...The Drive to Differentiate Macy’s • BlooMingdale’s 2007 AnnuAl RepoRt Financial Highlights 2007 Net Sales (in billions) Change in same-store sales (Note 1) (in billions) 2006 $ 26.970 4.4% $ 1.836 6.8% 2005* $ 22.390 1.3% $ 2.424 10.8% $ 26.313 (1.3)% $ 1.863 7.1% % of Sales (in billions) (Note 2) % of Sales $ 2.082 7.9% $ 2.273 8.4% $ 2.138 9.5% Macy’s, Inc. is one of America’s premier national Macy’s, Inc. is one of America’s premier national retailers, operating 40 Bloomingdale’s stores retailers, operating 40 Bloomingdale’s stores and more than 810 Macy’s stores in 45 states, and more than 810 Macy’s stores in 45 states, the District of Columbia, Guam and Puerto Rico. the District of Columbia, Guam and Puerto Rico. The company also operates macys.com, The company also operates macys.com, bloomingdales.com and Bloomingdale’s By Mail. bloomingdales.com and Bloomingdale’s By Mail. Income from Continuing Operations Income from Continuing Operations, Excluding Certain Items (Note 3) Net Income $ 2.01 $ 2.15 $ 1.97 $ 1.80 $ 2.08 $ 1.81 $ 3.16 $ 2.53 $ 3.24 (in billions) $ 2.231 $ 3.692 $ 4.145 Operating (in billions) (Note 4) $ 1.149 $ .457 $ 1.163 • macy’s, inc. 2 2 The Drive to Differentiate With so many choices today, shoppers are looking for retailers that stand out from the crowd. That’s why Macy’s and Bloomingdale’s are aggressively driving to deliver a differentiated shopping experience...
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...| Macy’s Inc. Valuation Report | | Table of Contents Objective 2 External Sources of Information 2 Company Identification 2 History 3 Executive Management 3 Financial Overview 4 Stock Classes and Ownership 5 Market Data and Analysis 5 Overview of Valuation Approach and Method 7 Valuation Results 9 Appendix A 10 Appendix B 11 Macy’s Valuation Report Objective Our objective is to estimate the Free Cash Flow (FCF) value of Macy’s Inc. as of July 24, 2011 (date of valuation). Macy’s Inc. is a C-Corporation organized under the laws of Delaware. It is primarily engaged in the business of premier retail fashion. The standard of value was Free Cash Flow Value, which measures the company’s ability to generate cash after accounting for capital expenditures, which is a fundamental basis for stock pricing. FCF provides a viable indication of Macy’s ability to develop new products, buy back stock, pay dividends, or reduce its debt depending on the amount of cash the company has to expand. Since FCFs indicate the financial health of a company in its current environment, this valuation’s purpose is to determine Macy’s ability to increase stock prices and maximize shareholder wealth. External Sources of Information We have used various external sources of economic and industry data to assess the condition of the general economy, trends in the fashion retail industry, and the condition of the securities markets. Among those sources, we used Plunkett Research...
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...Introduction: Macy’s Inc. Quality Management Related Problem: Customer Service over the phone and within the store front. Employees need to be visible and provide more customer service. Customer service is very vital and it goes a long way. Macy’s has great vendors and partnerships and there is quality within those 2 important factors. However, the customer service factor overall is lacking and it falls short. Great customer service brings customers back for more. Recommended Direction to Implement/Quality Management: The recommended direction is to revamp their customer service techniques and strategies. Starting with upper management and working the system all the way down, keeps everything in perspective with the support of upper management. Macy’s employees will also need to see this change being supported by upper management. We perceive change by seeing in order to support and believing. Changing with the times keeps organizations above water; with changes new approaches and strategies must be evaluated and implemented. In the retail industry, organizations who are consistent and lead take risks however they set a forecast report. This report gives them a heads up on planning for the next season and what decision needs to be made to keep their organization relevant. This course paper will show you how Macy’s is a steady leader within the retail industry, how they are consistent as a company, how they build their partnership, quality in their venders, along with a SWOT...
