Macy’s Closing 125 Stores as It Reorganizes for Digital Shopping

A Macy’s department store stands at the corner of Race and Fifth Streets in downtown Cincinnati, Ohio, U.S., on Tuesday, Aug. 19, 2014. The U.S. economy will expand 3 percent in the third quarter, according to the latest results of a Bloomberg News survey of 76 economists. Photographer: Ty Wright/Bloomberg via Getty Images

Macy’s plans to close 125 of its least productive department stores — almost a quarter of the total — over the next three years and cut about 2,000 jobs as part of a large restructuring.

The stores, including 30 that are already in the process of being closed, account for about $1.4 billion in annual sales, the company said in a statement. Across the rest of the locations, the company is adjusting its staff — reducing in some locations and increasing it in better-performing stores. The shares climbed as much as 3.5% in late trading.

Analysts have said Macy’s is weighed down by too many stores in under performing malls. It currently has more than 600 Macy’s across 43 states. Last month, it reported encouraging sales numbers for the crucial holiday season, but said it would close more than two dozens stores as it adjusts to changes in the way consumers shop.

“We’ve been saying they need to close stores forever,” said Poonam Goyal, senior retail analyst at Bloomberg Intelligence. “This is a good enough number to show that they’re doing enough to solve the overstored problem in the U.S.”

Consumers have grown more comfortable shopping online and ditching the in-store experience. Department stores, in particular, have suffered and last year, they sized up as the worst sector in the S&P 500. Many have invested in pop-up shops and brand partnerships to entice shoppers back into stores. The loss of foot traffic in department stores has had a ripple effect in malls across the country, which depend on the “anchors” to draw people to the centers.

Macy’s will also consolidate its corporate headquarters in New York, where it already makes a big part of its business. Its massive flagship store in Herald Square has been situated there since 1902. It is closing its corporate offices in Cincinnati.

‘Deep Cuts’

In a note to employees sent Tuesday and described to Bloomberg News, Chief Executive Officer Jeff Gennette said it would be a “difficult week” for everyone at Macy’s as he outlined the path the retailer will take in coming years. He said that the structural changes were a necessity in order to return to profitable growth.

“We are making deep cuts in almost every area of the business,” he said in the note. “Every function was required to take a hard look at their organization and reset their cost base. This means the departure of many valued colleagues.”

The plan was developed over six months, Gennette said. Managers will begin sharing details with their workers this week.

Macy’s didn’t immediately respond to requests for comment about the letter.

The company expects the restructuring to generate annual gross savings of about $1.5 billion, which will be fully realized by 2022, with savings this year of about $600 million.

Polaris Strategy

As part of the reorganization, which it dubbed its Polaris Strategy, the company also made a number of leadership changes. Marc Mastronardi, for one, was promoted to chief stores officer, according to a separate letter to employees seen by Bloomberg News.

Macy’s is also introducing a new small format store, and will open a 20,000 square-foot location in Dallas on Wednesday called Market by Macy’s. The store is an immersive shopping experience and multi-purpose event space, according to the letter.

Earlier Tuesday, Macy’s said it would close its San Francisco offices, which include its technology operations. The company said it would offer severance to eligible staff at the offices while some other employees will be able to transfer.

Retailers have been closing stores by the thousands as bankrupt chains liquidate and survivors shrink their footprints, having accumulated too much selling space as shoppers went online. More than 9,000 stores closed in 2019, according to data from Coresight Research.

It’s not the beginning and its not going to be the end,” said Simeon Siegel, a retail analyst at BMO Capital Markets. But store closures alone aren’t enough. “At the heart of it you have to look at what you value proposition is that’s driving customers to stores. In what way does it get better by getting smaller?”

By Jordyn Holman and Kim Bhasin / Bloomberg

Source: Macy’s Closing 125 Stores as It Reorganizes for Digital Shopping

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Macy’s announced that it will close 125 of its department stores over the next 3 years. CNBC’s Courtney Reagan reports.

Key Points To Consider When Developing An International Business Strategy

Let us take a minute to salute the international companies, those that have gone multi-market or are on that path. They deserve our applause and respect. When I led market entry programs , I observed that these international firms tended to outperform the purely domestic firms, but for a reason you might not expect.

Companies that were operating in many markets tended to do better than those that had a presence only in their home market, but this had more to do with the international journey than the additional revenue.

