1. Elevating the Service Culture of Bloomingdale’s Soho
A Mandela Workshop
Fall 2011
Men’s Group
Members: Theresa O’Keefe, Carol O’Riordan, Jack Gonzalez, Jose Almonte, Marvin Amador,
and Vanessa Gill
Chapters: Know When to Say NO
Find Your Own Garden
See the Good in Others
Objective: Empower team to provide outstanding service by finding the fun and joy while
interacting with customers. Understand that not all challenging customers have
ulterior motives and think of the greater good.
Action Plan: Use No appropriately, if it isn’t meeting the needs of the business or supporting our
core priorities.
Develop a fun “NO” list and a “YES” list for the Sales Professionals so they feel
empowered to make decisions that would promote outstanding service.
Say NO to peers when it compromises coverage.
Celebrate and share positive and fun customer interactions with Store population by
having Sales Professionals discuss at morning meetings and/or Store rallies.
Encourage sincere excitement and enthusiasm when a client comes in by recognizing
by name and introduce to SM/Seniors.
Incorporate the whole theme of the floor being our garden. SPs plant seeds of clients
through positive shopping experience and follow up, Merchandise/ Visual are like
water to help promote client growth, LP helps protect the soil that creates a great
foundation for growth, SM/Group help turn the soil, support, direct, and nurture like
tools used to develop a garden.
Reinforce not everyone is scamming Bloomingdale’s by communicating the financial
implications of a negative shopping experience and the true cost of fraud activity to
the total picture.
Implement Peer recognition of outstanding service at Store rallies.

2. Elevating the Service Culture of Bloomingdale’s Soho
A Mandela Workshop
Fall 2011
Center Core Group
Members: Lorie Bruzga, Katina Kontos, Kristina Nanjara, Dan Costa, Ned Fitch, and
Julie Dahlen
Chapters: Courage is not the Absence of Fear
Lead from the Front
It’s Always Both
Objective: Invest the time in developing an effective Mentoring Program that not only focuses on
tasks but helps promote an elevated service culture.
Establish two rules:
Don’t be afraid to make the customer happy within reasonable means. You may be
right, but the customer is always right.
Action Plan: Drive consistency by empowering SPs to take care of customers. Spend the time
educating team on how to use all tools/resources available to make the right decision
for our customers without fear.
Re-evaluate our Mentoring Program to have a larger piece focused on our service
expectations. Leverage tenured SPs to help facilitate.
Incorporate CEL as part of the onboarding process to help illustrate and define service
expectations.
Establish Service Captains from the SP population to encourage ownership and
accountability among peers.
Ensure RF 2711 is manned at all times. Assign phone to SMs when CEL is off or
unavailable during the week and Senior on during weekends.
Leadership group be the role model for service expectations. Get in the trenches by
not just speaking to it but also demonstrating.
Establish a Most Helpful quarterly award that that recognizes a member from the
Leadership group which Associates vote on.
Share Associate testimonials at morning meetings and/or Store rallies on how they
made a customer happy.

3. Elevating the Service Culture of Bloomingdale’s Soho
A Mandela Workshop
Fall 2011
RTW Group
Members: Alex Garcia, Sarah Goldstein, Lisa Consalo, Francesca Mamp, Merrill
Stephens, and Michael Aronowitz
Chapters: Be Measured
Have a Core Principle
Know Your Enemy
Objective: Develop a selling culture that leverages positive shopping experiences into loyal
clients. Identify and neutralize barriers to outstanding service. Push ownership down
to the Associate level.
Action Plan: Train team on how to slow down to better impact service. Educate on tactics they
could employ while interacting with customer’s to gain trust, foster a connection, and
make the customer feel singular in importance.
Establish peer Service Captains to mentor and help drive consistency of service
expectations.
Communicate service non-negotiable(s). Hold team accountable.
Keep all initiatives and tasks focused on three core principles: Sales, Service, and
Loyalty.
Identify and limit distractions. Hold service clinics to train on how to overcome.
Ask Associates to rate service within the Store. Share their observations and have
them brainstorm on how to improve for next time.
Have peer Service Captains recognize outstanding service observations daily, weekly,
and monthly.
Foster two-way open dialogue of service opportunities and achievements.
Ask team daily: Are they putting the customer first?
Commit to support with daily observations and candid feedback.

4. Elevating the Service Culture of Bloomingdale’s Soho
A Mandela Workshop
Fall 2011
High Traffic Group
Members: Billy Poppell, Melissa Morris, Marie Zerillo, Amanda Minami, Adrienne Lam,
and Erica Brown
Chapters: Look the Part
Lead from the Back
It’s a Long Game
Objective: Develop a fast, fun, and friendly shopping environment. Leverage highly trafficked
businesses as an opportunity to deliver brand service expectations. Raise level of
awareness of customer perceptions.
Action Plan: Hold service clinics focused on defining and sharing the principles of Look the Part
with team. Have team brainstorm on how they can act the part and speak the part of
a brand ambassador to Bloomingdale’s.
Communicate the financial implication and WIFIM of a positive shopping experience.
Share with team that outstanding service fosters clients who spend more and with
more frequency. Spend more time on explaining why and less on what.
Challenge team to assess Service levels and come up with solutions on how to rectify.
CEL to compile a video of what service looks like on a typical day in Soho. Show them
from the point of view of a customer.
Choose key people to inspire and drive for consistency. Host a training luncheon with
the Service Captain group to clarify their roles and objectives. Empower them to be
the first followers and provide them with supporting tools.
Establish a recognition program, where the Service Captains share the best service
performance weekly. Have them present to GM and help determine best service
performance monthly.
Have the first wave of Service Captains determine next followers or second wave of
Service Captains.
Create fun incentives to keep team engaged.
Senior commitment to only two initiatives this fall: Service and Client Sales