What: David Jones completes its CSR and circular initiatives by adding a second hand offer to its rental service and specific CSR label.

Why it is important: Major retailers across the planet are now entering the second hand market: Nordstrom, Selfridges, Galeries Lafayette, Printemps, Magasin du Nord, Manor, Breuninger… however so far the profitability of the model remains to be proved.

Australia-based David Jones is entering the pre-owned market through a partnership with Blue Spinach, an Australian luxury reseller. This will allow David Jones to sell second-hand items from over 30 luxury brands, hoping to reach a younger clientele base. This is not the first David Jones’ circular economy attempt: they partnered last year with Glamcorner to propose a rental offer in their flagship in Sydney on a similar model to what Selfridges is doing. Also, they launched “Mindfully made”, a label helping customers to spot the sustainable brands.

Although the profitability of the model is not proven, David Jones wants the credit of the first mover advantage in Australia.

David Jones embraces retail

What: The group, which counts 11 luxury outlet villages in England, Ireland, Continental Europe and China, said it has witnessed the quality of sales improve since lockdown ended, and seen further proof of its retail-as-hospitality concept.

Why it is important: There is no return to normal as the business has, over the past 18 months, become more sophisticated in terms of its approach to customer acquisition and experience – and its relationship with the brands. Also, open-air shopping has a new appeal in the post-pandemic world.

The company continues to pitch itself to brands as a “full-price customer acquisition platform,” rather than a place to park out-of-season stock. So it’s more important than ever to deliver a polished offer to visitors, and to work as closely as possible with the brands to ensure that the inventory and merchandising are top notch. To that end, Value Retail has made a series of key hires in the past month from big brands including Gucci, Burberry, La Rinascente and Ermenegildo Zegna.

Sales growth through the summer and into the early autumn has been accelerating, while the average transaction value across the collection is up by 13% compared with 2019. Villages including La Vallée in France; Maasmechelen in Belgium; Wertheim and Ingolstadt in Germany, and Kildare in Ireland have seen their spend-per-visit rise by between 25 and 32% compared with 2019. Spend-per-visit at Shanghai Village has increased by 82%, while Suzhou Village has risen by 47% in the nine months to September versus 2019.

In the first half of 2021, 14% of total sales across the villages in Europe came through virtual shopping services (which launched at the start of 2021). Over the past year it has also hosted more than 355 special brand events across its European villages and nearly 100 in China.

Value Retail sees sales bounce back worldwide

What: LVMH keeps the same trajectory in terms of growth over 2019, at +11% in terms of consolidated sales.

Why it is important: The trajectories of the different divisions have not significantly changed when compared to the first half of the year report and 2019 sales. Perfumes & cosmetics and selective retailing divisions are still struggling to recover from pre-pandemic levels.

Sales at LVMH fashion and leather group division kept on growing during Q3, albeit not at the same pace compared to the first half of the year. The division grew +24%, for a revenue up +38% compared to pre-pandemic levels. Asia slowed down a bit in terms of growth due to the new policies implemented by the Chinese government.

Wines & spirits, and hard jewellery also grew over 2019, respectively by +10% and +4%. The perfumes & cosmetics and selective retailing divisions, although significantly growing over LY, have not yet recovered to the 2019 levels, as they are trading respectively by -2% and -23%. In total, the group’s revenue grew by +46% on the first 9 months over 2020, and +11% over 2019.

lvmh 2021 third quarter revenue

What: The scheme allows customers to get Browns credit and contribute to a donation

Why it is important: As Browns belongs to Farfetch, one can wonder if this initiative is a way to test and evaluate such a scheme before scaling it up to its many partners.

UK-based luxury retail Browns, owned by Farfetch, teams up with Thrift+ to allow customers to return their old garments to the retail. The system is simple: they receive a donation bag to be filled in and returned in exchange for Browns credit when they sell on Thrift+. A third of the resale value goes to Thrift+, a third to Browns and the rest to a charity.

Browns launches clothing takeback scheme 

What: Walmart and Netflix are teaming up to offer exclusive merchandise leveraging shows’ popularity.

Why it is important: The Netflix Hub at Walmart is the streaming service's first digital storefront with a national retailer.

Walmart’s partnership with Netflix makes it a major destination for fans who want to purchase their favorite shows’ merchandise.

