Activation Commerciale

(Author : Cassidy Mantor)
J.C. Penney is opening a holiday pop-up shop in New York’s SoHo called “Jacques Penne” in an effort to change millennial consumer perception of the brand, previously written off as a struggling mall dinosaur.

J.C. Penney to open millennial-friendly Jacques Penne pop-up shop

The holiday pop-up shop will feature unique merchandise from top J.C. Penney brands including Nicole Richie, Michael Strahan and Libby Edelman. There will be activations in the pop-up shop with Disney channel actress Lara Marano, blogger Danielle Bernstein and Brooklyn and Bailey of YouTube fame. J.C. Penney is also mobilizing its influencers to share the experience on their social media. Richie has 4 million Instagram followers and 5 million Twitter followers, while Brooklyn and Bailey have 4.5 million subscribers to their YouTube channel.

Marci Grebstein, CMO for J.C.Penney said, “By leveraging this key shopping period, we are looking to surprise holiday shoppers with the level of relevant merchandise available at J.C. Penney, updating their perception of our brand this season and beyond.”

J.C. Penney has struggled with the millennial consumer who tends to write the chain off as uncool. Jacques Penne is a play on the fancified nickname shoppers have given the chain to upgrade the perception from discount mall chain to a more elite shopping experience.

“There’s a general perception in that market that ‘maybe JCPenney isn’t for me,’” says Grebstein. Grebstein explained that the challenge the retailer faces is to reconcile consumer perception with positive consumer feedback once the consumer learns more about the prices and product actually offered by the chain.

To that end, Jacques Penne is also offering an integrated 360-degree virtual and mobile shopping experience with the pop-up. The goal with the space and experience is to reach consumers through a new way of shopping.

J.C. Penney has been hemorraghing profits this year: it reported a net loss of $128 million for Q3 this year, compared to a net loss of $67 million for Q3 last year. The chain came in behind Kohl’s for highest percentage of Black Friday discounting, having reduced merchandise by an average of 66%.

Jacques Penne will be open Friday and Saturday from 10 a.m. to 8 p.m. at 446 Broadway in SoHo in NYC. The online Jacques Penne experience launches Thursday, December 7th and will remain open online through January 7th

Source : us.fashionnetwork.com

(Auteur : OG avec Reuters)
La chaîne de grands magasins américaine J.C. Penney a annoncé qu’elle allait ouvrir des espaces Nike dans plus de 600 de ses enseignes afin de répondre à la forte demande pour l’activewear et les chaussures de sport.

Nike installe des corners dans le réseau J.C. Penney

Ces espaces, d’une surface de 45 mètres carrés, seront installés au sein de la section homme et se distingueront par des éléments forts comme le célèbre Swoosh, autrement dit le logo en forme de virgule de l’équipementier, ainsi que des représentations d’athlètes.

Les shop-in-shops proposeront une gamme étendue de vêtements performance et “athleisure” ainsi que des accessoires comme des cordes à sauter, des gants d’entraînement, des chaussettes et des bandeaux de transpiration. Une centaine de magasins bénéficiera également d’une offre chaussures, avec une cinquantaine de modèles Nike présentés, tandis que le site marchand de J.C Penney accueillera une offre étendue de produits de la griffe à la virgule.

En accordant aux marques leur propre espace au sein de ses magasins, J.C Penney espère répéter le succès rencontré avec Sephora, l’enseigne de beauté de LVMH, dont les shop-in-shops ont dopé la fréquentation en boutique, selon l’enseigne américaine.

Si J.C. Penney, à la tête de plus d’un millier de magasins aux Etats-Unis et à Porto Rico, a publié des ventes comparables en recul pendant la période de fin d’année (c’est à dire en novembre et décembre 2016), notamment en raison de la forte concurrence des commerçants en ligne, les espaces Sephora ont par contre réalisé une très bonne performance.

Source : fr.fashionnetwork.com

(Author : Adrianne Pasquarelli)
Retailer Will Host Pinterest Boards at 10 Malls to Showcase Products, Styles.