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...FOCUSED ON THE CUSTOMER MACY’S, INC. • 20 09 ANNUAL REPORT MACY’S Macy’s, established in 1858, is the Great American Department Store – an iconic retailing brand with about 810 stores operating coast-to-coast and online at macys.com. Macy’s offers powerful assortments and the best brands, tailored to each and every customer with obvious value, engaging service and unforgettable moments. MACY’S, INC. IS ONE OF THE NATION’S PREMIER RETAILERS, WITH FISCAL 2009 SALES OF $23.5 BILLION. THE COMPANY OPERATES THE MACY’S AND BLOOMINGDALE’S BRANDS, WITH ABOUT 850 DEPARTMENT STORES IN 45 STATES, THE DISTRICT OF COLUMBIA, GUAM AND PUERTO RICO AND THE MACYS.COM AND BLOOMINGDALES.COM ONLINE SITES. Celebrating the Magic of Macy’s Clearly, Macy’s is distinctly different from other major retailers. Macy’s embraces customers and provides an experience that transcends ordinary shopping. Our heritage includes magical special events – the Macy’s Thanksgiving Day Parade, Fourth of July Fireworks, flower shows, fashion extravaganzas, celebrity appearances, cooking demonstrations and holiday traditions ranging from the arrival of Santa Claus to tree lightings and animated window displays. But beyond these signature events, Macy’s delivers magical moments every day with our merchandise, a great deal of which is sold exclusively through our stores, as well as our shopping environment and service. You’ll see our newest looks in fashion magazines. Our associates take the extra step to...
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...MACY’S, INC. 2015 ANNUAL REPORT Macy's, Inc. 2015 Annual Report | Macy’s, Inc. is one of the nation’s premier omnichannel retailers, with fiscal 2015 sales of $27.1 billion. As of March 31, 2016, the company operates about 870 stores in 45 states, the District of Columbia, Guam and Puerto Rico under the names of Macy’s, Macy’s Backstage, Bloomingdale’s, Bloomingdale’s Outlet and Bluemercury, as well as the macys.com, bloomingdales.com and bluemercury.com websites. Bloomingdale’s in Dubai is operated by Al Tayer Group LLC under a license agreement. Macy’s, established in 1858, is an iconic retailing brand with about 730 stores operating coast-to-coast, online at macys.com and a Macy’s shopping app for mobile devices. Macy’s offers powerful assortments and the best brands, tailored to each and every customer with obvious value, engaging service and unforgettable moments. In 2015, the company opened six pilot Macy’s Backstage off-price stores in the New York City area. CELEBRATING THE MAGIC OF MACY’S Clearly, Macy’s is distinctly different from other major retailers. We sell the most-wanted brands such as Calvin Klein, Charter Club, Estée Lauder, I.N.C, Michael Kors, Ralph Lauren, Sean John, Style&Co.,Thalía Sodi and Tommy Hilfiger. Macy’s embraces customers and strives to provide an experience that transcends ordinary shopping. Our DNA includes special events that are magical – the Macy’s Thanksgiving Day Parade, Fourth of July Fireworks, flower shows...
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...aligned with the CUSTOMER, prepared for GROWTH MACY’S, INC. 2014 ANNUAL REPORT Macy’s, Inc. is one of the nation’s premier omnichannel retailers, with fiscal 2014 sales of $28.1 billion. As of March 31, 2015, the company operates about 885 stores in 45 states, the District of Columbia, Guam and Puerto Rico under the names of Macy’s, Bloomingdale’s, Bloomingdale’s Outlet and Bluemercury, as well as the macys.com, bloomingdales.com and bluemercury.com websites. Bloomingdale’s in Dubai is operated by Al Tayer Group LLC under a license agreement. Macy’s, established in 1858, is an iconic retailing brand with about 775 stores operating coast-tocoast, online at macys.com and a Macy’s shopping app for mobile devices. Macy’s offers powerful assortments and the best brands, tailored to each and every customer with obvious value, engaging service and unforgettable moments. Celebrating the Magic of Macy’s Clearly, Macy’s is distinctly different from other major retailers. We sell the most-wanted brands such as Calvin Klein, Charter Club, Estée Lauder, I.N.C, Michael Kors, Ralph Lauren, Sean John, Style&Co.,Thalía Sodi and Tommy Hilfiger. Macy’s embraces customers and strives to provide an experience that transcends ordinary shopping. Our DNA includes special events that are magical – the Macy’s Thanksgiving Day Parade, Fourth of July Fireworks, flower shows, fashion extravaganzas, celebrity appearances, cooking demonstrations and holiday...
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...2007 Deloitte Tax Case Study Competition Regional Case Study This is the story of the Vitalité health and fitness phenomenon created by three American heroes. You’ve worked out in their gyms, bought their nutrition books, and devoured their frozen entrees – and you’ve seen them a hundred times on The Ophira Show! You even spent months wearing their “Cal Pal” to find out how many calories you burned. Here’s the story of how they rocketed to the top and the fallout of their success. Macy. When she was in her mid-20s, Macy Vitale was the picture of confidence and, in keeping with her name, Vitality, with a capital V! She graduated from college with a degree in journalism, and, by the time she was 32, her gorgeous face, perky attitude, and deep understanding of current affairs landed her the position of anchor for the Channel 8 evening news. Macy never took anything too seriously. She was such a natural on camera that it couldn’t count as “work.” Her carefree attitude ended one morning when she overheard the director tell the camera man to shoot Macy only when she was seated behind the desk. He whispered, “She’s starting to look a bit wide in the hips.” As soon as they were off the air Macy, picked up the phone and called Mark Newcomb from “Mad Mark’s Gym.” Mark. Mark isn’t your typical trainer. He is serious! He served in the Special Forces in Kuwait in the early 90s, has Masters Degrees in Health Sciences and Nutrition, and a Ph.D. in Kinesiology and Physiology. He has spent the...
