Connect with us

Business

How Macy’s, Dillard’s, and Nordstrom are getting their groove back this holiday season

Published

on


A Los Angeles Times headline in 1995 asked, “Can the department store survive?” A quarter century later, CNN proclaimed that “America has turned its back on big department stores.”

These are just two of many obituaries predicting the imminent demise of the U.S. department store—and all that pessimism has been backed by the data. Department stores have been losing market share for decades, first to big-box discounters like Walmart and Target in the 1980’s and 90’s, and more recently to Amazon. The department store’s percentage of total U.S. retail sales has fallen from about 14% in 1993 to only 2.6% last year.

But now, perhaps improbably, there are new signs of life in the retail format, with growth this year at Macy’s, Bloomingdale’s, Dillard’s, Nordstrom, and Belk—and signs of stabilization at J.C. Penney and Kohl’s.

The path that department stores are taking back into shoppers’ favor is a return to what made them popular in the first place: well-maintained and attractive spaces with attentive staff, a well-chosen selection of products, and enticing new brands. Many chains are finding that fewer stores are better, and have been shutting down locations to maintain quality and brand congruence.

With most products available online, often at lower prices, department stores must offer some real value to the brick-and-mortar shopper. But it’s an uphill climb to reverse some of the erosion of standards that have diminished the appeal of department-store shopping. Competition with the Walmarts, Targets, and T.J. Maxxes of this world led many department store companies to cut corners and skimp on retail flourishes, eroding their raison d’être in the shopper’s mind.

“You know what was tough about department stores?” Macy’s Inc. CEO Tony Spring recently told Fortune. “We didn’t execute well. A bad store, no matter what you call it, is going to fail.”

A string of bad seasons

And indeed many did fail. In 2020 alone, Neiman Marcus, J.C. Penney, Lord & Taylor, and Bon-Ton Stores filed for bankruptcy protection. They were already struggling before they were pushed over the edge by a pandemic that kept shoppers away for months. A couple of years before that, Barneys New York and Sears did the same, eventually going out of business altogether.

As Spring told Fortune, Macy’s recent success—including its best quarter for sales growth in three years—is thanks to a playbook focused on less store clutter, a more focused assortment of products and brands, and more staffing in key departments such as women’s shoes and dresses.

Rival Dillard’s, a primarily Southern and Southwestern chain with 290 stores, has also seen modest growth by following those basic retail precepts. Unlike many of its mall-based peers, Dillard’s has rarely deviated from its formula of neat stores and thoughtful product discovery, and is roughly the same size today as it was 15 years ago by revenue and store count—unlike chains that expanded rapidly, then closed scores of stores.

Another department store that appears to be staging a comeback is Nordstrom, which went private this summer to revitalize its business outside of Wall Street’s glare. It has seen sales rise 4.1% in the first half of 2025. Belk, a privately held Southern chain, is seeing growth too, though more modest, according to industry estimates.

Department stores, like this Nordstrom in Chicago, are making spaces that are more inviting to shoppers.

Jeff Schear/Getty Images for Nordstrom

Still, it’s too early to pop the champagne. Dillard’s and Macy’s modest comparable sales growth of about 1% last quarter is hardly the mark of a roaring retail renaissance. And Penney and Kohl’s are still seeing sales declines, albeit less severe than just a few quarters ago.

Meanwhile, some companies are still deep in the doldrums: Saks Global recently said its sales fell 13% last quarter. In that case, the decline is largely because vendors are not sending it enough merchandise given recent delays in getting payment from the debt-laden company. Clearly, department stores are not out of the woods.

Catering to the bargain-seekers

The holiday season, during which department stores get nearly a third of their annual sales, will be a major test of their nascent comeback. The Mastercard Economics Institute has forecast that sales will rise 3.6% November and December, a slower clip compared to last year’s holiday season. And shoppers are likely to be particularly bargain-hungry, meaning they will be holding out for deals, a trend department store executives are already seeing.

“Many Americans are more stressed than ever about holiday spending, and wallets are stretched,” JCPenney chief customer and marketing officer Marisa Thalberg said in a recent presentation of the retailer’s holiday season strategy. The company’s response? To offer more deals, and earlier in the season.

Kohl’s Chief Marketing Officer Christie Raymond expects shoppers will visit stores more often during the Thanksgiving to Christmas period, but buy less during each visit and gravitate to cheaper products as they feel the economic pinch.

