當(dāng)亞馬遜公司宣布以140億美元的價格收購全食超市時，各地的零售商都驚呆了，他們不知道怎樣才能與一個強(qiáng)大的網(wǎng)絡(luò)銷售巨頭競爭。對此，每個人都表示出了自己的擔(dān)憂，但塔吉特公司的首席執(zhí)行官布萊恩·康奈爾并沒有這種憂慮。

在《財富》的科技頭腦風(fēng)暴技術(shù)大會上，康奈爾稱，他將繼續(xù)堅持實行他在2月份時制定的計劃來重振公司。那是一項為期3年耗資70億美元的重組計劃。塔吉特計劃翻新600家門店，并為規(guī)模較小的門店建立網(wǎng)絡(luò)。康奈爾希望依靠這筆巨額投資來扭轉(zhuǎn)公司銷售額不斷下滑以及零售業(yè)務(wù)低迷的現(xiàn)狀。

康奈爾說：“我們決定打一場持久戰(zhàn)。我們真的在為塔吉特的未來做打算。”

他稱亞馬遜的新聞證明塔吉特的戰(zhàn)略是正確的。他解釋道：“亞馬遜收購全食超市這一行為證實了實體商店仍然處于一個重要的地位。我認(rèn)為，即使是亞馬遜也意識到，實體商店的存在十分重要，商店與消費者之間的關(guān)系也十分重要。”

但是投資者并不這么想。亞馬遜收購的相關(guān)新聞發(fā)布以后，塔吉特股價大跌5%，今年以來該公司股價已經(jīng)下跌了25%。但康奈爾稱，情況正在好轉(zhuǎn)，預(yù)計塔吉特第二季度的收入會增加，并且收益也將比預(yù)期的好。

康奈爾承認(rèn)，塔吉特必須帶著“一種強(qiáng)烈的緊迫感”來行動。他有信心自己的計劃能在未來三年內(nèi)取得成效。他預(yù)測道：“塔吉特將成為未來零售業(yè)的贏家之一。當(dāng)其他公司紛紛關(guān)門、削減開支并試圖拯救下一個季度收益的時候，我們正在為我們的未來投資。”（財富中文網(wǎng)）

譯者：Amelia Huang

When Amazon announced that it was buying Whole Foods for $14 billion, retailers everywhere were stunned and wondered how they could possibly compete against an even more powerful online giant. Everyone, that is, except Brian Cornell, the CEO of Target.

Speaking with Susie Gharib at Fortune’s Brainstorm Tech conference, Cornell says he’s sticking with the plan he designed in February to revitalize the company: a three-year $7 billion turnaround plan to refurbish 600 stores and build out a network of smaller stores. He’s counting on that huge investment to reverse Target’s declining sales and sluggish grocery business.

“We decided to play the long game,” says Cornell. “We’re really planning the Target of tomorrow.”

In fact, he adds, the Amazon news validated Target’s strategy. “It validated the fact that stores still matter,” explains Cornell. “And even for Amazon, I think that their recognition that a physical presence is important and proximity to the consumer is important.”

Investors don’t see it that way. Target shares tumbled 5% on the Amazon news and the stock has fallen 25% this year. But Cornell says things are looking up and predicts that revenues will increase in the second quarter and earnings will come in better than expected.

Cornell acknowledges that Target has to move with “a greater sense of urgency.” But he is confident that his master plan will pay off big in three years. “Target’s going to be one of the future winners of retail,” he predicts. “And while others are closing their doors and cutting back and trying to save their way to the next quarter, we’re investing for the future.”