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...EXECUTIVE SUMMARY Macy’s Department Stores, Inc. is a large organization with many stores, departments, and employees. They have a quick employee turnover rate and high goal setting. They expect their employees to reach sales goals in set periods of time which causes stress amongst the ranks. Each department in a store is accountable to one or more managers, those managers have a floor manager and so on. Although it is tough to work for Macy’s, the goals they set have allowed them to thrive in the competitive department store world. There are three levels to the makeup of a company. Each level has many independent variables; we will be focusing on one for each level. The first level is the individuals with their skills and abilities. By using a questionnaire and sales results, we found how employees use their skills and abilities to meet their day-to-day goals. The next level is group processes. At Macy’s, departments are expected to meet goals from all their employees together. The independent variable that we chose to analyze is group characteristics. This also uses the questionnaire and sales results used for the individuals. The last independent variable that will be discussed is the organizational goals. When employees meet their goals, this allows the group to perform well and the whole store is better off. Each store competes to help Macy’s be a great organization. In our analyses we found that workers at Macy’s are stressed to meet their goals. This stress factor...
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...Economic Damage to the State There had been descending times in New Jersey, their GDP dropped from $482.1 billion in 2008 to $470.35 billion in 2009 during the Great Recession, and has rebounded slowly, climbing back to $480.4 billion in 2010 and hitting $486.99 billion in 2011. In both years, New Jersey ranked 47th nationally in economic growth (Magyar, 2013). Then a major disaster in Hurricane Sandy happened, and packed a bigger economic punch than most people had thought. In its sweep through the Northeast, the storm halted sales at major retailers at the start of the crucial holiday shopping season, closed factories and slowed home sales in one of the most densely populated areas of the country. Target and Macy's blamed the storm for weak sales in November. Macy's and Nordstrom Inc. reported their first monthly sales drop since late 2009, when the U.S. economy was just emerging from the Great Recession. The government said that new-home sales plunged 32 percent in the Northeast last month and nearly 12 percent in the South. By contrast, sales surged nearly 63 percent in the Midwest and nearly 9 percent in the West. Sandy is being blamed for about $62 billion in damage and other losses in the U.S., most of it in New York and New Jersey (Matthews, 2012). It's the second-costliest storm in U.S....
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...or any tendency to track credit card vendor activities could be susceptible to a wide range of credit card abuses, at least, until the Credit Card Act intended to reduce these issues. New requirements include the following. In §101(a) advance notice prior to a rate increase or any other major changes is necessary. This is important because a lot of people will sign up for a new credit card with zero APR for the first year, then the interest rate spikes up to 22.5 percent. Without being aware of at what point this interest change will occur, a consumer may not plan their payments to the credit card accordingly as they initially desired upon opening the card. With a warning, the consumer can budget better ahead of time. In §171(a) annual fees, percentage rates, or other costs cannot be increased beyond the initial agreement, with few exceptions outlined. This is important for anyone who is charged a fee or whose interest rate increases without their being aware. It also protects those who have to call customer service in complaint of such an action by the creditor. In §102(a)(1)...
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...1 The CASE Journal Volume 4, Issue 2 (Spring 2008) Table of Contents Click on the article or case title to go to that page Editorial Policy Letter from the Editor Case Abstracts Cases “Sally’s Dilemma: Making Tough Choices in Collaborative Visioning” Karl A. Hickerson, David J. O’Connell & Arun K. Pillutla, St. Ambrose University “The Death of a Salesman Revisited: Part A” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “The Death of a Salesman Revisited: Part B” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “Customer Service at the Jewish Community Center” Edward Demarais, Salem State College, Sandra Sheckman, & Gina Vega, Salem State “The Frozen Production Line” Anton Massman, U.S. Air Force, Elaine Davis & Janell M. Kurtz, St. Cloud State University “Dow Chemical and Agent Orange in Vietnam” Cedric Dawkins, California State Polytechnic University – Pomona Membership Form Page 2 The CASE Journal Volume 4, Issue 2 (Spring 2008) EDITORIAL POLICY The audience for this journal includes both practitioners and academics and thus encourages submissions from a broad range of individuals. The CASE Journal invites submissions of cases designed for classroom use. Cases from all business disciplines will be considered. Cases must be factual, and releases must be available where necessary. All cases must be accompanied by an instructor’s manual ...
