How to Learn from JCPenney’s Digital Marketing Mistakes

Introduction: The Retail Giant at the Digital Crossroads

Founded in 1902, JCPenney has been a mainstay of American retail for more than a century, operating hundreds of stores nationwide.¹However, in recent years, the iconic chain has faced significant financial turbulence, culminating in its bankruptcy filing in 2020.¹Although it emerged from bankruptcy under new ownership (Simon Property Group and Brookfield) in late 2020³, the restructuring has involved the closure of more than 200 branches since then.³Recently, seven additional closures were announced for May 2025, all of them in shopping centers.¹

The company has stated that these current closures are not due to “new financial issues,” but rather to factors such as lease expirations and market changes.¹However, this official narrative contrasts with the underlying reality of its financial situation. JCPenney recorded a significant net loss in the fourth quarter and the previous fiscal year.⁸The company has been in financial difficulty for years, leading to its 2020 bankruptcy, and the current closures are a continuation of “ongoing restructuring efforts” and a “broader strategy to reduce costs and remain competitive.”³This suggests that, while lease expirations are a factor, the decision not to renew or to close a store is made when the underlying business model for that location is no longer viable or profitable. For traditional retailers, “adaptation” often translates as “shrinking to survive” rather than “growing into new markets,” and financial health is a continuous and precarious balance, not a state that permanently stabilizes after bankruptcy. The current closures, therefore, are not isolated incidents, but the manifestation of a long-term struggle.

In an environment where e-commerce and consumer behavior have changed dramatically, digital marketing has become crucial for survival and growth. JCPenney, despite its long history, has made significant mistakes in its digital and brand strategy that have exacerbated its financial woes and its loss of relevance. This article will explore these mistakes—from pricing decisions that alienated its customer base to failures to adapt to the digital environment and poor SEO practices—to extract valuable lessons that other brands can apply in today’s dynamic retail landscape.

The Challenge of Adaptation: JCPenney in a Changing Retail Landscape

The retail sector has undergone a radical transformation in recent decades, driven by the rise of e-commerce and a fundamental shift in consumer behavior.⁶Consumers now prefer the convenience of online shopping, which has led to a significant decline in foot traffic at traditional shopping malls.³In fact, mall occupancy has declined 5% over the past two years, and as many as 15,000 retail stores are projected to close by 2025, more than double the number in 2024.³

JCPenney, with its business model firmly rooted in brick-and-mortar stores in malls, found itself in a vulnerable position. Its inability to quickly adapt to this “digital age” and new consumer expectations was a critical factor in its decline.¹⁰The company, which once operated more than 2,000 stores, has drastically reduced its physical presence to just over 600 locations.⁷

Despite the growing importance of e-commerce, JCPenney “ignored the trend” for a crucial time.¹³Its online presence has historically been weak, with website functionality issues, slow delivery times, and limited product availability.¹¹This situation stands in stark contrast to competitors who have invested aggressively in their digital platforms.¹¹The inertia of its business model, successful for decades, became a trap. The heavy investment in physical infrastructure (stores, leases) and an established customer base (loyal to physical stores and promotions) acted as anchors, preventing the agile change necessary to compete digitally. The problem wasn’t just the absence of an e-commerce site, but the lack of prioritization and sufficient investment to make it competitive, while the company remained tied to an increasingly obsolete physical footprint.

Competition intensified not only from e-commerce giants like Amazon, but also from better-adapted traditional retailers (Walmart, Target, Kohl’s, Macy’s) and from “off-price” retailers like TJX (TJMaxx, Marshalls) that offered designer brands at low prices, undermining the department store model.¹²Additionally, JCPenney struggled to connect with younger generations, such as Millennials and Gen Z, who often perceived it as “outdated or irrelevant.”¹¹This inability to attract new customer segments, while losing the existing customer base, aggravated their situation.