“We are seeing trading down,” Raymond said at a media briefing in October at Kohl’s design office in Manhattan. “Whereas some customers were maybe purchasing a premium brand, we are seeing them trade down to private brands.” This could bode well for the success of Kohl’s recent efforts to refresh its long languishing store brands.

Even the high-end store Nordstrom, with its well-heeled clientele, is emphasizing more low-priced items than usual this year. At its New York flagship, Nordstrom has built a two-story area to showcase giftable items, with about 800 products that cost less than $100.

Back to the future

A century ago, department stores began a golden age in which they were at the forefront of America’s burgeoning consumer economy. They were grand behemoths, typically in city centers, where shopping was an event—rather than the constant pastime it is today, often done by scrolling on a device.

These were memorable experiences: a trip to JCPenney to buy a Sunday best suit; the thrill of choosing the perfect debutante ball gown at Neiman Marcus; or the much-anticipated purchase of a new household appliance at Sears.

In the 1960s, going shopping was still an event.

H. Armstrong Roberts/ClassicStock/Getty Images

In the 1950’s, Macy’s, Sears and Penney began expanding with large, multi-level stores thanks to the mushrooming of suburban malls across the country.

But a couple of decades later, the rise of big-box retailers that boasted lower prices, like Walmart and Target, challenged that supremacy. And by the 1990’s, department stores were in secular decline. The rise of Amazon and e-commerce more broadly didn’t help.

Amid all this change, department stores started to seem rather old-fashioned, a sea of sameness offering tired brands in badly lit, boilerplate stores where everything seemed to eventually end up in the discount bin. Under pressure, department stores tried to cut margins by reducing staffing, which made them feel messy and untended.

And several leaned into consolidation—which in some ways compounded the problem. When Macy’s purchased May Department Stores in 2006 and acquired regional chains such as Marshall Field’s, it found itself with too many stores, too near each other.

Shifts in consumers’ tastes also dealt a blow: Customers were no longer wowed by being sprayed with perfume upon entry to the beauty section, preferring the less didactic way of selling beauty products that have made the more youth-friendly brand Ulta Beauty a phenomenon in the last decade.

Efforts to compete with Amazon during its ascent in the 2010s had department stores playing catchup on supply chain prowess and integrating stores with e-commerce—sometimes to the detriment of in-store experience. “They forgot what they existed for,” said Joel Bines, a former retail consultant with AlixPartners and a current director of North Carolina-based Belk. ”It became all about efficiency and conglomeration and homogenization.”

In search of fashion authority

Now the pendulum is swinging back toward a focus on how department stores look and feel for customers, the merchandise they sell, and on standing out from the others. A big part of that is undoing the expansions of previous decades: Macy’s is prioritizing 125 of its stores, or a third of its fleet, while closing dozens more stores in the next two years. And JCPenney shed hundreds of stores in its 2020 bankruptcy and is now down to 650 locations, from 1,100 a decade ago.

But as the adage goes in the retail industry, you can’t shrink your way back to greatness. Department stores still have to make a compelling case for consumers to come back.

And there’s ground to regain with the brands department stores sell as well. Luxury brands have sought to distance themselves from the increasingly shabby in-store experience and ubiquitous mark-downs at department stores. For years, fashion companies like Ralph Lauren pulled their products from Macy’s stores to sell more of their products direct to consumers online and at their own stores.

But now, Macy’s CEO Spring, who is credited with revitalizing Bloomingdale’s in the decade he led that chain, is betting that the retailer’s massive reach, with 40 million customers, combined with its improved stores, can restore the brand’s “fashion authority” and lure top brands back.

Department stores are also looking to partner with new brands. JCPenney, for instance, will be selling exclusive items by designer Rebecca Minkoff for the 2025 holiday season.

Winning back older customers

To recreate a premium shopping experience, department stores have to find the right balance between stocking enough variety to serve a range of customers and not cluttering stores with too many products. To that end, Nordstrom and Macy’s are among the chains trimming down their assortments.

That does leave retailers less margin for error and requires a better mastery of data analytics to improve demand forecasting—making sure that what is on offer matches what shoppers want. That will be a challenge for some chains. “They are dealing with this beast of too much data and not enough actionable insights,” says Shelley Kohan, a professor at Fashion Institute of Technology in New York and a former Macy’s executive, noting that this is an area where AI can help.