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...Industry Surveys Retailing: General Jason Asaeda, Department & General Merchandise Stores Equity Analyst JUNE 2013 Current Environment ............................................................................................ 1 Industry Profile .................................................................................................... 12 Industry Trends ................................................................................................... 13 How the Industry Operates ............................................................................... 23 Key Industry Ratios and Statistics ................................................................... 29 How to Analyze a Retail Company ................................................................... 31 Glossary ................................................................................................................ 36 Industry References ........................................................................................... 37 Comparative Company Analysis ...................................................................... 38 This issue updates the one dated November 2012. The next update of this Survey is scheduled for December 2013. CONTACTS: INQUIRIES & CLIENT RELATIONS 800.852.1641 clientrelations@ standardandpoors.com SALES 877.219.1247 wealth@spcapitaliq.com MEDIA Marc Eiger 212.438.1280 marc.eiger@spcapitaliq.com S&P CAPITAL IQ 55 Water Street New York, NY 10041 ...
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...49-61 Conclusion………….. 62-64 Appendices Appendix A Online Survey Results 66-75 Appendix B Mystery Shopping Results 76-99 Appendix C Manager Interview 100-105 Appendix D Focus Group Description and Results 106-113 Appendix E Timeline 114 Appendix F Works Cited 115 Executive Summary Executive Summary Executive Summary Executive Summary After being in the retail business since college, Harley Hooper’s passion for retail, especially specialty men’s clothing, grew. This passion led to him opening his first store, Harley’s, in Tyler, Texas, thirty years ago. In 2009, Mr. Hooper decided to expand his store by opening a second store in College Station, Texas, which is the focus of our project. Even though the store will only be celebrating its second anniversary this May, they already have a large customer following that is continuing to grow. Our audit will be providing assessments of Harley’s current marketing strategies to show them not only what they are doing well, but how they can make further improvements to the company. In order to do this, we will first define both the stores current and aspirational target markets and analyze their position in the minds of the two markets. This will be followed by an evaluation of competitors to the men’s specialty store. This was done through a focus group of current and not current customers, a survey, and through mystery shopping. Next in our audit, we will provide a SWOT analysis...
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...| | | | Founded in 1941, Coach is a US based producer and retailer of leather goods, handbags, shoes, luggage, and accessories for women and men. With its classic American styling, Coach has become one of the most recognized accessory brands in the United States. Coach is a publicly traded company listed on the New York Stock Exchange as COH. Competitive Set Coach competes with a number of luxury accessory brands. According to Hoovers.com, three of its closest competitors are: * Dooney & Bourke, Inc. * Seller of accessibly priced luxury handbags and accessories for women and men. Distributed through department stores, online sales, and print catalog sales. The company operates a small number of boutiques in the US and has a small number of international boutiques, including a single boutique in Tokyo and a single boutique in Macau. * kate spade LLC * Seller of handbags, diaper bags, stationary, clothing, shoes, jewelry, and various other accessories for women and men. The company distributes its wares via 65 kate spade boutiques in the US, and in upscale department stores. Kate spade products are also distributed throughout Asia in department stores. * Michael Kors (USA), Inc. * Seller of high end clothing, shoes, handbags, jewelry and accessories. Products are sold through upscale department stores and through Michael Kors boutiques. Michael Kors boutiques are located throughout the US, Asia (but none in China, so far)...
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...Marketing Subject: Letter of transmittal Dear Sir, Enclosed is a report on the Game theory Between Gallerie Apex and Bata. This report is about the internal and external business strategies of the pioneer footwear company Gallerie Apex and Bata. We were assigned to submit this report in 21th April 2012 to be submitted as a term paper for our Business Mathematics 2 course in the 3rd semester of our BBA program, from the department of Marketing of University of Dhaka. We have completed it whilst trying to meet all its broad and specific objectives within the allotted time. We are submitting the report to you only, as our course instructor and will be keeping a copy for any future references. We have organized our findings about the business strategies of the above mentioned trading companies. This paper includes an introduction to the company in focus, in terms of their business strategies and an analysis of those processes with some possible recommendations. It has been completed with a conclusion. At the end of the report references and appendix are added for more information. For further queries and/comments please contact us in the following email address paul.ronoy@gmail.com, or call 01680018535. We are thankful to you and hope to work with you in future. Sincerely, Gamers Enclosure: Final Course Report Acknowledgement In making this report, we have come learnt the...
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