Ron Johnson’s Failed Experiment: A Case Study in Brand Disconnect

In 2011, former Apple executive Ron Johnson was hired as CEO with the mission of revitalizing JCPenney.¹⁵Its core strategy was “Fair and Square,” which eliminated frequent sales, coupons, and discounts in favor of “everyday low prices.”¹⁰Johnson believed this would simplify the shopping experience and appeal to a more sophisticated audience, similar to his success at Apple.¹⁰In addition to the price changes, a new logo was introduced and radical changes were made to store design, including the “store-within-a-store” concept.²⁰

This strategy turned out to be a “spectacular mistake.”²⁰JCPenney’s core customer base, comprised of lower-middle-class women looking for deals and discounts¹³, she felt “alienated” and “disconnected.”¹⁰They had been “trained” for decades to expect sales and coupons, and removing these incentives removed their “addiction” and the “thrill” of shopping.¹⁷The fallacy of “innovation” without market research became apparent. Johnson, with his success at Apple, assumed that a “fair and transparent” pricing model and a more upscale, boutique-like store experience would attract JCPenney customers.¹⁵However, he “misinterpreted the company’s existing brand” and “misinterpreted what customers wanted.”¹³The core clientele was “much more dependent on and enjoyed coupons more than he understood.”¹³“Little market research” was conducted.¹⁹This demonstrates that innovation, especially radical changes, must be based on a deep understanding of the customer, not just on past successes in different contexts. What works for a premium brand like Apple (where customers pay full price for the perceived value and experience) is fundamentally different from a value-driven department store, whose customers are “hooked” on the “excitement” of an offer.²¹The failure was not theideaof simpler prices, but theassumptionthat existing JCPenney customers would adopt it without proper transition or communication, effectively sacrificing the loyal base for a new, untested market segment that never materialized.¹⁹This underscores the critical importance of market research and customer segmentation before implementing drastic changes.

The financial consequences were severe: sales fell 20% in the first quarter following the changes.²¹Revenue declined by approximately 25% in the first year.¹⁷By the end of Johnson’s short tenure, JCPenney had lost $427 million and sales had fallen 28%.¹⁶The company’s stock plummeted from a high of about $42 in early 2012 to less than $6 in late 2013, representing a loss of billions in market capitalization.²⁰

Johnson admitted to having “underestimated the level of American consumer addiction to sales and discounts.”¹³The company attempted to reverse the strategy in 2013, bringing back promotions, but the damage to customer trust and loyalty had already been done.¹⁵

Table 1: Financial Consequences of Rebranding (2012-2013)

Critical Errors in Digital Strategy: E-commerce as an Achilles’ Heel

Despite the growing importance of e-commerce, JCPenney has struggled to keep up with the rapid growth of online shopping.¹¹Their online store has faced significant challenges, including website functionality issues, slow delivery times, and limited product availability.¹¹These problems frustrate customers and drive them to look to competitors for alternatives.¹¹Although the company introduced mobile applications and online platforms to facilitate purchasing and access to offers¹⁰, the general perception is that its digital presence was a major weakness.¹¹

JCPenney “ignored the e-commerce trend” during a critical period.¹³The company’s lack of early and sustained investment in a robust digital platform left it lagging behind competitors who had embraced digital transformation. This is reflected in its revenue and online session figures, which are significantly lower than those of its main rivals.¹⁴Although JCPenney has tried to improve its digital strategy recently, such as implementing OptiMine for marketing optimization²⁴and the modernization of its telecommunications infrastructure²⁵, these efforts came late in its downward trajectory.

The figures for March and April 2025 clearly illustrate JCPenney’s digital divide. In March 2025, jcpenney.com generated $87.4 million in revenue and 24.9 million visits.¹⁴In April 2025, revenue was $90.3 million with 28.7 million sessions.¹⁴By comparison, Macy’s.com reported $484.7 million (March) and $514.2 million (April) in revenue, with 67.5 million sessions (March).¹⁴Nordstrom.com had $190.4 million (March) and $187.1 million (April) in revenue.¹⁴Kohl’s.com led the way with 43.3 million sessions in March.¹⁴

Although JCPenney maintains a competitive conversion rate (2.5-3.0%)¹⁴, its average order value (AOV) of $100-125¹⁴the $125-150¹⁴is significantly lower than Macy’s ($200-225) and Nordstrom ($225-250).¹⁴This suggests the “conversion trap” in a poor digital ecosystem. While the website is relatively effective at converting users,visitors it receives, is not attractingenoughvisitors, and those visitors are spendingless per transaction(a lower AOV).¹⁴A good conversion rate can be misleading if the top-of-funnel (traffic) and value per customer (AOV) are insufficient. This indicates a systemic problem beyond the checkout process, pointing to a failure of broader digital marketing efforts (SEO, paid media, online brand awareness) to generate relevant, high-value traffic, and potentially to a product assortment or pricing strategy that doesn’t encourage larger online shopping baskets. The “competitive conversion rate” could simply reflect that the few loyal customers whoYeahThey visit online and are highly motivated, but the brand is not expanding its digital reach effectively.

