Pls answer the two case analysis discussion question.

Case 7 | Target | Missing the Bull's Eye The Target Corporation began its life at the turn of the twentieth century as the Dayton Dry Goods Company. There were no airplanes, plastic, windshield wipers, traffic lights, supermarkets, grocery bags, light switches, or toasters.' Things changed over the next 120+ years as the company achieved fantastic-astonishing-growth as its mar- kets and the world at large became increasingly complex. 5 Target is now the eighth largest retailer in the world. It oper- ates 1,850 stores, located in 1,249 cities, across all 50 states in the United States, with more than 300,000 Target employees, and annual sales in excess of $75 billion dollars. This massive retailing infrastructure is supported by a large network of 37 regional dis- tribution centers, located throughout the United States, that inde- pendently employ more than 16,000 team members to service the ongoing inventory requirements of the 1,200+ stores in the chain.4 Target's direct distribution networks work full-time to keep the retail outlets stocked with more than 80,000 unique SKUs (stock keeping unit). Target Corporation also maintains a wide range of offices serv- ing different needs for the company. For example, there's the Finan- cial and Retail Services offices in Tempe, Arizona; the Data Science and Engineering Offices in Pittsburgh, Pennsylvania; an Innovation Office in San Francisco, California; and a second office in California, the Silicon Valley Office in Sunnyvale, which is there to serve as "a breeding ground for big ideas and innovation. A lot goes into coordinating this massive enterprise, and the buck stops-or begins, we might say-with the CEO. Since being hired as the company's top executive, Target's cur- rent CEO and Board Chairman, Brian Cornell, has faced some stiff challenges. He works directly with an 11-member executive board and a subsidiary group of 40+ other executives in the operation of the massive organization. There is an endless progression of deci- sions that the CEO and executive group make that tie all of the mov- ing parts at Target together. And, there are some signs that the way that decisions are being made at the giant retailer may need some re-targeting Not long ago Target suffered a massive data breach that led to the loss of the personal data of more than 70 million customers. Shortly thereafter, Target pulled the plug on a massive $5.4 billion failed market expansion into Canada. The failure led to the closure ? 398 MANAGEMENT CASES FOR CRITICAL THINKING of all its stores north of the border, and was described as "an unmit- igated disaster."$ Target next became embroiled in a controversial transgender restroom policy which led to highly publicized boy- cotts of its stores. More recently, the company was criticized for misleading advertising of some products being sold as "Made in the USA." Yes, the world of the twenty-first century is far different from the early days when the Dayton Dry Goods Company was launching itself into the great opportunities of the early 1900s. Target is a massive and complex corporation that faces continuing challenges of growth, competition, and control in a society with changing social values and customer desires. With all of its products, employees, customers, loca- tions, and competitors, how can Target make the decisions it needs in order to continue thrive in the future? Case Analysis Questions 1. Discussion In what ways does Target's massive infrastructure relate to the complexities of making coherent, competitive decisions? Can a large corporation like Target cope-and thrive-in the informa- tion intense environment that it has created? What kinds of solutions might help Target avoid some of the pitfalls that it has experienced most recently? 2. Discussion Target functions using a traditional, top-down structure with a group of C-suite executives led by a CEO. How can an organization with this kind of traditional structure expect to keep all of the moving parts in the company moving in a coordinated way? What kinds of decision-making tools might increase Target's ability to cope with changing market demands