Observations on Sears, Kohl's, Macy's, and J.C. Penney
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Observations on Sears, Kohl’s, Macy’s, & J.C.Penney: What does the future hold? What should be done to improve the trends?
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JC Penney Integrated Marketing Campaign
This is a link to my slideshare document, it is a powerpoint that I did for one of my last classes when I was a senior last fall. It is a Integrated Marketing Campaign for JC Penney, this was an AAF sponsored Ad-Team competition which would go on to be brought to life the following spring by Drury Communication Students.
JCPenney
This was a group project of the JCPenney Company and shows the breaking down of their strategies financially, economically, competitively, etc. These strategies define their operations and its ups and downs throughout the company’s history. This ppt. was made as a visual aid for our presentation back in the Fall of 2012.
J.C. Penney’s Case Study
J.C. Penney faced primary issues during the 2007 recession as consumer spending shrank. This was compounded by highly competitive discount retailers. A SWOT analysis showed brand recognition but also declining sales. The recommendation was to reach younger audiences through increased online presence and influencer marketing. Alternatives included returning to sales/markdown pricing or adjusting store locations. The process outlined working with beauty influencers through sponsored product reviews and haul videos.
JC penney
Analysis of JC Penney company and comparison of it with its competitors such as Dillard’s, Sears and others.
JC Penney, Retail Management Project
JCPenney aims to capture market share in the young men's apparel market in the US. They plan to launch an innovative, creative clothing line targeting Generation Y men aged 25-35. The line will include signature items like a versatile sport coat as well as tees, sweaters and accessories. JCPenney will promote the line through social media, mobile apps, and magazine ads. Financial projections estimate over $10 million in annual profits at full production scale.
Jc penney case study
1. Allen Questrom joined JC Penney in 2000 as CEO to rescue the struggling department store chain.
2. He focused on improving the supply chain, revamping the brand image, closing unprofitable operations, and regaining lost customers.
3. By 2004, Questrom helped achieve significant growth and profitability increases through initiatives like focusing on middle-income customers, competitive pricing, and centralizing buying decisions.
Jc penney ppt draft new
Ron Johnson was hired as CEO of JCPenney in 2011 to revitalize declining sales. His 5-point plan included: 1) Rebranding the store as "JCP" 2) Implementing a "fair and square" pricing strategy without coupons 3) Opening stores-within-stores 4) Expanding into high-end home goods 5) Doubling advertising spending. However, he failed to test changes or understand loyal customers. His abrupt shifts confused customers and accelerated sales declines, leading to his ouster in 2013.
JCPenney Book
Our creative theme is "because you're you" which aims to personally connect with the target market by highlighting individuality and style uniqueness. The campaign goals are to shift perceptions of JCPenney from price to quality and style, give the brand credibility through exclusive products, and show the target that JCPenney understands and cares about their needs and happiness. The campaign is designed to have longevity, differentiate JCPenney from competitors, and ultimately increase sales.
Recommended
JC Penney Integrated Marketing Campaign
This is a link to my slideshare document, it is a powerpoint that I did for one of my last classes when I was a senior last fall. It is a Integrated Marketing Campaign for JC Penney, this was an AAF sponsored Ad-Team competition which would go on to be brought to life the following spring by Drury Communication Students.
JCPenney
This was a group project of the JCPenney Company and shows the breaking down of their strategies financially, economically, competitively, etc. These strategies define their operations and its ups and downs throughout the company’s history. This ppt. was made as a visual aid for our presentation back in the Fall of 2012.
J.C. Penney’s Case Study
J.C. Penney faced primary issues during the 2007 recession as consumer spending shrank. This was compounded by highly competitive discount retailers. A SWOT analysis showed brand recognition but also declining sales. The recommendation was to reach younger audiences through increased online presence and influencer marketing. Alternatives included returning to sales/markdown pricing or adjusting store locations. The process outlined working with beauty influencers through sponsored product reviews and haul videos.
JC penney
Analysis of JC Penney company and comparison of it with its competitors such as Dillard’s, Sears and others.