JC Penney and Pinterest Team Up to Target Moms at a Mall Near You

JC Penney is targeting Pinterest-pinning moms in a new effort ahead of Mother’s Day on May 8. In a quest to drive more consumers to its brick-and-mortar locations, the Plano, Texas-based retailer will host its own Pinterest boards in 10 malls around the country. The 10′-by-9′-by-2′ digital boards will showcase apparel, beauty and hair inspiration. JC Penney also operates Sephora shops and salons within its stores.

JC Penney, which was founded 114 years ago, has been partnering with San Francisco-based Pinterest for years but this is the first time the pair have worked on a mall activation, noted Sheeba Philip, VP of marketing strategy and communication at the 1,020-unit chain. She said that the new initiative is an extension of the brand’s recent “Get Your Penney’s Worth” campaign, which debuted earlier this year and was developed byMcGarryBowen.

This idea of every interaction with JC Penney is worth someone’s time, money and effort — the best way to create that value proposition is by giving her meaningful solutions with shopping experiences,” she said. “Pinterest is really a destination for our consumer, this modern American mom looking for head-to-toe looks.

Consumers can visit the general shopping area of the mall to see the Pinterest boards, and then shop the looks at the JC Penney store nearby. The $12.6 billion brand has enlisted more than 20 bloggers, including Heather Buen and Autumn Reo, to speak about trends and styles, while store associates will model some items and help shoppers find products. The events will take place April 23, 24 and 30 as well as May 1.

Brad Spychalski, creative and brand strategy at Pinterest, said the company recently noticed that it has a similar target audience to JC Penney.

“Our unique Pinterest insights also uncovered that their target audience over-indexes on interests such as parenting and saving money, relative to average Pinners,” he said over email. “By working closely with the JC Penney team and grounding the creative in Pinterest insights, we were able to create an integrated marketing campaign that helps JC Penney customers save time, energy and money, while also fueling Pinners with inspiring and helpful ideas.”

JC Penney, which spent $389.7 million on measured media in the U.S. in 2014 according to Ad Age’s Datacenter, will run geo-targeted emails and social media around the events to spread the word.

The new brick-and-mortar effort is similar to a holiday initiative the company ran last year. At four malls, JC Penney offered a virtual reality visit to Santa’s North Pole workshop; participating shoppers received coupons. A spokeswoman noted that the campaign resulted in a “substantial increase” in both coupon redemption and store traffic at the participating stores.

“If you think about mall traffic being down in general nationally, [such events] are a great way to engage people who are coming and give them a meaningful experience,” said Ms. Philip. “[The Pinterest activation] goes deeper — we’re not just entertaining, we’re giving meaningful content for their lives.”

Source : adage.com

(Auteur : Laurence Faguer)
Incitatif pour le consommateur, le service proposant le Click and Collect est pavé d’embuches pour le commerçant. Un retailer s’en ait pourtant très bien sorti durant les Fêtes : JC  Penney.  L’enseigne attribue une partie de ses 3,9 % de croissance sur la période, à ce service. Qu’a-t-il fait de mieux que les autres ?

Le Click & Collect chez J.C. Penney

Les embuches du click and collect
Pavé d’embuches, car le distributeur n’a aucune maitrise sur les désideratas de son client. Il ne connait pas à l’avance le magasin, ni le moment choisit par le client pour venir chercher ses achats. Et bien que les retailers portent une grande attention sur le niveau des stocks, en n’affichant à l’écran un magasin comme lieu de retrait que si celui-ci possède encore au moins 4-5 articles en stock, il arrive que l’employé ne trouve pas l’article en question.

Amazon, la référence
Quand au consommateur, son attente est élevée : 53 % des consommateurs veulent venir retirer leurs commandes dans les 2 heures maximum, selon Forester Research. Habitué à l’exemplarité d’Amazon, (un abonné à Prime Now peut, dans certaines grandes villes américaines, être livré gratuitement en 2 heures, ou même dans l’heure moyennant 7,99 dollars), le client qui a réglé sa commande en ligne se considère propriétaire de ses produits et veut les obtenir au plus vite.