Some of the products include a “Stranger Things” cassette player, "Ada Twist" plushie, "Nailed It" baking kit and "Waffles + Mochi" cookbook. Walmart will also allow fans to vote for which products they want to bring to life through an initiative called Netflix Fan Select.

The Netflix Hub at Walmart also furthers Netflix’s place in retail following its online shop that was launched in June.

The partnership may be a way for Walmart to tap into Netflix’s viewership and acquire new customers.

Walmart teams with Netflix on exclusive products, digital storefront

What: The Chinese e-commerce giant has launched Jing Zhi, a new resale platform app.

Why it is important:  Earlier this year, Chinese Investment Bank Shenwan Hongyuan released a report estimating that China’s total 2020 resale market exceeded USD 154.78 billion, with the e-commerce resale market reaching USD 57.97 billion.

With the platform, sellers can host second-hand products on the site and pay Jing Zhi a 6% commission or sell their used goods straight to JD.com's AiHuiShou second-hand division.

Currently, the new platform's offerings are mainly oriented toward electronics, although there is a modest selection of luxury, fashion, and cosmetic items accessible.

The resale market is currently dominated by Alibaba’s Xian Yu, along with Tencent and 58.com’s Zhuan Zhuan, these two JD.com rivals combined currently have a 90.9 percent share of the e-commerce resale market.

Alibaba's Xian Yu's gross merchandising volume (GMV) for Q4 was more than USD 30.95 billion, up 100 percent year on year, with 30 million daily active users.

JD.com Launches New Resale Platform 

What: Nordstrom’s new men’s  and women’s stores are attracting locals and tourists alike.

Why it’s important: Nordstrom is finding success in New York City with its first men’s-only unit and a two-floor women’s store.

Thanks to these new buildings, the stores were able to settle in as they wished and set up all they needed to be attractive, unlike their competitors, whose buildings are now old and out of date.

The men’s store set the tone as it opened 18 months earlier than the women’s store on 225 West 57th Street, and customer response has been strong.

Regarding the women’s store, it offers more than 100 brands and 16 shops, including a Lipstick Finder to try on 400 colours through augmented reality, a Fragrance Finder interactive quiz to narrow down the perfect scent, a Beauty Stylist Virtual Mirror to try out makeup looks, and more.

To celebrate their breakthrough, the store is planning a block party on Oct. 23

New Yorkers Embrace Nordstrom’s Women’s, Men’s Stores 

What:  Retail and fashion executives share their outlook at Goldman Sachs’ annual retail conference.

Why it is important: Retailers have managed to navigate the pandemic surprisingly well and have used the disruption to retool.

While the Delta variant and supply chain disruptions continue to be vexing, the industry’s top executives are looking beyond the coronavirus with plans to win big in the new world.

Macy’s is attracting new customers, building confidence on Wall Street, and remains bullish on healthy gains for the rest of this year. They have been able to successfully reengage with the core customer through the pandemic while attracting new customers. (see more about what Macy’s had to say here)

Walmart: despite supply chain issues, the leadership team believes there is plenty of room to grow in the home, food and apparel categories, both online and in stores. (see how Walmart is creating a more seamless omnichannel here)

Capri: There was a lot of fear in the marketplace about the retailer’s ability to acquire companies, execute on those acquisitions and pay down debt. But the team feels like they will be in a strong position for additional acquisitions over the next two years.

Nordstrom is known for its obsession with customer service — and is finding now that keeping up with shoppers today requires some new tricks. Nordstrom understands that shopping preferences have changed and planned for this by focusing on serving markets with a cluster of locations that all serve a different purpose and complement one another, from mainstream stores to the Rack off-price store and the Nordstrom Local service concept.

Gap’s new CEO oversaw the launch into home with Walmart, teamed with Kanye West, and is expanding Old Navy in the plus-size area. Gap is doubling down on investing purpose-driven lifestyle brands.

CEOs at Walmart, Macy’s, Gap, Nordstrom and Capri Look to the Future 

What : Printemps has created a responsibility label called “United towards the beautiful responsible”

Why it is important : Implementation of the label makes it possible to promote brands that are taking on a responsible approach.

Printemps has decided to release their own sustainability label after discussions with brands showed that they are interested to improve. Brands will be evaluated on nine themes and twenty-two criteria where they must maintain a certain score to obtain the label. There are already 400 brands labeled for the launch.

The label is aimed to unify the communication on all offerings and segments so customers can find their way around the overall offer of the retailer.