JC Penney, Retail Management Project
JCPenney aims to capture market share in the young men's apparel market in the US. They plan to launch an innovative, creative clothing line targeting Generation Y men aged 25-35. The line will include signature items like a versatile sport coat as well as tees, sweaters and accessories. JCPenney will promote the line through social media, mobile apps, and magazine ads. Financial projections estimate over $10 million in annual profits at full production scale.
Jc penney case study
1. Allen Questrom joined JC Penney in 2000 as CEO to rescue the struggling department store chain.
2. He focused on improving the supply chain, revamping the brand image, closing unprofitable operations, and regaining lost customers.
3. By 2004, Questrom helped achieve significant growth and profitability increases through initiatives like focusing on middle-income customers, competitive pricing, and centralizing buying decisions.
Jc penney ppt draft new
Ron Johnson was hired as CEO of JCPenney in 2011 to revitalize declining sales. His 5-point plan included: 1) Rebranding the store as "JCP" 2) Implementing a "fair and square" pricing strategy without coupons 3) Opening stores-within-stores 4) Expanding into high-end home goods 5) Doubling advertising spending. However, he failed to test changes or understand loyal customers. His abrupt shifts confused customers and accelerated sales declines, leading to his ouster in 2013.
JCPenney Book
Our creative theme is "because you're you" which aims to personally connect with the target market by highlighting individuality and style uniqueness. The campaign goals are to shift perceptions of JCPenney from price to quality and style, give the brand credibility through exclusive products, and show the target that JCPenney understands and cares about their needs and happiness. The campaign is designed to have longevity, differentiate JCPenney from competitors, and ultimately increase sales.
JC Penney Failed Pricing Strategy
A brief analysis of JC Penney's failed Pricing Strategy: Fair and Square, under Ron Johnson's tenure
JCPenney's NSAC AAF 2011
The proposed campaign for JCPenney targets women ages 25-34 and focuses on connecting with them on an individual level. The campaign's theme, "because you're you", emphasizes that JCPenney understands and celebrates each person's unique qualities and style. The campaign aims to shift perceptions of JCPenney away from price and towards quality, style, and understanding individual customer needs. Print ads, television commercials, and other executions would showcase JCPenney's brands and products while communicating the theme. The goal is for the long-
jcp Rebranding: Brand Management
This document provides an overview of JCPenney's brand audit and strategies. It begins with an agenda and company overview. It then analyzes JCPenney's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Competitors are identified and target markets are outlined. Effective and ineffective past brand works are examined. JCPenney's goal of becoming the "Great store experience" is stated. Brand building tactics around elements, marketing mix, communications, and partnerships are proposed. The document concludes with suggestions for qualitative and quantitative brand measurement.
Grp8_JCP_Castudy_Report
This document provides a case study analysis of J.C. Penney's business challenges and objectives to reinvent its brand. It outlines J.C. Penney's background, situation analysis including nature of demand, extent of demand, nature of competition and environmental climate. It then discusses J.C. Penney's marketing mix, SWOT analysis, evaluation of alternatives and provides a recommendation to modify J.C. Penney's pricing strategy, focus on private brands, and build an integrated brand experience to regain market share and customer loyalty.
JCPenney Campaign
This campaign aims to increase JCPenney's market share among females ages 25-34 by positioning the brand as the solution to "the hunt" for quality items at affordable prices. Research found that modern moms value convenience and deals. The campaign will show how JCPenney satisfies the thrill of the hunt without hassle by having all needed items. Advertising will build an emotional connection and confidence in JCPenney to make it a top consideration. The tagline "The hunt ends here" communicates the ease of shopping at JCPenney.
JC Penney Business Leadership Plan
The past several years JC Penney has made drastic shifts to their pricing strategy and store operations, including several leadership changes. Bringing back CEO Mike Ullman, after an 18-month stint of former Apple retail guru Ron Johnson, has helped to stabilize this classic American brand. Since then, JC Penney has posted two quarters of growth for the first time in several years.
This strategy was presented at my NYU’s Business Leadership class, where we were tasked with analyzing the company’s current leadership and provides our recommendations for a new sustainable strategic approach.