Des mesures pleines de bon sens
Des mesures toutes simples sont à prendre. Simples… à condition :

  • que le site eCommerce ait une vue en temps réel sur le stock de produits
  • que le système accepte la commande en ligne uniquement après s’être assuré que l’article existe en quantité suffisante dans ‘ce’ magasin
  • le système peut alors effectuer la réservation de l’article pour ce client, et déclencher la préparation de la commande afin de garantir que la totalité des produits soient prêts lorsque le client viendra en prendre possession.

Intégrer le Click and Collect dans l’appli
Cet état d’esprit ‘Services’ est aussi ce qui anime Walmart, qui imagine constamment de nouvelles fonctionnalités pour faire gagner à la fois de l’argent et du temps à ses clients. Exemple, lorsque qu’un client possesseur de l’appli entre dans un magasin Sam’s Club (Groupe Walmart) pour retirer ses achats commandés en ligne, il reçoit une notification l’invitant à faire un check-in dans l’appli. En cliquant sur “I’m Ready”, un vendeur est alerté de son arrivée dans le magasin. Il gère alors l’ordre de retrait et indique au client où se trouve le comptoir dans le magasin.

2016, des Appli +
Qu’est-ce qu’une Appli + ? Une appli qui intégre des services utiles. Ce sont elles que les consommateurs téléchargent et utilisent au quotidien. Une manière de se fidéliser à l’enseigne. Aux Etats Unis, 44 % des entreprises utilisent les applications mobile dans leur mix canal, selon le cabinet Alberdeen Group, qui a aussi pu mesurer l’impact positif du mobile marketing : la durée de vie du client, pour ne retenir que ce critère, a augmenté sur un an de 4,8% pour les entreprises ayant intégré le mobile dans leur plan marketing, contre seulement 0,3% pour les entreprises qui ne l’ont pas fait.

Sans même parler des achats additionnels faits par le client quand il vient récupérer ses achats en magasin, le fait d’intégrer dans l’appli le « Click & Collect » crée de la valeur. C’est aussi une autre manière de rivaliser avec … Amazon (26 % du eCommerce US en 2015).

Source : customer-insight-consulting.com

(Author : Brielle Jaekel)
JCPenney is attributing a portion of its holiday success to an online order, in-store pickup program even as a number of other retailers ran into obstacles with similar omnichannel strategies.

JCPenney’s in-store pickup triumphed while others struggled

For retailers it is difficult to make a mobile order and in-store pickup program work flawlessly, as there are many steps that can go wrong from the time the order is placed until the customer picks up the product. JCPenney saw a 3.9 percent increase of holiday sales compared to last year, a large portion of which was made up by in-store pickup due to the retailer’s focus on creating a seamless omnichannel experience.

“With pickup in store, the retailer does not have the luxury of deciding which store to direct the customer to, and the systems reporting the inventory availability does not have any insight into whether a store is slammed or had half the employees call in sick or had a road rage incident in the parking lot, for example,” said Nikki Baird, managing partner at Retail Systems Research. “So the first place the order can go wrong is if the company accepts the order at the location the consumer wants, but that location is not prepared to deliver that inventory.

“And while most retailers set thresholds to verify if inventory is available, only show this store as a pickup location if there are four or more of the item in stock, there can still be plenty of situations where employees cannot find the item or it is actually out of stock,” she said. “That is the next place where it can go wrong.”

JCPenney’s wining strategy
It is likely that JCPenney focused on making sure its in-store pickup program could address any problems such as inventory and cross-store communication issues. Many of its customers chose to do their gift shopping through its mobile and online ordering program, prompting the retailer to focus on streamlining the strategy for the 2016 commerce year.

The retailer’s pickup program is available at more than 1,000 stores in the United States. The number of customers leveraging the in-store pickup rose during the holiday season, meaning the program was likely to have assisted with driving over all holiday sales.