The key to an unforgettable brand is here Click for more

Table 2: JCPenney E-commerce Performance vs. Competitors (March/April 2025)

Social Media Blunders: When Interaction Turns into a Crisis

In 2014, JCPenney attempted an “earned media” campaign during the Super Bowl, tweeting messages with deliberate typos under the hashtag #tweetingwithmittens to promote its Team USA Olympic gloves.²⁶The intention was to be funny, simulating the difficulty of typing with gloves. However, the campaign was “misinterpreted” and quickly went viral for the “wrong reasons”: people assumed the social media manager was “drunk” or that the account had been “hacked.”²⁶The brand and its agencies went into “panic mode.”²⁶Although the joke was eventually revealed and generated a lot of attention, making JCPenney the second most mentioned brand on social media during the Super Bowl, after Budweiser²⁶This situation underscores the importance of clarity and foresight on social media.

The glove incident revealed a disconnect between brand intent and public perception. JCPenney is a “conservative brand” associated with a more mature audience, often described as the “mom jean crowd.”²⁶Being linked to alcohol or hacking was not the desired image.²⁶This demonstrates that brands must have a deep understanding of their own identity and how their audience perceives them before launching disruptive campaigns. The fine line between “viral” and “harmful” in social marketing became evident. The campaign, although ultimately generating attention on social media, initially caused panic and was widely misinterpreted. For brands with a traditional or conservative image, attempts at ambiguous or risqué humor can backfire, eroding trust and brand image rather than building them. This highlights the critical need for rigorous testing of social campaigns, especially those that rely on ambiguity or humor, to assess potential misinterpretations and ensure alignment with the brand’s core values and audience expectations. The error was not just in execution but in the fundamental understanding of public perception of their brand.

Furthermore, Ron Johnson’s failure in social marketing was his belief that eliminating sales and coupons would work on social media, without understanding that customers expected and wanted those deals.²³The “cardinal rule” of social media marketing is “give the audience what they want.”²³JCPenney’s experience with Johnson & Johnson demonstrated that radical and sudden changes in content or strategy (such as eliminating promotions or changing the style of posts) without a gradual transition or consultation with the audience can lead to “declining engagement” and alienation.²³Audiences want to feel like they’re getting something “exclusive” and don’t want content that was once special to become oversaturated.²³

Most recently (March 2025), JCPenney appointed VaynerMedia as its social media and influencer marketing agency, with the goal of driving product discovery and value messaging, and “putting social at the center” of its marketing.²⁷They also launched the “Anonymous Ads” campaign with QR codes to subvert expectations and generate surprise.²⁸This indicates a belated recognition of the need for a more modern, consumer-centric social strategy.

The Dark Side of SEO: Consequences of Black Hat Practices

In an attempt to improve its search engine visibility, JCPenney became embroiled in a “black hat” SEO scandal.²⁹The company, or its contracted SEO firm (SearchDex), paid numerous websites to create unethical links to jcpenney.com.²⁹This resulted in JCPenney appearing in the top search results for a multitude of unrelated items, such as “Samsonite luggage,” even surpassing the manufacturer’s own site.²⁹More than 80% of the links created had no relation to JCPenney.²⁹

“Black hat” practices are shortcuts that violate search engine guidelines and are not sustainable in the long term.²⁹Such tactics can lead to a company being “banned” or “blacklisted” by search engines, as happened to BMW in the past.²⁹The JCPenney case underscores that “ignorance is no excuse” when it comes to the actions of service providers.²⁹Companies are responsible for overseeing their SEO agencies and ensuring their practices are ethical and compliant. Organic visibility and genuine relevance are the only paths to long-term SEO success.²⁹

