The case for this chapter is "TargetHitting (or Missing) the Bull's-Eye?"

Target is now the eighth largest retailer in the world. It operates 1,850 stores, located in 1,249 cities, across all 50 states in the United States, with more than 300,000 Target employees, andannual sales in excess of $75 billion dollars. This massive retailing infrastructure is supported by a large network of 37 regional distribution centers, located throughout the United States, that independently employ more than 16,000 team members to service the ongoing inventory requirements of all of the stores in the chain. 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 has faced a number of very costly issues relating to decision making how to control and safeguard its customers' private data, whether and in what ways to expand internationally, what kinds of in-store, customer facing policies make the most sense, defining an ethical and defensible labeling policy, among others. What is clear is that there are issues relating to how information is used and decision making at Target Corporation that could benefit from some re-evaluation and restructuring.

Answer the following question:

1) Utilizing the information you learned about in Chapter 4, what kind of advice might you give to executives at Target for improving decision making at the company and how might you help Target to help itself to avoid some of the more controversial decisions that it has made over the last five or six years? Pick one controversial instance (please provide a link), give a brief synopsis, and provide your recommendations on how Target could improve for the future.