A variety of reports suggest many other retailers had trouble meeting the high-expectations of consumers, with about 53 percent of customers expecting items to be ready for pickup within two hours, according to a survey by Forrester Research. These high demands can be difficult for retailers to accomplish during the busy holiday season.

The consumer conjecture regarding speedy service is likely due in part to Amazon, as it is retraining consumers when it comes to seamless purchasing through mobile ordering and delivery. Its strategies are providing shoppers with quick supply on demand, making it all that much more important for bricks-and-mortar retailers to streamline click-and-collect programs as best as possible.

However, even with an optimized program it may not be enough for retailers to compete if consumers continually embrace amazon’s cutting-edge offerings.

In-store pickup problems
The Washington Post reported a series of customer complaints on Twitter, discussing long waits, miscommunication and poor in-store service. Retailers such as Kmart saw many disgruntled social media users take to the platform to voice their disappointments, creating even more of a problem.

“Click and collect is all about setting customer expectations,” Ms. Baird said. “When you take their money, they expect that they own the item, even if it is not in their possession.

“So it is important for retailers to set expectations from the start, that the order is not completed until the item is confirmed, if it needs to be that way or that the item is actually ready and waiting for pickup when the customer gets there,” she said. “I will say that anything that taps into store inventory to meet online demand is a win for retailers.

“The business case for it is very impressive, even without adding in the benefits of a potential additional trip to the store. So if a retailer can pull it off, they have the opportunity to significantly impact their overall sales as a result. If you can do it right, it is worth doing.”

Source : mobilecommercedaily.com

(Author : Alex Samuely)
Target is cottoning on to the influx of retailers experimenting with mobile delivery platforms by teaming up with the Instacart application to enable Minneapolis residents to purchase groceries via smartphones and have them delivered to their homes in as little as an hour.

Target brings shoppable aisles to smartphones via Instacart delivery

Consumers may use Instacart’s app or online site to virtually browse Target’s aisles and products before adding them to their shopping carts. As more retailers team up with third-party delivery platforms to offer customers the utmost convenience – as well as the ability to drive impulse purchases – Target’s partnership with Instacart is a smart move, especially as the holiday season approaches.

“Target listens to guests’ needs and and we’re focused on providing more options to make it easier for guests to shop Target wherever, whenever and however they want,” said Eddie Baeb, spokesman for Target, Minneapolis, MN. “Guests now have the option to order exclusive Target products—at great prices— for delivery and we are excited to gauge interest in groceries and other products offered through the Instacart partnership.

“This program is Target’s latest effort to leverage new technologies and services to create more seamless, convenient and on-demand shopping experiences for guests.”

Convenient grocery shopping

Time-strapped consumers are increasingly searching for more convenient ways of shopping for necessities, which may include purchasing online or on mobile. Retailers that do not begin offering these features in the near future may find themselves pushed aside for brands or third-party platforms that do, suggesting this must be a paramount concern. Target is seeking to make grocery shopping more streamlined, appealing to a wide berth of customers who perhaps do not have the time necessary to peruse aisles in-store and pick up all of the products they would like.

In addition to groceries, users shopping with Instacart may also buy participating Target household, pet, baby, health and beauty items. The partnership has already kicked off and is in effect for residents in the Minneapolis area, where Target’s headquarters is located. To use the service, guests must download the Instacart app or visit Instacart.com. After entering their ZIP code, users will be informed if their neighborhood is eligible for the service. Instacart offers a free first delivery, which is then bumped up to $3.99 for a two-hour delivery on a purchase of $35 or more. A $10 order minimum is required.