This incident demonstrates that digital reputation is a fragile asset and that shortcuts come at a high cost. JCPenney’s use of “black hat” SEO was an attempt to gain quick visibility, but it carried serious risks, including being blacklisted by search engines.²⁹This isn’t just a technical SEO failure, but an ethical one. The phrase “ignorance is no excuse”²⁹implies a broader responsibility. This illustrates that digital marketing isn’t just about algorithms; it’s about trust and reputation. Attempts to manipulate search rankings, while seemingly offering short-term gains, can lead to long-term penalties that severely damage a brand’s online presence and credibility. The “black hat” incident, along with the “Martha Stewart debacle,”²³Regarding copyright infringement, it paints a picture of a company willing to cut corners, eroding consumer and industry trust. This highlights the importance of ethical considerations in digital marketing, as reputational damage in the digital age spreads rapidly and is incredibly difficult to repair.

The Loss of Loyalty: Disconnection with the Traditional Customer Base

One of JCPenney’s “critical mistakes” during the Johnson & Johnson rebranding was its “failure to effectively communicate the changes to its customer base.”¹⁰The abrupt elimination of sales and promotions created confusion and the perception of higher prices, despite the intention to establish “everyday low prices.”¹⁰Customers felt “disconnected” and “disenchanted.”¹⁰

The company “underestimated the emotional connection” customers had with the previous discount-based model.¹⁰For many, the “game” of finding deals was part of the shopping experience at JCPenney.²¹Johnson’s strategy failed to recognize that JCPenney customers were looking not only for low prices, but also for the “feeling of a bargain” and the “satisfaction of using a coupon.”¹³This “coupon addiction”¹⁸was an integral part of their shopping behavior. By removing it, JCPenney took away a key reason for them to visit the store.¹⁷JCPenney’s perception as a “discount retailer” clashed with its attempt to position itself as a “modern, upscale” destination.¹⁰, which further diluted the brand message and confused consumers.

This situation led to the erosion of the brand’s identity through a “scorched earth” strategy. Johnson’s strategy was not simply a pricing change, but a complete overhaul of the brand’s identity, store design, and target audience.¹⁹This “radical” change alienated the core customer base¹⁰while failing to attract the desired new demographic.¹⁹The brand became “a company without identity.”¹⁹This illustrates the danger of a “tabula rasa” (clean slate) approach to rebranding, especially for a legacy brand. Instead of building on existing brand equity and customer loyalty, JCPenney effectively destroyed it in pursuit of a new, untested identity. The failure to understand the psychological attachment to discounts¹⁸And the core value proposition of “value” (not just “low price”) meant they lost their unique selling point for their existing market without successfully establishing a new one. This is a warning about the importance of evolution rather than revolution in rebranding, particularly when customer loyalty is based on deeply held behaviors and perceptions.

As JCPenney tried to attract a younger, more affluent audience with new brands and a boutique atmosphere¹⁹, “failed to attract new customers” and, at the same time, “lost its loyal customer base.”¹⁹Millennials and Gen Z often viewed JCPenney as “outdated or irrelevant.”¹¹, and the image change was not enough to change that deep-rooted perception.¹³The key lesson is the need to “balance innovative strategies with the loyalty of existing customers.”¹⁰

Beyond Digital Marketing: Aggravating Factors of the Crisis

While this analysis focuses on digital marketing, it’s crucial to recognize that JCPenney has struggled with chronic financial instability for years, including declining sales and mounting debt.⁶This limited their ability to invest in modernization and compete effectively.¹³The 2020 bankruptcy was an attempt to restructure “billions of dollars in debt”⁴, and although they managed to secure financing⁴, the company continues to face “problems on the road” to profitability.⁸In fact, in fiscal year 2024, JCPenney again reported a “sizable net loss.”⁸

The vast majority of JCPenney stores are located in shopping malls.³, a retail format that has been in steady decline.³Declining foot traffic at malls is a significant external pressure that JCPenney couldn’t overcome with marketing alone.³Many of their store leases were long-term in deteriorating shopping centers, leaving them financially “under the hammer” in many locations.¹⁹

JCPenney stores often have a “dated look,” which detracts from the shopping experience compared to competitors that have invested in more modern and attractive designs.¹¹Although the company has attempted to modernize its infrastructure (such as replacing old telephone lines with VoIP)²⁵and has sought to “seamlessly integrate its online and offline channels”³⁰, implementing a true omnichannel experience has been a constant challenge.¹¹The lack of a seamless experience between the physical and digital worlds contributed to customer frustration.