How Printemps created its new responsible repository

What: Macy’s is suing to keep Amazon from advertising right in front of its Herald Square flagship.

Why it’s important: If Amazon is looking to symbolically take a chunk out of Macy’s, the country’s largest department store, this would be a testament to the profound initiatives underway at the e-commerce giant.

Although, it turns out that the giant red shopping bag isn’t owned by Macy’s, but has been leased since 1963.

However, Amazon wants something more in fashion and is clearly willing to fight for it.

But this fight wouldn’t be a fair one, as Amazon has a market cap of $1.7 trillion, while Macy’s is valued at under $7.7 billion.

Whether or not Amazon could take the bag is now in the hands of a New York state judge

Macy’s Fighting to Keep Herald Square Billboard From Amazon

What: Focusing on three “pillar” categories (kitchen and tabletop, home textiles and home décor) and not selling big-ticket furniture, beds or major appliances, Nordstrom's New York 57th Street flagship's new home shop gives a good indication of where the retailer is elevating the category.

Why it is important: Pre-Covid, Nordstrom didn't have a lot of authority in the home area but started gradually to build its home assortment, primarily sheets, towels, decor and cookware.

The new home store is a 2-level 5,520 square feet space located near the corner of Broadway and 57th Street. There are entrances from the street and inside on the second floor, with a staircase connecting the levels, creating a duplex-like store-within-a-store.

The home space formerly housed a Nordstrom x Nike concept shop and revolving shops for brand “takeovers.” Before, home was on a lower level in less space where kids has expanded into. The Nike shop shifted to a lower women’s shoe floor.

Nordstrom has established several partnerships with direct-to-consumer brands that previously never had a presence inside a brick-and-mortar store. A number of local New York City brands founded by women are also displayed. There are also gifts and novelty items, much of it targeting tourists. The space is a mix of independent small makers, established designers and renowned institutions rooted in the city itself to support local businesses, stressing the importance of connecting to local communities.

A full Nordstrom Home experience is not currently planned for all doors, however all stores will have some expression of home items, especially at key moments like Holiday and Anniversary Sale. In certain locations, home is getting greater square footage by taking space from “outsized” departments.

How Nordstrom Boosts an Underplayed Business

What: Bringing relevance, soul and a sharper focus to its private labels, executive vice president Jen Jackson Brown gives a progress report on the program.

Why it is important: Having reduced the number of its private labels from 40 to 12, Nordstrom intends to grow this part of the business thanks to brands appealing to different lifestyles, age groups, communities and body shapes, and including ambitious sustainable goals.

NPG, which covers apparel and accessories for men, women and kids and home goods, calls its private brand portfolio “Nordstrom Made.” NPG has a team of about 350 people in merchandising, design, development and sourcing, and works with manufacturers in 25 countries.

Designed for young adults starting their career, Open Edit, available in men’s, women’s, kids, accessories and jewelry, has been the number-one brand launch. Nordstrom has been evolving its Halogen brand, targeting Millennials with “day-to-night essentials” with greater comfort and versatility in light of changing lifestyles and work situations.

The Nordstrom label, Nordstrom Made’s largest brand seen in home, kids, layette, men’s and accessories, is poised for further growth and reflects “timeless classic yet fashion” from different labels.

Other top Nordstrom-owned brands include Zella activewear, which was introduced in 2007 before the athleticwear boom. It’s offered in women’s, men’s and kids. There’s also BP for young adults, and Treasure & Bond which donates 2.5% of net sales to charity.<

“Probably a year and half ago, we said every single brand we have is going to have extended sizes. That was a bold move,” said Brown. “We hired people to help us understand fit for different types of body shapes.” BP + Wildfang (introduced last spring) has an inclusive approach, and challenges stereotypes and gender norms.

Henna and Hijabs x Nordstrom, geared for the modern Muslim woman, is another recent launch reaching different audiences.

This month, Nordstrom will launch Nordstrom x Christina Martinez to celebrate Latinx Heritage month and reach a largely underserved customer. Martinez is a Mexican American artist known for beautiful art prints which Nordstrom has adapted for apparel and home products.

Brown cited Nordstrom Made goals for 2025, among them that 50% of the products come from sustainably sourced raw materials and ensuring that 15% of the assortment qualifies for Nordstrom’s “sustainable style” program. The company is also shooting for 90% of its products to be factory traceable by 2025 and is on track to achieve that goal ahead of schedule. In 2020, 64% of Nordstrom Made product volume was produced in factories using the Higg Index Facility Environmental Module and it’s expected that it will reach 100% in 2021.

