...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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...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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...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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...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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...Shannon Walters Midterm SWOT 10/15/2014 Strengths: * Representing people with disabilities in their catalogs since 1997, which is rare. This is a strength because it represents all customers of Nordstrom, not leaving out certain groups because of industry ‘norms’. This speaks volumes to all customers that Nordstrom recognizes them as individuals, but also, as O’Connell mentioned in an interview, “people with disabilities represent a significant marketing opportunity with $225 billion in discretionary income… and companies that understand this will have a competitive advantage.” (http://www.santacruzsentinel.com/business/ci_26254983/models-disabilities-star-nordstrom-catalog) * Has a customer first attitude to differentiate Nordstrom from other high-end retailers and department stores and build customer loyalty. They are in a highly competitive market involving high fashion, quality items at a premium price, but their service is what drives their business in. They invest in high quality staff, greet customers by name, write personal thank you notes, make follow up calls about satisfaction with products, have large well lit stores and fitting rooms, have a price match system, as well as a very lenient no questions return policy, all combined to keep their customers as satisfied as they can. (http://wwwiebe.com/nordstrom-customer-service-first/) * Nordstrom has different brands and product lines to reach different market segments and keep up with trends. These include:...
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...May 28, 2013 Future Trends of the Company Abercrombie & Fitch This research paper that including three different sources is aim to point out the future trends of the company Abercrombie & Fitch. From the Wall Street Journal, we can find a great article “U.S. Retail Sales Growth Expected To Pull Back in 2013” that written by Joan E. Solsman, and then realize the future trend of A&F. U.S. retail sales are expected to rise 3.4% in 2013, their slowest rate since 2010, as consumers shift to lower spending because of a bigger tax bite to their paychecks and bickering among policymakers over fiscal matters, according to the industry's biggest trade group. The National Retail Federation's projection for 2013 is below its preliminary 4.2% growth rate for 2012. It expects many of the issues that affected retail sales during a lackluster 2012 holiday season--worries about the economy's direction and increasing online competition--to remain foremost in shopper's minds early this year. The forecast excludes automobiles, gasoline stations and restaurants. Debates about the health of the economy and fiscal policy are "having a real impact on household budgets and consumer spending," said Matthew Shay, chief executive of the trade organization. He called on Congress and President Barack Obama's administration to show leadership and take concrete actions "enlarging the size of the economic pie, not just having a continuing debate about dividing up the pie in different...
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...STRATEGIC MARKETING PLAN 2012: PRODUCT STRATEGY A Paper Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Alisha Liane Ostlund In Partial Fulfillment for the Degree of MASTER OF SCIENCE Major Department: Apparel, Design, and Hospitality Management April 2012 Fargo, North Dakota North Dakota State University Graduate School Title JC Penney Strategic Marketing Plan 2012: Product Strategy By Alisha Liane Ostlund The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of MASTER OF SCIENCE SUPERVISORY COMMITTEE: Linda Manikowske Chair Holly Bastow-Shoop Jaeha Lee Gerry Macintosh Approved: 04-24-2012 Date Holly Bastow-Shoop Department Chair ABSTRACT The JCPenney Company has undergone a transition from a value retailer to a streamlined, customer-driven retailer in order to set itself apart from its biggest competitors, Macy’s and Kohl’s. Previously, JCP was focused on general, storewide promotions. Currently, JCP has retooled their image to reflect a standard set of prices and special savings. In this exploratory look at JCP’s merchandising strategy, both previous and new methods are examined and additional steps to improve the returns on merchandising investments are offered. During this study, a detailed examination of JCP’s internal and external environments has been conducted, and an analysis of their consumer...