Preparing for the holidays

Target’s Instacart rollout arrives at an opportune time for the brand, as the 2015 holiday season creeps closer. Consumers will undoubtedly be on the lookout for last-minute gift ideas accompanied by quick-shipping options. If Target expands its repertoire of available products via Instacart, customers will be able to experience a less hectic holiday season as they shop for ingredients for festive dishes as well as presents for family and friends. The sheer convenience of shopping on mobile and checking out with just a few clicks may fuel more impulse buys among Instacart app users, in turn bringing retailers’ holiday sales even higher. Instacart has previously teamed up with other retailers for similar partnerships.

This past May, Whole Foods Market joined forces with the platform to enable mobile shoppers to order Mother’s Day bouquets, reflecting how consumers are increasingly turning to delivery options on mobile. Nevertheless, Target has been engaging in a serious blitz to make its products more accessible to all customers, regardless of whether they prefer shopping online, in-store or via mobile. Last month, the retailer announced it is bringing its partnership with Curbside, a shopping platform, to consumers in the New York and New Jersey regions after a successful West Coast test, enabling customers to purchase items from their smartphones and have them waiting for pick-up at a nearby store. “We’re excited to pilot in our home market of Minneapolis so that we’ll have direct visibility into the test — so we can gauge what’s working and what needs improvement, make changes both to our processes and learn how guests respond,” Mr. Baeb said.

Source : mobilecommercedaily.com

(Author : Ashley Lutz)
JCPenney is bringing back its catalog for the first time in five years.

 

JCPenney Is Bringing Back The Catalog

The company hopes the book will help drive online sales, reports Suzanne Kapner at The Wall Street Journal. The new catalog will ship out in March and feature items from JCPenney’s home department. Catalog mailings peaked in 2007 with 19.6 billion, WSJ writes, citing the Direct Marketing Association. In 2013, 11.9 billion catalogs were mailed.

JCPenney CEO Mike Ullman said the company hopes the catalog will help the brand regain customers it lost when former executive Ron Johnson overhauled the brand. Johnson eliminated sales and brought in designers like Jonathan Adler for the home store. But his strategy caused sales to decline 32%. He left the brand in 2012. Since then, the brand has been closing stores and focusing on the online business.

Source : uk.businessinsider.com

(Author : Paul Davidson)
J.C. Penney said Wednesday it will close 33 underperforming stores and lay off 2,000 employees as the venerable but troubled retailer continues a sweeping turnaround effort.
  

The company said the closings will save about $65 million a year beginning in 2014. It will take pretax charges of $26 million in the fourth quarter and $17 million in the first quarter. The stores are expected to be closed by May.

“As we continue to progress toward long-term profitable growth, it is necessary to re-examine the financial performance of our store portfolio and adjust our national footprint accordingly,” says company CEO Myron Ullman III.

Penney said the closings are part of its turnaround, which began in April when Ullman returned to lead the company. He’s largely undoing the strategies implemented by former CEO Ron Johnson, who was pushed out after an overhaul that included eliminating sales and promotions in favor of everyday low prices caused revenue to plunge.

Sales at stores open at least a year are up in the fourth quarter after falling steadily the past couple of years, notes analyst Kirk Ludtke of CRT Capital Group. Net sales in the third quarter were $2.78 billion, vs. $2.93 billion in the year-ago period.

“I think he’s done a good job of stabilizing the situation,” Ludtke says.

The embattled company’s stock price is near a 52-week low. Penney made its announcement after the close of regular trading Wednesday. Shares edged 0.6% lower in after-hours trading, to $6.97.

By shutting poorly performing outlets, Ludtke says Penney is simply catching up to other national chains that have streamlined their store portfolios in recent years. Penney hasn’t closed a large number of locations since 2000 and 2001.

Ken Nisch, chairman of JGA retail consultants, says many chains are eliminating stores in sparsely visited malls. Penney’s closings represent 3% of its 1,100 locations. The layoffs will affect 1.7% of the chain’s 116,000 employees.

“If (the company’s performance) was really bad, they would be closing 100 stores,” Nisch says.

The company is the latest retailer to retrench. Macy’s, which is considered a strong retailer, said last week it will lay off 2,500 workers, close some stores and open others. And several retailers have cut their fourth-quarter profit forecasts.