After years of isolating their customers and employees, resulting in industry irrelevance and financial decline, this strategy would bring this American staple brand back to retail prominence. This proposal is meant to take place shortly after Ron Johnson’s departure, prior to the recent growth JC Penney has seen in Q4 ’13.
NYU Team Members:
- Raquel Vicente (designed deck)
- Jessica Aiello
- Yulibel Lamorena
- Alejandro Munoz
JCPenney
The document summarizes research conducted to understand shopping behaviors and brand perceptions of women ages 25-34. It outlines objectives, research methods including surveys, focus groups and ethnographies. Key insights include identifying important life stages for this demographic and their associated shopping motivations. The Young Professional, Newlywed and Real Mom personas are described to represent careers, marriage and motherhood stages respectively. Recommendations will target these audiences and stages.
Situation Analysis of JCP
JCPenney's mission statement and culture are unclear and unstable. The company lacks a clear dominant selling idea. Internally, JCPenney has a strict hierarchy and lack of communication between levels. Financially, JCPenney has seen declining sales, profits, and efficiency. Customer satisfaction was average but declined after changes upset loyal customers and failed to attract new customers due to inconsistent branding.
JCPenney Repositioning
This media plan proposes strategies for JCPenney to reach their target audience of "Xoomers" ages 25-34. It recommends using new media like QR codes, online news sites, magazines, television, in-store kiosks, interactive storefronts, and guerrilla marketing. The plan outlines goals to increase consumer interaction and brand awareness through competitions and a pulsing media schedule tailored around holidays and seasons. It provides a budget breakdown and extensions for additional advertising during peak shopping periods.
Jcpenney - Change in culture
Ullman initiated a culture change at JCPenney after a successful turnaround to transform the company from a turnaround story to an industry leader. He identified problems like a formal and rigid culture that intimidated new recruits. His vision was to make JCPenney an exciting place to shop and work through initiatives like relaxing dress codes, using first names, and modifying policies to suit all employees. Within two years, employee survey responses, profitability, and store openings increased, showing early success of the culture change in revitalizing the company.
JCPenney Presentation
The document proposes improving communication at JCPenney to address employee attendance issues. It suggests updating the employee kiosk and implementing email/text programs to inform staff of schedules, events, and company updates. A survey found most employees felt these changes could boost attendance. The recommendation is to adopt these communication programs to positively impact employee attendance and morale.
Grp8_JCP_Castudy_PPT
This document outlines recommendations for reinventing J.C. Penney. It analyzes J.C. Penney's declining market share and customer base. The Fair and Square pricing strategy has failed to regain sales or loyalty. The recommendation is to improve the Fair and Square strategy by categorizing products by price sensitivity and offering more discounts on private brands. An integrated online and offline brand experience is suggested to understand customer needs better. A plan of action includes market research, replacing the CEO, bringing back private brands, online-offline integration, and contingency planning if sales continue to fall.
Brand Valuation Methodology
1. The document discusses valuing brands like Nike by comparing the enterprise value to sales ratio of premium brands versus lesser known brands in the same industry.
2. For Nike, the methodology calculates enterprise value to sales ratios for Nike, Adidas, and a generic brand called Brown Shoe Co.
3. Comparing Nike's ratio of 1.665 to Adidas' 0.840 suggests the value of Nike over Adidas is $15.63 billion, representing the premium captured due to Nike's brand strength.
Target Corporation - Strategic Analysis
This PowerPoint examines the corporate structure of Target in a strategic manor. See how it compares to its competitors and why it is one of the leading retailers in today's society.
Group C Marketing Plan
The company aims to increase its annual profit growth by 13% and market share by 5% per year. It has a steady cocoa supply and quality guarantee as strengths but an unrecognized brand as a weakness. New trendy fusion products are an opportunity in the growing chocolate market. Price competition is a threat. The target market includes explorers, reformers, and mainstreamers with middle to high incomes. The company will use prestige pricing and seasonal discounts to position as high-quality. It will distribute through shops in Festival Walk and online, and promote via events, media advertisements, and social media. Milestones include website launch and a grand opening event.