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...PLAN 2012: PRODUCT STRATEGY A Paper Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Alisha Liane Ostlund In Partial Fulfillment for the Degree of MASTER OF SCIENCE Major Department: Apparel, Design, and Hospitality Management April 2012 Fargo, North Dakota North Dakota State University Graduate School Title JC Penney Strategic Marketing Plan 2012: Product Strategy By Alisha Liane Ostlund The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of MASTER OF SCIENCE SUPERVISORY COMMITTEE: Linda Manikowske Chair Holly Bastow-Shoop Jaeha Lee Gerry Macintosh Approved: 04-24-2012 Date Holly Bastow-Shoop Department Chair ABSTRACT The JCPenney Company has undergone a transition from a value retailer to a streamlined, customer-driven retailer in order to set itself apart from its biggest competitors, Macy’s and Kohl’s. Previously, JCP was focused on general, storewide promotions. Currently, JCP has retooled their image to reflect a standard set of prices and special savings. In this exploratory look at JCP’s merchandising strategy, both previous and new methods are examined and additional steps to improve the returns on merchandising investments are offered. During this study, a detailed examination of JCP’s internal and external environments has been conducted, and an analysis...
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...Current market situation: 4 IV – SWOT analysis: 12 V – Objectives and Issues: 13 VI – MKT strategies: 14 VII – Action programs and Budgets: 15 VIII – Control: 19 I. General View 1. History: Victoria's Secret is an American retailer of women's wear, lingerie and beauty products that is owned and run by the Limited Brands Company. This company was founded in 1963 in Columbus, Ohio. Victoria's Secret was started in San Francisco, California, in 1977 by Roy Raymond who was Business alumnus of Tufts University and Stanford Graduate School. He felt embarrassed trying to purchase lingerie for his wife in a department store environment. He opened the first store at Stanford Shopping Center in Palo Alto, and quickly followed it with a mail-order catalog and three other stores. With this store he hoped that it could create a comfortable environment for men, with wood-paneled walls, Victorian details and helpful sales staff. Instead of racks of bras and panties in every size, there were single styles, paired together and mounted on the wall in frames. Men could browse for styles for women and sales staff would help estimate the appropriate size, pulling from inventory in the back rooms. In 1982, after five years of operation, Roy Raymond sold the Victoria's Secret Company, with its six stores and 42-page catalogue, grossing $6 million per year, to Leslie Wexner, creator of The Limited, for $4 million. The Limited kept the personalized image of Victoria's Secret intact. Victoria's...
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...14 4.2. Pro Forma Forecasting 16 4.3. Discounted Cash Flow Valuation 19 4.4 Earning Valuation 21 4.5 Relative P/E Ratio Model 23 4.6 Synergy 26 5. Outcome and process of negotiations 28 6. References 30 7. Appendices 31 Executive Summary The purpose of this paper is to evaluate and negotiate an acquisition of Jos. A Bank by Men’s Wearhouse. The first step of this process is to use fundamental analysis to value the equity per share value of Jos. A Bank. The second step is to value the synergy between Men’s Wearhouse and Jos. A Bank to estimate the value that would be added to Men’s Wearhouse if they were to acquire Jos. A Bank. Lastly, the paper will address the process of the negotiation with Jos. A Bank management for the proposed acquisition and the ultimate outcome of the process. The North American Industry Classification System (NAICS) classifies Men’s Wearhouse as a clothing and clothing accessories store and this subsector of the retail industry has approximately 2.5 million employees. The firm was founded by George Zimmer in 1973 in Houston, Texas. Since then the company has grown to 900 stores nationally and continues to expand on internet retail as well. As part of this aggressive expansion strategy, CEO Doug Ewert is exploring the opportunity of buying their largest competitor. When assessing this opportunity the qualitative features and quantitative features are taken into account. The qualitative features are assessed...
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...LEHMAN BROTHERS: TOO BIG TO FAIL? WILLIAM RYBACK LEHMAN BROTHERS: TOO BIG TO FAIL? Copyright by the Toronto Leadership Centre. This case was prepared exclusively for a class discussion at a Banking, Insurance or Securities session offered by the Toronto Centre. Information has been summarized and should not be regarded as complete or accurate in every detail. The text should be considered as class exercise material and in no way be used to reach conclusions about the nature or behaviour of any of the persons or institutions mentioned.. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form without the permission of the Toronto Leadership Centre for Financial Sector Supervision. Sources: This document is based on information that was in the public domain at the times mentioned or which became public after the resolution of the issues. It does not include information confidential to the financial institution involved. 1 LEHMAN BROTHERS: TOO BIG TO FAIL? WILLIAM RYBACK This case study is written and presented by William Ryback, former special advisor to the Financial Supervisory Service in Seoul, Korea; Deputy Chief Executive of the Hong Kong Monetary Authority; and career bank supervisor in the United States. The material presented is derived from public media sources. INTRODUCTION In this case study an example of a large bank failure and its after effects on the financial markets is presented...
