The Unlikely Revival: How Sears Thrives in Mexico While Fading in the US
While five stores are all that remain of the once-ubiquitous Sears in the United States, a strikingly different story unfolds south of the border. In Mexico, Sears isn’t just surviving – it’s a significant player, boasting 96 stores as of late 2024 and generating substantial revenue. This isn’t a tale of luck, but a masterclass in strategic acquisition and revitalization, spearheaded by the business empire of Carlos Slim.
From American Icon to Mexican Staple: A Historical Shift
Founded in 1886, Sears revolutionized retail with its mail-order catalog and expansive department stores. Its arrival in Mexico in 1947 marked the introduction of a modern shopping experience, promising “complete satisfaction or your money back.” For decades, Sears Mexico mirrored the success of its American counterpart, becoming a trusted source for clothing, appliances, and household goods. However, the critical turning point arrived in 1997 when Grupo Carso, Carlos Slim’s holding company, acquired a controlling 85% stake in Sears México.
The Slim Strategy: Turning Liabilities into Assets
Grupo Carso’s approach isn’t about simply maintaining businesses; it’s about transforming underperforming assets into profitable ventures. Slim’s group has a proven track record of revitalizing struggling properties, converting underutilized industrial land into thriving commercial and residential hubs like Plaza Carso and Nuevo Veracruz. This philosophy was directly applied to Sears Mexico, which was operating at a loss with around 40 stores at the time of acquisition. Within a year, through rigorous efficiency measures and adaptation to the local market, Sears Mexico turned a profit.
Beyond Sears: A Pattern of Retail Reinvention
The Sears Mexico success wasn’t an isolated incident. In 2003, Grupo Carso acquired six unprofitable JC Penney stores, subsequently converting them into profitable Sears units. This demonstrates a consistent strategy: identify undervalued retail spaces, integrate them into the existing infrastructure, and optimize operations. As reported by CNN, the US Sears struggled with bankruptcy and store closures, a fate avoided by its Mexican counterpart due to this proactive intervention.
Sears Mexico Today: A Competitive Landscape
Today, Sears Mexico operates as part of the Sanborns Group, a key component of Grupo Carso’s commercial portfolio. Alongside Sanborns (140 stores), iShop (118 stores), DAX (47 stores), and mixup (44 stores), Sears maintains a strong presence in the Mexican department store market. Its primary competitors include Liverpool, Fábricas de Francia, El Palacio de Hierro, and Suburbia. Sears strategically focuses on durable consumer goods and household items, leveraging established US brands like Kenmore and Craftsman, appealing to middle and upper-middle-income consumers.
Financial Performance and Future Outlook
Despite a slight 0.8% dip in net income in 2024, reaching 339,625 million pesos, Sears Mexico remains a significant player, ranking 150th in Expansión magazine’s list of the 500 most important companies in Mexico. This resilience contrasts sharply with the near-disappearance of Sears in its home country. The success of Sears Mexico isn’t just about avoiding the pitfalls that plagued its US counterpart; it’s about proactively adapting to the Mexican market and benefiting from the strategic vision of Grupo Carso.
The Rise of Omni-Channel Retail in Mexico
Looking ahead, Sears Mexico’s continued success will likely hinge on its ability to embrace omni-channel retail strategies. While physical stores remain important, integrating online shopping experiences, leveraging data analytics to personalize customer offerings, and expanding its digital footprint will be crucial. Mexico’s growing e-commerce market presents a significant opportunity for Sears to further solidify its position. According to Statista, e-commerce revenue in Mexico is projected to reach $68.80 billion in 2025.
Lessons from Mexico: A Blueprint for Retail Revival?
The story of Sears Mexico offers valuable lessons for retailers facing similar challenges globally. The Slim model – acquiring distressed assets, implementing operational efficiencies, and adapting to local market conditions – provides a compelling blueprint for revitalization. It demonstrates that even iconic brands facing decline can be resurrected with the right strategic vision and execution. The future of retail isn’t just about avoiding disruption; it’s about proactively transforming in response to it.
What strategies do you think will be most crucial for retailers to thrive in the evolving Mexican market? Share your insights in the comments below!