The process of going international forced a company to adapt for each new market. As a result, the international firm became a learning organization which encompassed several different successful models, and the lessons from each new market could be applied in other markets. So the international company tended to develop a feedback mechanism and process improvements more readily than the purely domestic company.

Indeed, if you ask the leadership of that purely domestic firm what they want to do tomorrow, you are more likely to hear that they want to do tomorrow what they did yesterday. In other words, many business people (like all of us) have a bias for the familiar. We all like patterns of behavior and we like to stay in our comfort zone. I see this regularly when I discuss China opportunities. We will have a nice conversation with a lovely mid-size company, but unless it has an international culture it will have an overwhelming focus on building out a successful domestic model. The management philosophy at these firms tends to be:

Today In: Asia

— Reliant on the organic growth that has served them well over the years;

— Highly structured organization, task-driven, with people looking at monthly and quarterly results;

— Heavily product-focused.

These companies tend to dominate their space or be a segment leader. All of this means these companies have a strong incentive not to expand their current set of activities, and not to think about what changes might be in order. The key principle at these firms is MOTS – More of the Same. We do what we did last year, but we do more.

More revenue, more customers, more market share, more net. A pretty common-sense approach. But this is not a strategy. This is a behavior pattern. Let’s do what we have always done, presumably because it has more-or-less worked. This approach makes sense if the world is static. If the world is standing still, if society is standing still, if technology is standing still, and if competitors are standing still– then it is ok if the business stands still as well. But there are moving pieces out there, so you had better move as well. Unless the business incorporates a bit of a change culture, it risks falling behind.

Therefore, some sort of strategy is in order. Strategy can mean the allocation of resources without the normal formula for a return, displaying some capacity for experimentation. Strategy can mean you are doing something different, and the constituency for this change has not yet been established. Strategy can mean clearer costs than benefits.

Strategy can mean a journey into the unknown. You are taking steps that require you to stretch beyond current capabilities. A new product launch could represent a strategy. A new sales channel. Or a new market.

For most companies, the decision to go into a new market is a matter of strategy, because growth is no longer MOTS. The best expression of this might be a decision to go to China. On any given day it might not make sense to have a strategy. It makes sense to do what you did yesterday. But cumulatively, this could lead to a disaster.

On any given day, it might not make sense to go into a new market. But over the long run it could cripple the company to stay only in its home market. I caught up with Jack Ma recently at the Forbes Global CEO Conference. Jack has stepped down as Alibaba ($BABA) chairman, but he is still fiercely passionate about helping companies enter the China market. I had not seen him in almost a year, but we immediately saw this issue eye-to-eye.

Sooner or later, every company needs an international strategy. Sooner or later, every company needs a China strategy. Strategy is possible. Cost-free strategy is not. Those companies that are taking the international journey, we salute you.

Follow me on Twitter or LinkedIn. Check out my website.

Whether in banking, communications, trade negotiations, or e-commerce, my professional life is helping companies enter and succeed in new markets, with a particular focus on China. As Founder and CEO of Export Now, I run the largest international firm in China e-commerce. Export Now provides turn-key services for international brands in China e-commerce, including market strategy and competitive analysis, regulatory approval, store operations and fulfillment, financial settlement and remittance. Previously, I served as Asia Pacific Chair for Edelman Public Affairs and in my last role in government, I served as Undersecretary for International Trade at the U.S. Department of Commerce. Previously, I served as U.S. Ambassador to Singapore. Earlier, I served in Hong Kong and Singapore with Citibank and Bank of America and on the White House and National Security Council staff. New market book: http://amzn.to/2py3kqm WWII history book: http://amzn.to/2qtk0wK

Source: Key Points To Consider When Developing An International Business Strategy

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Welcome to the Vodcasts of the IUBH correspondence courses. (http://www.iubh-fernstudium.de). In this video of the course “Managing in a Global Economy”, part of the “Master of Business Administration” program, Jürgen-Mathias Seeler discusses the topic “Strategy Development in International Business”. By the end of this lecture you will be able to understand the meaning of strategy in international business, the potential benefits from global strategies, the most important strategic choices in globalized business operations and how to manage strategy development and strategy adoption successfully. To find out more about the “Master of Business Administration” program, please visit http://www.iubh-fernstudium.de/unsere….
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