The Co-operative food
The Co-operative Group has a large food retail business facing strategic challenges from competitors. Their plan is to improve value, availability, and range through a format-led approach. They will focus on fixing basics, truly understanding customers, rolling out chosen formats across stores, and marketing their differentiated proposition. This will be supported by significant price investment, supply chain optimization, and £94M in store investments over 3 years.
Macy's Presentation
This document summarizes an internship project at a store focusing on the women's shoes department. It includes a SWOT analysis of the department which found strengths in brand equity and advertising but weaknesses in lack of in-store promotion. Opportunities included heavy foot traffic and new technology. Threats were intense competition and lower prices online. Key areas of focus were improving the "Magic Score" metric and increasing usage of the MyClient customer relationship program. Through coaching associates on sales techniques and adding more customers to MyClient, the store saw a 14.5 point increase in the Magic Score over 5 weeks.
The dalmore brand_induction
The document provides an overview of The Dalmore brand, including its brand story, performance review, core and rare collections, brand positioning, and examples of brand activation. It discusses The Dalmore's status as the fastest growing single malt Scotch whisky globally and focus on higher price points within its core collection. The branding emphasizes artisanal craftsmanship and positioning at the apex of the category through unique liquid quality and experiences. Examples are given of marketing campaigns, events, digital communications, trade visibility programs, and utilizing the distillery to deepen relationships.
Target Corporation - Brand Management
A brand management project presentation on Target corporations positioning and communication vis-a-vis its competitors Walmart, Kmart etc.
MBA 503 Team Presentation
The document analyzes and compares four major US department store retailers: Dillard's, JC Penney, Macy's, and Kohl's. Key metrics such as gross profit margin, net profit margin, inventory levels, earnings per share, and financial ratios are examined over time for each company. In conclusions, Kohl's weathered the economic recession better than peers. Macy's size allowed it to recover from mistakes. JC Penney and Dillard's needed to respond quickly to survive. The team recommends a "buy" for Kohl's and "hold" for the other three companies.
Macy's-Communication Strategy
The document provides an overview of industry and company trends for Macy's. Regarding industry trends, it notes that traditional retail shopping is declining while value-oriented stores and online shopping are growing in popularity. For Macy's specifically, it states that while other brands have seen positive sales growth and increased customer traffic, Macy's has experienced declining sales and foot traffic. It also summarizes that Macy's current marketing messages do not tie together well and make the brand feel remote and non-inclusive. Competitive analysis shows that Macy's needs a unique communication strategy to distinguish itself from competitors. The solution proposed focuses a new concept on highlighting Macy's long history and role in consumers' lives from events to sales,
Kohl's Case Study
Kohl's is a department store chain founded in 1962 that focuses on convenience and value for its target market of women ages 25-54 with children earning $35,000-$75,000 annually. It differs from competitors by locating stores in power centers near other retailers for easy access. As the largest department store chain by number of stores, Kohl's managers must track external trends like demographics, the economy, technology and competitors to understand their target market and maintain business success. Key stakeholders are customers who prefer Kohl's convenient locations, suppliers who provide popular brands, and competitors that increasingly imitate Kohl's model.
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The proposed campaign for JCPenney targets women ages 25-34 and focuses on connecting with them on an individual level. The campaign's theme, "because you're you", emphasizes that JCPenney understands and celebrates each person's unique qualities and style. The campaign aims to shift perceptions of JCPenney away from price and towards quality, style, and understanding individual customer needs. Print ads, television commercials, and other executions would showcase JCPenney's brands and products while communicating the theme. The goal is for the long-
jcp Rebranding: Brand Management
This document provides an overview of JCPenney's brand audit and strategies. It begins with an agenda and company overview. It then analyzes JCPenney's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Competitors are identified and target markets are outlined. Effective and ineffective past brand works are examined. JCPenney's goal of becoming the "Great store experience" is stated. Brand building tactics around elements, marketing mix, communications, and partnerships are proposed. The document concludes with suggestions for qualitative and quantitative brand measurement.