Still, even if all these chains do renew themselves, no one should expect them to suddenly re-emerge as a big threat to the likes of Walmart or T.J. Maxx. Trying to win new, younger shoppers is expensive and may end up being futile. Some analysts say that’s why department stores should focus on older shoppers, who have much more disposable income. “While some are chasing the finicky Gen Z and millennials, they should really be focused on recapturing Gen X,” says FIT’s Kohan.

Winning back those existing consumers who remember the glamor and delight of an old-fashioned department store shopping spree is the key, says Bines. “Your priors become buyers again, and the buyers become loyal,” he says. “It’s a self-perpetuating cycle. And then maybe you can win some new shoppers.”



Source link

Continue Reading

Business

Former Amazon exec warns Netflix-WBD deal will make Hollywood ‘a system that circles a single sun’

Published

on



A Netflix-Warner Bros. merger would risk a monopsony where a single buyer wields enormous control over the marketplace, the former head of Amazon Studios warned.

Roy Price, who is now chief executive of the studio International Art Machine, wrote in a New York Times op-ed on Saturday that predictions of doom are nothing new in the film industry, pointing to the advent of TV, home video, streaming, and AI.

“But if Netflix acquires Warner Bros., this long-prophesied death may finally arrive, not in the sense that filmmaking will cease but in the sense that Hollywood will become a system that circles a single sun, materially changing its cultural output,” he added. “All orbits—every deal, every creative decision, every creative career—will increasingly revolve around the gravitational mass and imprimatur of one entity.”

To be sure, Netflix has said Warner Bros. operations will continue, and the studio’s films will still be released in theaters. Meanwhile, Warner’s TV channels will be spun off via a separate company, though HBO will be included in Netflix.

But Price said the danger “is not annihilation but centralization,” with the combined company accounting for an even bigger slice of overall content spending.

A reduction in bidders also means less content will be produced, while a separate development culture, set of tastes, and risk tolerances will be sidelined, he predicted.

“A Netflix merger with Warner Bros. would create a monopsony problem: too few buyers with too much bargaining power,” Price explained. “Writers, directors, actors, showrunners, puppeteers, visual effects artists—all are suppliers. The fewer buyers competing to hire them, the lower their compensation and the narrower their opportunities.”

Such reasoning sank Penguin Random House’s attempt to merge with Simon & Schuster that would’ve created a book publisher with too much leverage over authors, he pointed out.

Of course, the remaining players in Hollywood and content creation are giants in their own right as well. A KPMG survey of spending in 2024 put NBC Universal parent Comcast at the top with $37 billion, followed by Alphabet’s YouTube ($32 billion), Disney ($28 billion), Amazon ($20 billion), Netflix ($17 billion) and Paramount ($15 billion). Comcast and Paramount also made bids for Warner Bros.

Theater owners, producers and other creative workers have also voiced opposition to the deal. In addition to the business impact of a Warner Bros. takeover, other opponents raised even weightier concerns.

Oscar winner Jane Fonda sounded the alarm on a “constitutional crisis” and demanded that the Justice Department not use its regulatory power to “extract political concessions that influence content decisions or chill free speech.”

For its part, the Trump administration views the deal with “heavy skepticism,” sources told CNBC. The merger is expected to face exceptional antitrust scrutiny, and Netflix’s $5.8 billion breakup fee is among the biggest ever.

On Wall Street, analysts see a tech angle in the merger, namely the importance of content to train and power the next generation of AI models that will shape the entertainment industry’s future.

The acquisition of Warner Bros. would help Netflix stand out in an AI future, Divyaunsh Divatia, research analyst at Janus Henderson Investors, said in a note on Friday.

“They’re also levering up on premium entertainment at a time when competition on engagement from short form video is expected to intensify especially if AI models democratize video creation at an increasing rate,” he wrote.



Source link

Continue Reading

Business

25-year DEA veteran charged with helping Mexican drug cartel launder millions of dollars, secure guns and bombs

Published

on



A former high-level agent with the U.S. Drug Enforcement Administration and an associate have been charged with conspiring to launder millions of dollars and obtain military-grade firearms and explosives for a Mexican drug cartel, according to an indictment unsealed Friday in New York.

Paul Campo, 61, of Oakton, Virginia, who retired from the DEA in 2016 after a 25-year career, and Robert Sensi, 75, of Boca Raton, Florida, were caught in sting involving a law enforcement informant who posed as a member of the Jalisco New Generation Cartel, prosecutors said.

The cartel, also know as CJNG, was designated as a foreign terrorist organization by the U.S. in February.