Bringing Relevance, Soul and a Sharper Focus to Private Brands 

What: The luxury e-tailer is introducing a new model that will see it hold inventory from brands without buying it and still get to carefully curate its offering to shoppers.

Why it is important: Mytheresa introduces drop shipping, but the retailer will hold inventory in its warehouse instead of the brands.

Instead of buying from them wholesale, Mytheresa will start holding inventory from select vendors in its warehouses and ship directly to customers who make a purchase. The inventory, however, will still belong to the brand. Mytheresa, meanwhile, will book a fee on the sales. What makes the arrangement novel is Mytheresa will still be curating its selection of items as it normally would. It calls it a curated platform model.

“It’s clunky,” chief executive Michael Kliger says of the name, “but we just wanted to really say it’s not a marketplace, it’s not e-concession, it’s another version.”

So far, Mytheresa isn’t saying which brands it will work with on these terms, but it expects less than 20% of its total merchandise sales will come from the new model to start. Gradually, that level will rise, but the company doesn’t expect it to surpass 35% in the long term.

As Mytheresa sees it, the arrangement will give it access to more inventory and allow for in-season replenishment of items that are selling well, helping to fuel its growth without it having to buy the inventory itself.

Mytheresa’s New Model for Working With Brands

What: Some 30 graduates from the fashion courses will present more than 150 styles to be displayed and retailed within the store beginning 28 September.

Why it is important: Such partnership provides the graduates with a rare opportunity to showcase and sell their work directly to consumers and to ultimately prepare them for key jobs in the industry.

Gavin Hudson, store retail operations manager at Harvey Nichols Manchester, said this “very special project,” demonstrates that the retailer is “proud to support emerging fashion talent and are delighted to be able to offer a platform on which new graduate designers can showcase their creativity.”

One of its recent graduates, Saif Ud Deen, was short-listed as a recipient of the inaugural Mr Porter Futures global designer mentorship program. He will receive the opportunity to build his own brand and deliver a minimum 15-piece collection for Mr Porter, as well as receiving 10,000 pounds from program sponsor Swedish online financial services provider Klarna.

Harvey Nichols Manchester Inks Partnership With University of Salford 

What: Walmart is rolling out a universal search and checkout capability in its app.

Why it is important: The change allows users to make one basket and transaction for items that will get fulfilled from different locations.

The new changes further elevate Walmart's e-commerce business as the retailer builds out its omnichannel strategy and looks to keep the online sales momentum brought on by the pandemic. Last year, Walmart combined its grocery and general merchandise apps, but the delivery was still disjointed until this new universal search and checkout capability.

Walmart's e-commerce sales, which nearly doubled a year ago due to the pandemic, are on track to hit $75 billion worldwide for the year.

Walmart unveils universal search and checkout in app 

What: the French hypermarket is following Auchan into the launch of ultra-fast delivery services to compete with Uber Eats and Deliveroo.

Why it is important:  Even though they have acquired the technical capabilities, Carrefour will limit this service to 1,000 products, which is significantly lower to other European operators such as El Corte Inglés, able to deliver its whole catalogue (including fresh food) in 2 hours.

Carrefour, which took a minority stake in Cajoo, a French 15-mn delivery service powered via an app, has announced the launch of a similar service for a selection of 1,000 products, in the hope to compete with ultra-fast delivery services, such as Deliveroo and Uber eats.

Neither the name or the date of launch have been disclosed so far.

Carrefour launches its own express delivery service

What: Mall of Oman is 140,000 sqm and features the sultanate’s largest cinema, a thousand-seat food court, and Oman’s largest indoor snow park.

Why it is important: More than 80% of the LEED-certified mall’s gross leasable area has been leased, and 300 retail outlets are set to open in coming months.

Majid Al Futtaim’s strong regional presence includes 29 existing malls across the Gulf Cooperation Council (GCC).

Majid Al Futtaim Opens Mall of Oman in Muscat 

What: Matchesfashion, which has been without a chief executive officer since March, has picked former Printemps chief Paolo de Cesare for the top job.

Why it is important: Matchesfashion had focused its search within fashion and retail to find an industry insider who understands the business, the power of the brand, and the importance of differentiation in a crowded market where size and scale matter.

