and enhancements, things like fit and quality in Style and natural and organic food offerings in Wellness. In Kids, we’re introducing two new brands this year that came to life through conversations with parents about how they shop for their kids. And, in Baby, we’re offering new moms and dads products and services for navigating this new life stage, including a connected nursery section coming to several hundred stores this summer.

    What are you most focused on in the coming year?

    Our focus in 2016 and beyond is on providing a seamless, reliable and enjoyable guest experience each and every time. We know we have a lot of work ahead, but our teams are up to the challenge. Target’s leaders are engaged, the team is energized and our guest—as always—is at the center of everything we do. 

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