Grp8_JCP_Castudy_Report
This document provides a case study analysis of J.C. Penney's business challenges and objectives to reinvent its brand. It outlines J.C. Penney's background, situation analysis including nature of demand, extent of demand, nature of competition and environmental climate. It then discusses J.C. Penney's marketing mix, SWOT analysis, evaluation of alternatives and provides a recommendation to modify J.C. Penney's pricing strategy, focus on private brands, and build an integrated brand experience to regain market share and customer loyalty.
JCPenney Campaign
This campaign aims to increase JCPenney's market share among females ages 25-34 by positioning the brand as the solution to "the hunt" for quality items at affordable prices. Research found that modern moms value convenience and deals. The campaign will show how JCPenney satisfies the thrill of the hunt without hassle by having all needed items. Advertising will build an emotional connection and confidence in JCPenney to make it a top consideration. The tagline "The hunt ends here" communicates the ease of shopping at JCPenney.
JC Penney Business Leadership Plan
The past several years JC Penney has made drastic shifts to their pricing strategy and store operations, including several leadership changes. Bringing back CEO Mike Ullman, after an 18-month stint of former Apple retail guru Ron Johnson, has helped to stabilize this classic American brand. Since then, JC Penney has posted two quarters of growth for the first time in several years.
This strategy was presented at my NYU’s Business Leadership class, where we were tasked with analyzing the company’s current leadership and provides our recommendations for a new sustainable strategic approach.
After years of isolating their customers and employees, resulting in industry irrelevance and financial decline, this strategy would bring this American staple brand back to retail prominence. This proposal is meant to take place shortly after Ron Johnson’s departure, prior to the recent growth JC Penney has seen in Q4 ’13.
NYU Team Members:
- Raquel Vicente (designed deck)
- Jessica Aiello
- Yulibel Lamorena
- Alejandro Munoz
JCPenney
The document summarizes research conducted to understand shopping behaviors and brand perceptions of women ages 25-34. It outlines objectives, research methods including surveys, focus groups and ethnographies. Key insights include identifying important life stages for this demographic and their associated shopping motivations. The Young Professional, Newlywed and Real Mom personas are described to represent careers, marriage and motherhood stages respectively. Recommendations will target these audiences and stages.
Situation Analysis of JCP
JCPenney's mission statement and culture are unclear and unstable. The company lacks a clear dominant selling idea. Internally, JCPenney has a strict hierarchy and lack of communication between levels. Financially, JCPenney has seen declining sales, profits, and efficiency. Customer satisfaction was average but declined after changes upset loyal customers and failed to attract new customers due to inconsistent branding.
JCPenney Repositioning
This media plan proposes strategies for JCPenney to reach their target audience of "Xoomers" ages 25-34. It recommends using new media like QR codes, online news sites, magazines, television, in-store kiosks, interactive storefronts, and guerrilla marketing. The plan outlines goals to increase consumer interaction and brand awareness through competitions and a pulsing media schedule tailored around holidays and seasons. It provides a budget breakdown and extensions for additional advertising during peak shopping periods.
Jcpenney - Change in culture
Ullman initiated a culture change at JCPenney after a successful turnaround to transform the company from a turnaround story to an industry leader. He identified problems like a formal and rigid culture that intimidated new recruits. His vision was to make JCPenney an exciting place to shop and work through initiatives like relaxing dress codes, using first names, and modifying policies to suit all employees. Within two years, employee survey responses, profitability, and store openings increased, showing early success of the culture change in revitalizing the company.
JCPenney Presentation
The document proposes improving communication at JCPenney to address employee attendance issues. It suggests updating the employee kiosk and implementing email/text programs to inform staff of schedules, events, and company updates. A survey found most employees felt these changes could boost attendance. The recommendation is to adopt these communication programs to positively impact employee attendance and morale.
Grp8_JCP_Castudy_PPT
This document outlines recommendations for reinventing J.C. Penney. It analyzes J.C. Penney's declining market share and customer base. The Fair and Square pricing strategy has failed to regain sales or loyalty. The recommendation is to improve the Fair and Square strategy by categorizing products by price sensitivity and offering more discounts on private brands. An integrated online and offline brand experience is suggested to understand customer needs better. A plan of action includes market research, replacing the CEO, bringing back private brands, online-offline integration, and contingency planning if sales continue to fall.