U.S. Attorney Jay Clayton said Campo betrayed his DEA career by helping the cartel, which he said was responsible for “countless deaths through violence and drug trafficking in the United States and Mexico.”

Campo and Sensi appeared Friday afternoon before a magistrate judge in New York, who ordered them detained without bail. Their lawyers entered not guilty pleas on their behalf.

Campo’s lawyer, Mark Gombiner, called the indictment “somewhat sensationalized and somewhat incoherent.” He denied the two men had agreed to explore obtaining weapons for the cartel.

Prosecutors say pair talked of laundering money, obtaining weapons

Over the past year, Campo and Sensi agreed to launder about $12 million in drug proceeds for the cartel and converted about $750,000 in cash to cryptocurrency, thinking it was going to the group when it really went to the U.S. government, the indictment said. They also provided a payment for about 220 kilograms of cocaine they were told would be sold in the U.S. for about $5 million, thinking they would get a cut of the proceeds, prosecutors said.

The two men also said they would look into procuring commercial drones, AR-15 semiautomatic rifles, M4 carbines, grenade launchers and rocket-propelled grenades for the cartel, the indictment said.

Campo boasted about his law enforcement experience during conversations with the informant and offered to be a “strategist” for the cartel, authorities said. He began his career as a DEA agent in New York and rose to become deputy chief of financial operations for the agency, the indictment said.

Evidence in the case includes hours of recordings of the two men talking with the informant, as well as cellphone location data, emails and surveillance images, Assistant U.S. Attorney Varun Gumaste said in court Friday.

Sensi’s attorney, Amanda Kramer, unsuccessfully argued that Sensi should be freed while he awaits trial, saying he wouldn’t flee partly because he has multiple health problems, including injuries from a fall two months ago, early-stage dementia and Type II diabetes.

Sensi was convicted in the late 1980s and early 1990s of mail fraud, defrauding the government and stealing $2.5 million, said the prosecutor, Gumaste. He said evidence shows Sensi also was engaged in a scheme to procure military-grade helicopters for a Middle East country.

Other criminal cases have roiled the DEA

DEA Administrator Terrance Cole said in a statement that while Campo is no longer employed by the DEA, the allegations undermine trust in law enforcement.

The DEA has been roiled in recent years by several embarrassing instances of misconduct in its ranks. The Associated Press has tallied at least 16 agents over the past decade brought up on federal charges ranging from child pornography and drug trafficking to leaking intelligence to defense attorneys and selling firearms to cartel associates, revealing gaping holes in the agency’s supervision.

Starting in 2021, the agency placed new controls on how DEA funds can be used in money laundering stings, and warned agents they can now be fired for a first offense of misconduct if serious enough, a departure from prior administrations.

Campo and Sensi are charged with four conspiracy counts related to narcoterrorism, terrorism, narcotics distribution and money laundering.

____

Collins reported from Hartford, Connecticut. Associated Press writer Joshua Goodman in Miami contributed to this report.



Source link

Continue Reading

Business

‘You have an entire culture, an entire community that is also having that same crisis’: Colorado coal town looks anxiously to the future

Published

on



The Cooper family knows how to work heavy machinery. The kids could run a hay baler by their early teens, and two of the three ran monster-sized drills at the coal mines along with their dad.

But learning to maneuver the shiny red drill they use to tap into underground heat feels different. It’s a critical part of the new family business, High Altitude Geothermal, which installs geothermal heat pumps that use the Earth’s constant temperature to heat and cool buildings. At stake is not just their livelihood but a century-long family legacy of producing energy in Moffat County.

Like many families here, the Coopers have worked in coal for generations — and in oil before that. That’s ending for Matt Cooper and his son Matthew as one of three coal mines in the area closes in a statewide shift to cleaner energy.

“People have to start looking beyond coal,” said Matt Cooper. “And that can be a multitude of things. Our economy has been so focused on coal and coal-fired power plants. And we need the diversity.”

Many countries and about half of U.S. states are moving away from coal, citing environmental impacts and high costs. Burning coal emits carbon dioxide that traps heat in the atmosphere, warming the planet.

President Donald Trump has boosted coal as part of his agenda to promote fossil fuels. He’s trying to save a declining industry with executive orderslarge sales of coal from public landsregulatory relief and offers of hundreds of millions of dollars to restore coal plants.

That’s created uncertainty in places like Craig. As some families like the Coopers plan for the next stage of their careers, others hold out hope Trump will save their plants, mines and high-paying jobs.

Matt and Matthew Cooper work at the Colowyo Mine near Meeker, though active mining has ended and site cleanup begins in January.

