For many years, Kohl’s built its retail reputation on the excellence of its coupon programs, promising shoppers that, with a little effort, they could always find an amazing deal. In addition to the Kohl’s Cash (i.e., reward points) that they could earn with each purchase, the chain gave shoppers the ability to compound their discounts, by applying multiple promotions to the same purchase.

Such allowances are relatively rare. Coupons regularly feature wording like, “Limit one coupon per purchase” to define the extent to which shoppers can apply discounts. But savvy Kohl’s shoppers were able to apply a two-pronged approach, in which they combined a site- or store-wide promotion (e.g., percentage off the entire purchase) with vouchers for specific amounts off the items in their carts. The ability to stack coupons was so popular that the retail brand largely became synonymous with savings.

But when it began to struggle, faced with the slumping sales created by broader macroeconomic forces around the turn of the decade, Kohl’s took the risky and radical move of imposing strict limits on promotions. No longer could shoppers double-up and stack their coupons. Having eliminated the very retail strategy that defined its brand, the retailer quickly saw most of the goodwill it had built with those consumers disappear. Not only were they less compelled by the promise of a discount to visit stores, they felt alienated and betrayed. Because the new policy got implemented suddenly, it meant that people who had worked to collect their Kohl’s Cash suffered a perceived financial loss. The jarring and unexpected change constituted a violation of consumer trust, as much as a loss of savings.

The retailer’s fundamental misunderstanding of what customers expected and wanted from it meant that, between 2020 and 2025, its core target market consistently reported spending less on clothing, taking more time to search for alternatives online, and prioritizing opportunities to save more. Their average confidence in the retailer fell below average, and the number of female shoppers who ranked Kohl’s as their preferred retailer decreased by nearly half. Even as these trends emerged and grew, Kohl’s left the new policy in place. A possible explanation for this decision might be that corporate executives paid attention to traditional retail metrics, without taking sufficient account of customers’ emotional reactions and attitudes. It knew that customers were turning away, but it seemingly could not understand why.

Over time though, the problem has become unsustainable, so as of 2025, Kohl’s began introducing some new, wider discounts. Perhaps even more important, it reversed the imposed limitations, both on how many vouchers shoppers can use and on the products to which they can apply them. Whereas, in recent years, they could not apply coupons to some top-selling brands, those popular items are now eligible for discount, including household staples from Lands’ End, Cuisinart, Samsonite, and Nutri Bullet.

To facilitate the search for deals, Kohl’s also has introduced new search options to its digital channels. In stores, redesigned displays highlight products on special sale. In demonstrating such clear determination to help customers find savings more easily, Kohl’s seemingly is offering an olive branch and a sign of contrition, which could represent the first step toward rebuilding customer relationships. But trust takes time, which is a resource that, following its recent challenges, Kohl’s may be lacking.

Discussion Questions

1. Do you think Kohl’s will be able to win back enough consumer trust? Or is it too late?
2. Other than reintroducing prior promotions, what new strategies can Kohl’s use to attract cost-conscious shoppers?

Sources: Gary Drenik, “Rethinking Retail: Kohl’s Learns the Cost of Customer Guesswork,” Forbes, June 11, 2025; “Kohl’s Helps Shoppers Save Big With Coupons on More Brands,” Kohl’s Corporate, August 18, 2025; Kyle James, “9 Online Retailers Who Let You Stack Coupons,” Wise Bread, June 27, 2018