Brand Valuation Methodology
1. The document discusses valuing brands like Nike by comparing the enterprise value to sales ratio of premium brands versus lesser known brands in the same industry.
2. For Nike, the methodology calculates enterprise value to sales ratios for Nike, Adidas, and a generic brand called Brown Shoe Co.
3. Comparing Nike's ratio of 1.665 to Adidas' 0.840 suggests the value of Nike over Adidas is $15.63 billion, representing the premium captured due to Nike's brand strength.
Target Corporation - Strategic Analysis
This PowerPoint examines the corporate structure of Target in a strategic manor. See how it compares to its competitors and why it is one of the leading retailers in today's society.
Group C Marketing Plan
The company aims to increase its annual profit growth by 13% and market share by 5% per year. It has a steady cocoa supply and quality guarantee as strengths but an unrecognized brand as a weakness. New trendy fusion products are an opportunity in the growing chocolate market. Price competition is a threat. The target market includes explorers, reformers, and mainstreamers with middle to high incomes. The company will use prestige pricing and seasonal discounts to position as high-quality. It will distribute through shops in Festival Walk and online, and promote via events, media advertisements, and social media. Milestones include website launch and a grand opening event.
The Co-operative food
The Co-operative Group has a large food retail business facing strategic challenges from competitors. Their plan is to improve value, availability, and range through a format-led approach. They will focus on fixing basics, truly understanding customers, rolling out chosen formats across stores, and marketing their differentiated proposition. This will be supported by significant price investment, supply chain optimization, and £94M in store investments over 3 years.
Macy's Presentation
This document summarizes an internship project at a store focusing on the women's shoes department. It includes a SWOT analysis of the department which found strengths in brand equity and advertising but weaknesses in lack of in-store promotion. Opportunities included heavy foot traffic and new technology. Threats were intense competition and lower prices online. Key areas of focus were improving the "Magic Score" metric and increasing usage of the MyClient customer relationship program. Through coaching associates on sales techniques and adding more customers to MyClient, the store saw a 14.5 point increase in the Magic Score over 5 weeks.
The dalmore brand_induction
The document provides an overview of The Dalmore brand, including its brand story, performance review, core and rare collections, brand positioning, and examples of brand activation. It discusses The Dalmore's status as the fastest growing single malt Scotch whisky globally and focus on higher price points within its core collection. The branding emphasizes artisanal craftsmanship and positioning at the apex of the category through unique liquid quality and experiences. Examples are given of marketing campaigns, events, digital communications, trade visibility programs, and utilizing the distillery to deepen relationships.
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The document analyzes and compares four major US department store retailers: Dillard's, JC Penney, Macy's, and Kohl's. Key metrics such as gross profit margin, net profit margin, inventory levels, earnings per share, and financial ratios are examined over time for each company. In conclusions, Kohl's weathered the economic recession better than peers. Macy's size allowed it to recover from mistakes. JC Penney and Dillard's needed to respond quickly to survive. The team recommends a "buy" for Kohl's and "hold" for the other three companies.
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The document provides an overview of industry and company trends for Macy's. Regarding industry trends, it notes that traditional retail shopping is declining while value-oriented stores and online shopping are growing in popularity. For Macy's specifically, it states that while other brands have seen positive sales growth and increased customer traffic, Macy's has experienced declining sales and foot traffic. It also summarizes that Macy's current marketing messages do not tie together well and make the brand feel remote and non-inclusive. Competitive analysis shows that Macy's needs a unique communication strategy to distinguish itself from competitors. The solution proposed focuses a new concept on highlighting Macy's long history and role in consumers' lives from events to sales,
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The new retail: apocalypse or new era?
Retail Apocalypse. Voilà comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et à raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas épargnée - en témoignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet été, pour n'en citer que quelques unes.