The mine employs about 130 workers and supplies Craig Generating Station, a 1,400-megawatt coal-fired plant. Tri-State Generation and Transmission Association is planning to close Craig’s Unit 1 by year’s end for economic reasons and to meet legal requirements for reducing emissions. The other two units will close in 2028.

Xcel Energy owns coal-fired Hayden Station, about 30 minutes away. It said it doesn’t plan to change retirement dates for Hayden, though it’s extending another coal unit in Pueblo in part due to increased demand for electricity.

The Craig and Hayden plants together employ about 200 people.

Craig residents have always been entrepreneurial and that spirit will get them through this transition, said Kirstie McPherson, board president for the Craig Chamber of Commerce. Still, she said, just about everybody here is connected to coal.

“You have a whole community who has always been told you are an energy town, you’re a coal town,” she said. “When that starts going away, beyond just the individuals that are having the identity crisis, you have an entire culture, an entire community that is also having that same crisis.”

Phasing out coal

Coal has been central to Colorado’s economy since before statehood, but it’s generally the most expensive energy on today’s grid, said Democratic Gov. Jared Polis.

“We are not going to let this administration drag us backwards into an overreliance on expensive fossil fuels,” Polis said in a statement.

Nationwide, coal power was 28% more expensive in 2024 than it was in 2021, costing consumers $6.2 billion more, according to a June analysis from Energy Innovation. The nonpartisan think tank cited significant increases to run aging plants as well as inflation.

Colorado’s six remaining coal-fired power plants are scheduled to close or convert to natural gas, which emits about half the carbon dioxide as coal, by 2031. The state is rapidly adding solar and wind that’s cheaper and cleaner than legacy coal plants. Renewable energy provides more than 40% of Colorado’s power now and will pass 70% by the end of the decade, according to statewide utility plans.

Nationwide, wind and solar growth has remained strong, producing more electricity than coal in 2025, as of the latest data in October, according to energy think tank Ember.

But some states want to increase or at least maintain coal production. That includes top coal state Wyoming, where the Wyoming Energy Authority said Trump is breathing welcome new life into its coal and mining industry.

Planning for the future

The Coopers have gone all-in on geothermal.

“Maybe we’ll never go back to coal,” Matt Cooper said. “We haven’t (gone) back to oil and gas, so we might just be geothermal people for quite some time, maybe generations, and then eventually something else will come along.”

While the Coopers were learning to use their drill in October, Wade Gerber was in downtown Craig distilling grain neutral spirits — used to make gin and vodka — on a day off from the Craig Station power plant. Gerber stepped over his corgis, Ali and Boss, and onto a stepladder to peer into a massive stainless steel pot where he was heating wheat and barley.

Gerber’s spent three decades in coal. When closure plans were announced four years ago, he, his wife Tenniel and their friend McPherson brainstormed business ideas.

“With my background in plumbing and electrical from the plant it’s like, oh yeah, I can handle that part of it,” Gerber said about distilling. “This is the easy part.”

He used Tri-State’s education subsidies for classes in distilling, while other co-workers learned to fix vehicles or repair guns to find new careers. While some plan to leave town, Gerber is opening Bad Alibi Distillery. McPherson and Tenniel Gerber are opening a cocktail bar next door.

Everyone in town hopes Trump will step in to extend the plant’s life, Gerber said. Meanwhile, they’re trying to define a new future for Craig in a nerve-wracking time.

“For me, my products can go elsewhere. I don’t necessarily have to sell it in Craig, there’s that avenue. For someone relying on Craig, it’s even scarier,” he said.

Questioning the coal rollback

Tammy Villard owns a gift shop, Moffat Mercantile, with her husband. After the coal closures were announced, they opened a commercial print shop too, seeing it as a practical choice for when so many high-paying jobs go away.

Villard, who spent a decade at Colowyo as administrative staff, said she doesn’t understand how the state can throw the switch to turn off coal and still have reliable electricity. She wants the state to slow down.

Villard describes herself as a moderate Republican. She said political swings at the federal level — from the green energy push in the last administration to doubling down on fossil fuels in this one — aren’t helpful.

“The pendulum has to come back to the middle,” she said, “and we are so far out to either side that I don’t know how we get back to that middle.”

___

The Associated Press’ climate and environmental coverage receives financial support from multiple private foundations. AP is solely responsible for all content.



Source link

Continue Reading

Trending

Copyright © Miami Select.