The retailer confirmed that de Cesare will succeed Ajay Kavan, who made a surprise exit from Matchesfashion after just 12 months on the job, and said he will take up his role later this year.

Maureen Chiquet, who has served as executive chairwoman of Matchesfashion since March, will return to her position on the board when de Cesare begins his tenure as CEO. A Chanel veteran, she has been running the operation during the transition period.

Matchesfashion Picks Paolo de Cesare as CEO 

What: An interview of the largest Thai supermarket chain e-commerce and digital director.

Why it is important: In addition to the numbers, 2 elements seem interesting: they are maximizing the profitability of their fulfilment centres by opening stores in the warehouse allowing to decrease waste and sell products on site, and, since they are not satisfied with their Information System, they plan to build one in-house and sell it to other retailers afterwards.

Central Food Retail represented in 2020 a turnover of €2.1 bn achieved in more than 1,000 stores of 1,400 sqm on average. E-commerce now represents 10% of this turnover, achieved in e-commerce only (no marketplace). They sell online more than 40,000 skus (25,000 from stores and 15,000 from their 2 dedicated warehouse).

On average, orders represent €33 with 20 items in the basket, significantly above the market average, and occur twice a month. Central Group retail is able to fulfil from stores (62%) or from its 68 online hubs (38%) and deliver within 25 minutes. Once stores have to fulfil a level of more than 250 orders a day, fulfilment is then performed from the online hubs.

Regarding their 2 fulfilment centres, since they are dealing with fresh goods with limited time life, they are now testing a small store located at the front of them to maximize profitability and reduce waste.

Thai market has some specificities:

• Their fulfilment model works mainly manually thanks to the cheap cost of labour. As a consequence, automatization would be difficult to be made profitable,
• Deliveries are charged €1.6 for orders less than €23 and €2.2 for 1 hour express ones. Interestingly, the express delivery fee is the same independently of the amount. They also offer a 25 mn super express delivery, which is fulfilled only with stores and delivered through third parties.

For the CDO, challenges are:

• How to increase NPS and reach a target of 70
• How to technically stay on par with the volume of activities. The current systems are not adequate with their needs, and Central plans to build its own in-house solution (and sell it)
• Increase scale and capacity now that the online model is profitable (again, thanks to the cheap labour costs in Thailand).

The Thai example of Central Food Retail - Understanding the elements of online profitability

What: The consumer behavior study revealed changes in comfort levels, the impact of the delta variant and increased expectations for store associates.

Why it is important: Even with the Delta variant to consider, new findings from NewStore, the omnichannel store solution, show that 42% of consumers will not change how often they shop in-store.

The survey also revealed that 45% of consumers even feel more comfortable shopping in-store now than they did a year ago. Interestingly, consumers age 65 and over were the most comfortable at 60%, compared to just 41% of consumers age 55 to 64 and 46% of those between the ages of 45 to 54. Just 36% of consumers between the ages of 18 and 24 and 39% of consumers 25 to 34 say they were more comfortable shopping in-store now than they were last year.

At the same time, nearly 30% of consumers said their expectations for store associates have increased since the pandemic. Among the growing expectations for associates was the demand for a more seamless checkout. Customers also want to be able to meet them for curbside pickup, and expect them to be equipped with a mobile device in-store.

Other expectations for store associates included being able to share store inventory without having to physically check, the ability to return or exchange an online purchase in-store without a receipt and the ability to sell a shopper something that isn’t available in-store and ship it.

Consumers also expect store associates to communicate with them outside of the in-store experience. This includes 22% of consumers saying they believe that store associates should meet virtually through video chat for a 1:1 shopping appointment and 37% of consumers also said they believed store associates should be able to text them about new arrivals, product availability, promotions and store events.

Consumers are Becoming More Demanding of Store Associates

What: The half-year report showed an improvement on the prior-year period but its results were still far below some of the figures it produced just a few years ago.

Why it is important: John Lewis said that including exceptional items, the Partnership made a loss before tax of GBP 29 million. This was a “significant improvement” on last year’s loss before tax of GBP 635 million. However, on that basis, the result was significantly down from the 2019/20 profit before tax of GBP 192 million.

For the first six months of the year, its profit before exceptional items was GBP 69 million. That was GBP 124 million up on the 2020/21 year, when the Partnership made a loss of GBP 55 million.