All of this is part of a vicious cycle of obsolescence and lack of investment. JCPenney’s “outdated appearance”¹¹and its dependence on declining traffic in shopping centers³are symptoms of a deeper problem. Financial instability⁶limited its ability to invest in store modernization and digital infrastructure.¹¹This lack of investment, in turn, perpetuated the outdated image and poor digital experience, leading to further sales declines and exacerbating financial problems. This highlights a classic retail decline spiral: declining sales lead to financial instability, which prevents necessary investments in store modernization and digital transformation, which in turn leads to further sales declines. Effective digital marketing requires a strong product and an engaging in-store experience to drive conversions and loyalty, but if the physical infrastructure is deteriorating and the digital presence is weak, marketing efforts become an uphill battle. The crisis is not just about marketing tactics, but a fundamental failure to adapt.the entire business modelto the expectations of the modern consumer due to deep financial and strategic constraints.

Crucial Lessons for Digital Marketing Success in Modern Retail

JCPenney’s journey offers a compendium of vital lessons for any company seeking to navigate today’s complex retail landscape. The mistakes made, both in the digital realm and in overall brand strategy, underscore the need for a holistic, customer-centric, and ethical approach.

• Know Your Customer: Market research is essential before any drastic change.
  JCPenney’s most costly mistake was underestimating its customer base’s “coupon addiction” and emotional attachment to promotions.13 Any digital or brand marketing strategy must begin with thorough market research to understand the needs, preferences, and behaviors of existing and desired customers.10 Before implementing significant changes in pricing, product assortment, or brand messaging, it is imperative to conduct surveys, focus groups, and data analysis to validate assumptions. It should not be assumed that what works for one brand or demographic will work for another.13
• Consistent and Transparent Communication: Maintaining customer trust during transitions.
  The lack of clear communication and the abrupt elimination of sales left customers feeling disengaged and disenchanted.10 Customer trust is a fragile asset that, once lost, is extremely difficult to regain. If changes are implemented, it is crucial to communicate them proactively, transparently, and gradually. The “why” behind the changes and how they will benefit the customer must be explained. Utilizing all marketing channels (digital and traditional) to ensure the message is consistent and reaches the entire audience is essential.
• Gradual and Adaptive Innovation: Avoid radical changes without prior testing.
  Johnson’s “too much, too soon” approach, implementing massive changes across all stores immediately, was a disaster. 23 Innovation is vital for long-term relevance, but “overnight transformations” are inherently risky. It’s recommended to introduce new digital or brand strategies gradually. Conducting pilot tests in specific markets or customer segments to gauge response and adjust before a full-scale rollout is a prudent practice. Additionally, soliciting audience feedback and involving them in the process can make them feel part of the evolution, fostering buy-in rather than resistance. 23
• Coherent Omnichannel Strategy: Seamlessly integrate the online and offline experience.
  JCPenney’s weakness in e-commerce 11 and lack of seamless integration between its physical and digital channels 30 left it vulnerable. In modern retail, customers expect a unified, frictionless shopping experience. Investing in a robust and easy-to-use e-commerce platform is imperative. Pricing, inventory, and promotions must be ensured to be consistent across all channels. Using technology to enhance the in-store experience 8 and enable seamless transitions between online browsing and in-store shopping is critical to meeting the expectations of today’s consumer. 30
• Unwavering Digital Ethics: Avoid shortcuts that damage reputation in the long term.
  The “black hat” SEO scandal 29 and the copyright dispute 23 demonstrate that unethical practices may generate short-term gains, but inevitably damage a brand’s reputation and credibility in the long run. Ethical and sustainable digital marketing practices should be prioritized. Building online visibility should be done through quality content, organic SEO, and legitimate link building strategies. It is crucial to closely monitor partners and agencies to ensure compliance with best practices and avoid any actions that could undermine consumer trust.
• Agility and Data Analytics: Quickly adapt to market trends and personalize the experience.
  JCPenney was slow to recognize and respond to changes in consumer behavior and competition.11 Its inability to “adapt to feedback” and “pivot strategies” quickly was detrimental.10 Implementing data analytics tools (such as the MMM that JCPenney later adopted24) to gain real-time insights into marketing performance and customer behavior is vital. This allows companies to personalize the customer experience and optimize marketing efforts for maximum impact, staying ahead of market trends and competitors.30 The ability to be “very humble and very agile” is key in an ever-changing marketplace.28