Nisch is among analysts who say the moves partly reflect broader industry trends. Holiday sales were disappointing for many retailers as cold winter weather and a wait for bargains kept many customers at home. Slow wage growth for low- and moderate-income workers has particularly affected middle-end stores such as Penney. And many customers have shifted their shopping online.

Source : usatoday.com

(Author :retail customer experience)
JCPenney announced recently the launch of the Disney Shop inside 565 store locations.

 

 

The retail space offers toys, collectibles and children’s apparel designed especially for JCPenney. The Disney Shop launched online at jcp.com on Sept. 6. Each shop ranges in size from 800 to 1,100 square-feet, attempting to create “a magical shopping experience,” a release said.

“The idea of creating a Disney Shop inside JCPenney is truly a fairytale come true. Disney is such a fun, imaginative brand with inspiring products that appeal to the young and the young at heart,” said Betsy Schumacher, senior vice president and general merchandise manager for children’s at JCPenney. “The addition of Disney Shops to JCPenney will be a major draw in our kids department, offering customers an entirely new selection of high quality gifts just in time for the holiday season.”

“The Disney Shops at JCPenney is a great example of how Disney Consumer Products is tapping new opportunities to meet the purchase behaviors and patterns of consumers,” said Paul Gainer, executive vice president, Disney Retail.

Source : retailcustomerexperience.com

(Author : chicago tribune)
J.C. Penney Co Inc is in the process of raising prices on millions of its own branded items to protect profit margins, as it reverts to a strategy of offering discounts in an effort to win back the bargain-conscious shoppers it lost last year.

 

The move marks a return to a standard pricing tactic in retail also used by rivals like Macy’s Inc and Kohl’s Corp — called “high-low” in the industry. Penney Chief Executive Ron Johnson tried to eliminate the strategy on the grounds it cheapens brands and simply creates an “illusion” of savings for a shopper.

But as he tried to move Penney to an everyday low price approach, Johnson was quickly confronted with the reality of how Penney’s longtime customers shop: they love a deal and need a price comparison on a tag to understand they are getting one. Without it, they’ll go elsewhere. And they did.

Last fiscal year, sales fell 25 percent, while the number of shoppers coming into Penney stores was down 13 percent in the year ended Feb. 2. Johnson has acknowledged it was a mistake to get rid of markdowns and coupons.

“While our prices continue to represent a tremendous value every day, we now understand that customers are motivated by promotions and prefer to receive discounts through sales and coupons applied at the register,” spokeswoman Daphne Avila said in a statement emailed to Reuters late on Tuesday.

Penney’s private brands include St. John’s Bay, jcp, Stafford and Arizona. They generate more than half of its revenue.

An Arizona crewneck T-shirt that had an “everyday” price of $5 now has a $6 price tag, allowing Penney more room to offer a markdown and arrive at the same price.

The U.S. retailer began changing the price tags on merchandise earlier this month and should be done in the next few weeks, Avila said.

Still, the markups and markdowns will not be as steep as they were before Johnson became CEO in 2011.

PRICING STRATEGY

The move was the latest concession Johnson has made. Last year, he began re-introducing coupons, and in February, Penney held a Valentine’s Day sale. Johnson said in February that Penney would resume the use of discounts and sales for items under its own brands but did not elaborate how.

“They continue to have a muddled pricing strategy,” said Craig Johnson, president of Customer Growth Partners, but adding that the move was needed. “They’ve got to build the traffic up.”

“Everyday low price” is an approach that promises consumers they will get a low price anytime without having to shop around or wait for sales. It can lead to steadier, more predictable demand for products.

Ron Johnson made “everyday low price” the cornerstone of his plan to reinvigorate the 111-year-old retailer, which also includes refashioning its 700 largest stores into emporia holding boutiques for various brands.

Penney will stick with the approach at in-store branded boutiques, including PVH Corp’s Izod and LVMH’s Sephora, because sales are doing well without discounting.

Source : chicagotribune