Another Sign of Widespread Prosperity, and of A Company That Is Taking Full Advantage of It
DISCLOSURE: I have done a small amount of past business with one of the subject company’s subsidiaries.
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Saturday’s Wall Street Journal had a subscription-only weekend “interview” that was really more of a feature article about Federated Departments Stores, its now-national flagship store Macy’s, its CEO Terry Lundgren, and the “surprising” performance Federated is expected to turn in during the Christmas season:
…. If all goes well, Mr. Lundgren may be the guy who buries the canard, repeated incessantly for at least 30 years, that traditional department stores are history, squeezed to death by trendy specialty stores like Abercrombie and Fitch and social-climbing discounters like Target.
….. After years in the retailing trenches, all at Federated except for six years at Nieman Marcus, Mr. Lundgren took the top job in January 2004. By then, Macy’s had swallowed more than a dozen department store chains, brands like Lazarus, Goldsmith’s, Bon Marché, and Abraham & Straus. With May, he added Hecht’s, Kaufmann’s, Marshall Fields, Filene’s, Foley’s and other stores to Federated’s domain, boosting annual revenues to about $27 billion.
Despite some resistance to the name changes — especially in Chicago — so far the numbers look good. Federated’s November same-store sales figure, up 8.5% from last year, was the best performance “in the company’s history,” Mr. Lundgren said. Federated has since raised its internal growth forecast for the 4th quarter to 5% to 8%, from 3% to 5%.
Better yet, the sales growth is coming from mall stores, which Mr. Lundgren claims is evidence that department stores are gaining market share from rivals. “There’s a resurgence,” he says. “It is indeed growing, but it’s relatively new.” He dismisses the idea that department stores owe their better numbers to the buoyant economy, or to the fact that the total number of department stores is shrinking, inflating the same-store sales of the survivors.
….. According to Mr. Lundgren, even young fashionistas are coming to Macy’s now: a new survey among 18- to 24-year-olds, he says, found that 43% said Macy’s would be the primary place for them to shop this season. “I think it’s because we worked on our assortment to make it relevant to them.”
This high priest of department store revivalism hasn’t converted everyone — yet. But Macy’s is just getting started; there’ll be more changes. Over the next five years, Mr. Lundgren believes that department-store chains “will define the lane we travel in more clearly.” By that he means that stores will settle into a hierarchy, with Bloomingdale’s and Nieman at the top, followed by Nordstrom, Macy’s, J.C. Penney and Kohl’s, and so on down to Wal-Mart.
….. Macy’s has also been sprucing up its stores, trying to dispel the dowdy, department-store image via Mr. Lundgren’s “Reinvent” strategy to make shopping easier. When customers complained that stores were too big and they didn’t know where departments were, Macy’s installed big signs directing them to departments and sometimes to specific brands; when they said they didn’t know where they could try things on, Macy’s put in bigger, more clearly marked fitting rooms and built lounges, often with plasma TV screens tuned to sports and cartoons, for the men and children who waited outside. When customers said that, given the plethora of “take 25% off the last marked price” signs and coupons, they couldn’t do the math and didn’t carry a calculator, Macy’s bought electronic price scanners that calculate the final price of marked-down items for customers before they go to registers. Now in 600 stores, and headed for all Macy’s, “they are getting used millions of times in each store,” he says. Mr. Lundgren also widened store aisles and is upgrading restrooms.
Well of course Mr. Lundgren is going to see Federated’s success as internally driven, and he certainly deserves quite a bit of credit for how things are going. It doesn’t hurt, though, that there is a bit of a wind at his back (previous year comparables, where available, come from this link):
While the majority of shoppers continue to say that everyday low prices (14.2%) and sales or price discounts (36.5%; vs. 37.9% in 2005) bring them into stores, more shoppers this year said that other factors like customer service (4.4%; vs. 3.7% in 2005), product quality (12.4%; vs. 11.0% in 2005), and merchandise selection (24.3%; vs. 23.1% in 2005) are the most important when determining where to shop. Additionally, 6.5 percent of shoppers (same as 2005) said they choose stores with the most convenient location.
Consumer attitudes change incrementally like this when their real incomes are going up; even a 1% change means over a million shoppers doing something differently, which lead to billions in changed spendng patterns. The atttitude shitft represents anecdotal evidence to support the number-crunching from earlier this month that the Paul Krugmans of the world who say that incomes are stagnant are simply wrong. Bully to Federated, despite a very difficult transition to a unified brand and the work involved in integrating the old May Department Stores into the fold, for getting itself into a position to leverage the improved environment in a big way.
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UPDATE: Further supporting the quality over price trend, and the overall health of retail sales — It’s certainly possible that I’ve missed it, but unlike many previous years, I haven’t seen a lot of coverage of stores having to resort to pervasive deep discounting to move merchandise during the final weeks of this year’s Christmas shopping season.