Conclusions

JCPenney’s recent history serves as a powerful warning about the dangers of complacency and disengagement in modern retail. Its challenges can’t be attributed to a single cause, but rather to a confluence of factors, including a late adaptation to e-commerce, branding decisions that alienated its loyal customer base, and strategic missteps in digital marketing.

JCPenney’s inability to deeply understand its core customer and its attachment to promotions, exemplified by the failed Ron Johnson experiment, resulted in a massive loss of sales and market capitalization. Simultaneously, its weak online presence and slowness to invest in a coherent omnichannel experience left it lagging behind more agile competitors. Digital marketing incidents, such as the misinterpreted Twitter campaign and “black hat” SEO practices, further eroded the brand’s trust and reputation.

Ultimately, JCPenney’s case illustrates that success in modern retail depends on an integrated strategy that combines a deep understanding of the customer, transparent communication, incremental and ethical innovation, and continuous investment in a seamless omnichannel experience. Companies that fail to adapt to these realities risk following JCPenney’s path, facing a downward spiral of financial decline and loss of relevance in an increasingly competitive and digital marketplace. The lesson is clear: the future of retail lies not only in the adoption of new technologies, but in the ability of brands to evolve alongside their customers, maintaining authenticity and trust at every touchpoint.

Sources cited

1. Say goodbye to shopping at this iconic American store: May 25 is the last day for customers and employees in these seven states – Talent24h, acceso: mayo 20, 2025, https://talent24h.okdiario.com/united-states/say-goodbye-to-shopping-at-this-iconic-american-store-may-25-is-the-last-day-for-customers-and-employees-in-these-seven-states/
2. More JCPenney stores are closing down this May, a complete list – Hindustan Times, acceso: mayo 20, 2025, https://www.hindustantimes.com/world-news/us-news/more-jcpenney-stores-are-closing-down-this-may-a-complete-list-101747088365111.html
3. JCPenney Set to Close Stores in Five Days: See List of locations – Newsweek, acceso: mayo 20, 2025, https://www.newsweek.com/jcpenney-store-closing-closure-locations-list-2074769
4. EX-99.1 – SEC.gov, accessed: May 20, 2025,https://www.sec.gov/Archives/edgar/data/1166126/000119312520144411/d813078dex991.htm
5. J.C. Penney Files Chapter 11 with $450MM DIP Financing Led by JPMorgan Chase – News, acceso: mayo 20, 2025, https://www.abladvisor.com/news/18564/j-c-penney-files-chapter-11-with-450mm-dip-financing-led-by-jpmorgan-chase
6. JCPenney store closures 2025: Full list of closing locations, reasons behind shutdowns, and what it means for shoppers – The Economic Times, acceso: mayo 20, 2025, https://m.economictimes.com/news/international/us/jcpenney-store-closures-2025-full-list-of-locations-reasons-behind-shutdowns-and-what-it-means-for-shoppers/articleshow/118185555.cms
7. JC Penney closures happening NOW: Iconic retailer to shutter more mall stores, acceso: mayo 20, 2025, https://www.fingerlakes1.com/2025/05/09/jc-penney-closures-may-2025/
8. J.C. Penney swings to a loss – Retail Dive, acceso: mayo 20, 2025, https://www.retaildive.com/news/jc-penney-q4-earnings-net-loss-sales-declines/747709/
9. JCPenney takes decisive action on store operations after bankruptcy and partnership with Forever 21 – Mundo Deportivo, acceso: mayo 20, 2025, https://www.mundodeportivo.com/us/en/20250418/720787/jcpenney-takes-decisive-action-on-store-operations-after-bankruptcy-and-partnership-with-forever-21.html