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...Strategic Audit of Starbucks Traci Hall Jones College Business Policy and Administration Professor E. Smith June 20, 2011 I. Current Situation A. Current Performance Starbucks is the fastest growing food chain and shows no signs of slowing down. it plans to boost earnings by 20% to 25% annually over the next three to five years and to bring its number of storefronts to 40,000 worldwide which is 10,000 more than McDonald’s. Starbucks is conservative in how it finances its goals. Operating cash flow from existing stores pays for new-store development. So far, the return on new stores has been excellent. Increasing same-store sales has been a tougher order, though, and Chairman Howard Schultz has expressed worries that moves to improve same-store sales with automatic equipment and off-brand merchandise could be turning consumers off. The return on investment (ROI) for Starbucks in 2010 was 22.50%. The market share was $27.33 billion while the profitability was at 30.4% (Donald, 2007). B. Strategic Posture Starbucks has an impressive mission statement because it addresses their product as a whole and their mission for different relationships. “The Starbucks Mission Statement-To inspire and nurture the human spirit - one person, one cup, and one neighborhood at a time. Here are the principles of how we live that every day: Our Coffee-It has always been, and will always be, about quality. We’re passionate about ethically sourcing the finest coffee beans, roasting them...
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...background information about retail customers and competitors that you will need to understand the world of retailing and then develop and effectively implement a retail strategy. Types of Retailers CHAPTER THREE Multichannel Retailing CHAPTER FOUR Customer Buying Behavior Introduction to the World of Retailing Retailing Strategy Chapter 1 describes the functions that retailers perform and the variety of decisions they make to satisfy customers’ needs in rapidly changing, highly competitive retail environments. The remaining chapters in this section give you further background information to understand the world of retailing. Chapter 2 describes the different types of retailers. Chapter 3 examines how retailers use multiple selling channels— stores, the Internet, catalogs—to reach their customers. Merchandise Management Store Management Chapter 4 discusses the factors consumers consider when choosing retail outlets and buying merchandise. The chapters in Section II focus on the strategic decisions that retailers make. The chapters in Sections III and IV explore tactical decisions involving merchandise and store management. Introduction to the World of Retailing EXECUTIVE BRIEFING Maxine Clark, Chief Executive Bear, Build-A-Bear Workshop became President of Payless Shoe Stores, then a division of May Department Store with over 4,500 stores and $2 billion plus in annual sales at the time. In early 1997, I decided to launch a retail concept I had been...
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...¤, Inc. 2012 ANNUAL REPORT Dear Shareholders, I look forward to leading dELiA*s in rejuvenating the business and ultimately providing a strong foundation for profitable long term growth. We believe that dELiA*s has enormous potential as a specialty retailer with great brand recognition among teens. One of our biggest assets as a company is our deep understanding of the dELiA*s customer. We know who she is and what she likes. And we have an incredible opportunity to capitalize on dELiA*s’ brand equity and our customer insights to build a stronger, more consistent connection with our customer. As an omni-channel company, we have many opportunities to interact with our customer. We want to present her with a consistent brand message, look and feel in whichever way she chooses to connect with the dELiA*s brand. Aligning our brand image across channels will allow us to engage her in a more powerful way, creating stronger, deeper and longer lasting relationships. As such, we are working to revise our strategic plan to enable us to more consistently present her with the product that she loves in a way that speaks directly to her. While this will not happen overnight, we are dedicated to continually improving the business. We have an incredibly dedicated team that is working hard to improve the business and I am excited to be working with them to create a long term vision that we believe will ultimately allow dELiA*s to reach its full potential. I want to thank all...
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