On a two-year comparison (2YoY) against the pre-pandenic period, it also showed an improvement as the first half of 2019/20 had seen it making a loss of GBP 52 million. It was helped by the cost reductions it has been driving through and it made savings of GBP 66 million in the first half, as well as receiving business rates relief of GBP 58 million. But while that rates relief boosted it artificially, it also faced exceptional costs of GBP 98 million in the half as it settled lease obligations due to shop closures and dealt with major redundancy costs.

It saw a 6% increase in sales across the Partnership (but gave no monetary figures) and the John Lewis department stores chain and its webstore saw “strong sales growth” in the first half, up 12% on last year (and up 13% like-for-like). This was slightly up (by 1%) on 2019/20 but was 11% higher like-for-like. Almost 75% of sales were online in the first half, broadly the same as last year, and significantly up on the pre-pandemic 40%.

Margins also “rebounded strongly against last year as we returned to a more balanced pattern of trade”, it said. That meant it shifted “fewer laptops, [but saw] more lamps and linen sales”. In fact, Technology sales were flat year-on-year while growth was strong in Home (up 23%), Fashion (up 22%) and Nursery (up 18%).

John Lewis sales improve but profits remain muted

John Lewis unaudited results for half-year ended 31 July 2021

What: The discount retailer is leaning heavily on omnichannel capabilities to reach more customers and introduce them to the Nordstrom experience.

Why it is important: The off-pricer significantly boosted its digital capabilities when its website transitioned to the nordstrom.com platform, increasing its processing power from five orders a second to at least 500 a second. This will be crucial to accomplishing its stated goal of boosting its incremental revenues to USD 2 billion.

This past year, the Rack introduced a next-day buy online, pick up in store service for transactions on its own website and on nordstrom.com. And consumers are taking full advantage of it, according to Rack president Geevy Thomas. “During our Anniversary Sale — which the Rack is not a part of — 40% of our next-day BOPIS orders for Nordstrom were picked up in a Rack store.”

The retailer also created a shared inventory that allows brick-and-mortar stores to fulfil online orders and it introduced a ship-to-store option. Additionally, the Rack has long accepted returns for any Nordstrom purchase. “But now you can get your Rack returns processed at Nordstrom, so we’re really making it seamless for customers,” he added.

Digital also can help the retailer make deeper in-roads with Gen Z and Millennial customers. Indeed, the Rack continues to serve as an access point for new customers, who often graduate to the full-line store. That’s one reason the company continues to position the two banners in close physical proximity.

Compared to others in the off-price channel, Nordstrom Rack has one of the smallest store counts, but it has a unique advantage in how it can work with brands. Competitors don’t have a full-price business. The majority of Nordstrom’s buyers buy for both the full-price channel and the off-price channel. So when they’re talking to a designer in the showroom, they’re talking about how to maximize this product in full price and how to get another bite at the apple in off-price.

Rack facts:

• 80% of the brands at Nordstrom are carried in Rack stores.
• USD 350 million+ in returns from Nordstrom were processed in Rack stores.
• 2.2 million+ Nordstrom Rack apps have been downloaded since 2019.
• 80% of Nordstrom managers started as Rack managers.

Nordstrom Rack Rides the Digital Wave

What: Mukesh Ambani’s Reliance Retail is looking to enter the premium department store segment by early next year.

Why it is important: The new department store format will take on incumbents in the space, such as Shoppers Stop and Lifestyle International.

The new department store chain is expected to house Reliance Brands- and Reliance Retail-affiliated brands, as well as the company’s private label brands and foreign and Indian and brands outside of the Reliance stable.

India’s Reliance Retail to Launch Premium Department Store Chain 

What: Macy’s Media Network (MMN), the company’s in-house retail media agency, has expanded its offering to include Bloomingdale’s for its advertising partnerships.

Why it is important: The addition of Bloomingdale’s to MMN further solidifies its positioning as the nation’s premiere retail media advertising destination for aspirational goods.

Following a successful launch on macys.com, the in-house media company has recently expanded to Bloomingdale’s. Within the first few months of launching, more than 50 on-site advertising campaigns have been featured on bloomingdales.com. Bloomingdales already represents more than 20% of onsite display campaigns, showing an outsized interest of advertisers in luxury shoppers.

With more than 500 million unique visits to macys.com and 60 million unique visits to bloomingdales.com in the second quarter of 2021, the ecommerce properties of Macy’s Inc are strong advertising platforms.

Macy’s Media Network Expands Brand Experience Offerings to Bloomingdale’s