10. JCPenney: A Case of Failed Rebranding – Reidel Law Firm, acceso: mayo 20, 2025, https://reidellawfirm.com/jcpenney-a-case-of-failed-rebranding/
11. JCPenney SWOT Analysis: Strengths, Weaknesses, Opportunities & Threats, acceso: mayo 20, 2025, https://cbrothermarketing.com/jcpenney-swot-analysis/
12. The Competitive Landscape of JCPenney – CanvasBusinessModel.com, acceso: mayo 20, 2025, https://canvasbusinessmodel.com/blogs/competitors/jcpenney-competitive-landscape
13. The Top Reasons for JCPenney Bankruptcy and Failure – InspireIP, acceso: mayo 20, 2025, https://inspireip.com/jcpenney-bankruptcy-real-reason-it-failed/
14. jcpenney.com ecommerce revenue, sales and traffic – Grips Intelligence, acceso: mayo 20, 2025, https://gripsintelligence.com/insights/retailers/jcpenney.com
15. J.C. Penney Company and Its Management Case | Free Essay Example – StudyCorgi, acceso: mayo 20, 2025, https://studycorgi.com/j-c-penney-company-and-its-management-case/
16. The decline of the American middle-tier department store: A case study of JC Penney, acceso: mayo 20, 2025, https://baylor-ir.tdl.org/bitstreams/dfbeda27-a179-44dd-a5d8-9c10cfae1879/download
17. Lessons in Pricing Strategy from JCPenney, acceso: mayo 20, 2025, https://mmrstrategy.com/lessons-in-pricing-strategy-from-jcpenney/
18. The price of fashion: JCPenney plots return to form | World Finance, acceso: mayo 20, 2025, https://www.worldfinance.com/inward-investment/americas/the-price-of-fashion-jcpenney-plots-return-to-form
19. A Dying Business Model? – Bold Insights About JC Penney, acceso: mayo 20, 2025, https://www.boldbusiness.com/bold-opinions/jc-penney-dying-business-model/
20. The Downfall of J.C. Penney: How Bad Design Sabotaged a Rebranding Effort, acceso: mayo 20, 2025, https://www.timefordesigns.com/blog/2023/10/12/the-downfall-of-j.c.-penney-how-bad-design-sabotaged-a-rebranding-effort/
21. The spectacular marketing fail of JC Penney | Retail Customer Experience, acceso: mayo 20, 2025, https://www.retailcustomerexperience.com/blogs/the-spectacular-marketing-fail-of-jc-penney/
22. Analysis of J.C. Penney | Case Study Example – IvyPanda, acceso: mayo 20, 2025, https://ivypanda.com/essays/jc-penney-company-analysis-and-recommendations/
23. What Can JC Penney Teach Us About Social Media Management?, acceso: mayo 20, 2025, https://jennstrends.com/what-can-jc-penney-teach-us-about-social-media-management/
24. Case Study: How OptiMine Helped JCPenney Drive Sustained Recovery & Growth via MMM-Guided Optimization, acceso: mayo 20, 2025, https://optimine.com/case-studies/case-study-how-optimine-helped-jcpenney-drive-sustained-recovery-growth-via-mmm-guided-optimization/
25. JCPenney POTS Replacement Case Study | MetTel, access: May 20, 2025, https://www.mettel.net/resource/case-study/jcpenney-retail-pots-replacement/
26. How JCPenney accidentally won the Super Bowl – Digiday, acceso: mayo 20, 2025, https://digiday.com/marketing/jc-penny-super-bowl-twitter-mittens/
27. JCPenney embraces social-first marketing with VaynerMedia hire, acceso: mayo 20, 2025, https://www.marketingdive.com/news/jcpenney-embraces-social-first-marketing-vaynermedia-hire/743412/
28. How JCPenney’s new brand positioning is subverting consumer expectations, acceso: mayo 20, 2025, https://www.marketingdive.com/news/jcpenney-brand-positioning-subverting-consumer-expectations/744657/
29. SEO Mistakes – A Lesson Learned from the JCPenney Fiasco – Stone Soup Tech, acceso: mayo 20, 2025, https://www.stonesouptech.com/seo-mistakes-a-lesson-learned-from-the-jcpenney-fiasco/
30. Sales and Marketing Strategy of JCPenney – CanvasBusinessModel.com, acceso: mayo 20, 2025, https://canvasbusinessmodel.com/blogs/marketing-strategy/jcpenney-marketing-strategy