Dans le même temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogènes - envahissent les rues. Littéralement : sur les 84 DNVB à fort potentiel identifiées en 2016 par Andy Dunn dans son article phare, 44 comptent désormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly.
Pour passer à l'échelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les Américains pour décrire ce phénomène qui consiste à ouvrir une boutique physique pour considérablement augmenter les ventes online. Mais alors...
Entre apocalypse et terre promise, à quoi ressemble vraiment le retail de demain ?
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- 1. Observations on Sears, Kohl’s, Macy’s, and J.C.Penney By Amine Ayad
- 2. In total sales, Macy’s & Kohl’s have been winning $24.9B $16.4B $18.5B $46.0B $27.7B $19.3B $13.0B $39.9B 11.2% 17.6% -29.8% -13.4% -40.0% -30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% $.0B $5.0B $10.0B $15.0B $20.0B $25.0B $30.0B $35.0B $40.0B $45.0B $50.0B Macy's Kohl's JCPenney Sears Holdings Changes in Revenue from 2008 to 2012 Y2008 Y2012 Increase / Decrease
- 3. Kohl's increased stores’ count by 12% Macy’s is a clear winner in sales growth by store -13% -30% 18% 11% -52% 1% 12% -1% 2,548 1,104 1,146 841 0 500 1,000 1,500 2,000 2,500 3,000 Sears Holdings JCPenney Kohl's Macy's -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% Sales Increase / Decrease between Y2008 & Y2012 # of stores Increase / Decrease between Y2008 & Y2012 # of stores Y2012
- 4. Macy’s operating income had the best overall trend Macy’s negative 2008 results were due to $5.4B “Goodwill impairment charges / adjustment” $5,000 $4,000 $3,000 $2,000 $1,000 $0 $1,000 $2,000 $3,000 $4,000 Y2008 Y2009 Y2010 Y2011 Y2012 Operating Income in millions Sears JCPenney Kohl's Macy's
- 5. Kohl's operating income (11.5%) as a percent of sales by store is impressive -2.0% -7.1% 11.5% 10.7% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% Sears Holdings JCPenney Kohl's Macy's -$1.5M -$1.0M -$.5M $.0M $.5M $1.0M $1.5M $2.0M $2.5M $3.0M $3.5M Operating income by store Operating income as a % of sales
- 6. Observations from retailers’ strategies & from stores’ visits vary greatly • Strategically, J.C. Penney’s underestimation of the impact of changing business model from “high/low price” to “every day low price (EDLP)” coupled with indecisiveness regarding company’s long-term direction proved very harmful. One must ask: how aligned with “EDLP” strategy was adding high-end brands such as Sephora? • Tactically, after the new strategy, J.C.Penney’s stores appeared more organized but assortment and sizes were clearly lacking. Personally I tried 3 times to buy from J.C. Penney and ended up not buying because I didn’t find my size (shirt 17.5 x 32) and shoes (9 wide). • Macy’s marketing and merchandising (assortment) appear very attractive to shoppers. • Kohl’s seasonal entrance and exit, including black Friday / Christmas, appear successful. • Sears exiting / closing low volume stores doesn’t appear to helping operational income and profitability i.e. need more sales per store. • Sears and J.C.Penney are important retail companies and they can certainly revise the negative trends but time is running out.
- 7. Leadership and phycology of retail will be vital to improving trends • A motivated and engaged retail employee means productivity and sales. • Customers vote by their money and customers want variety of merchandise, depth of merchandise, and great prices i.e. efficiency is critical. • Marketing appear to be critical to success in this competitive environment. • Ability of CEO and executives to listen to employees and customers coupled with ability of employees to express their ideas freely will help improve trends. • Success in retail is a function of “inspirational leadership, functional knowledge, and critical thinking” (Ayad, 2008).
- 8. Resources • 2012 Form 10-K (Sears, Kohl’s, Macy’s, & J.C.Penney) • Ayad, A. (2008). Optimizing inventory and store results in big box retail environment. International Journal of Retail & Distribution Management, 36 (3), 180-191 Opinions expressed are solely my own, and none of the material in this document are shared, supported, or endorsed in any manner by my employer.