|Bid||37.99 x 1300|
|Ask||38.15 x 800|
|Day's range||36.97 - 38.28|
|52-week range||25.01 - 54.65|
|Beta (3Y monthly)||0.65|
|PE ratio (TTM)||12.55|
|Earnings date||21 Nov 2019|
|Forward dividend & yield||1.48 (3.91%)|
|1y target est||34.35|
Macy's and other department stores have not been able to find success or inspire much Wall Street confidence. Can it turn things around in Q3?
Retailers' performance over the last 2.5 months is a sign of positive market sentiment reentering the space. This sentiment will be tested next week when a wave of retail results hits the market.
As it’s becoming easier for consumers to shop online rather than in stores, results from a new Deloitte survey results show that Cyber Monday is more relevant than Black Friday.
Nordstrom (JWN) doesn't possess the right combination of the two key ingredients for a likely earnings beat in its upcoming report. Get prepared with the key expectations.
(Bloomberg) -- Nike Inc. is breaking up with Amazon.com Inc.The athletic brand will stop selling its sneakers and apparel directly on Amazon’s website, ending a pilot program that began in 2017.The split comes amid a massive overhaul of Nike’s retail strategy. It also follows the hiring of ex-EBay Inc. Chief Executive Officer John Donahoe as its next CEO -- a move that signaled the company is going even more aggressively after e-commerce sales, apparently without Amazon’s help.“As part of Nike’s focus on elevating consumer experiences through more direct, personal relationships, we have made the decision to complete our current pilot with Amazon Retail,” the company said in a statement. “We will continue to invest in strong, distinctive partnerships for Nike with other retailers and platforms to seamlessly serve our consumers globally.”Some big brands shun Amazon’s platform, where fakes flourish and unauthorized sellers undercut prices -- a recipe that diminishes the value of sought-after labels. The unraveling of the Nike arrangement threatens to reinforce retailers’ unease. Under the pilot program, Nike acted as a wholesaler to Amazon, rather than just letting third-party merchants hawk its products on the site.Amazon operates an online marketplace, essentially a digital mall where merchants can sell products. More than half of all goods sold on Amazon come from independent merchants who pay the Seattle-based company a commission on each sale. Amazon also operates as a traditional retailer, buying goods from wholesalers and selling them to customers.Nike said it will continue to use Amazon’s cloud-computing unit, Amazon Web Services, to power its apps and Nike.com services.Amazon, through a spokeswoman, declined to comment. The company has been preparing for the move, according to two people familiar with the matter. It has been recruiting third-party sellers with Nike products so that the merchandise is still widely available on the site, they said. Amazon has also been working to stem the flow of counterfeits on the site through various initiatives, including one project that lets brands put unique codes on their products to make it easier to identify fakes.Nike shares rose as much as 1.4% in New York trading Wednesday, while Amazon was off as much as 0.6%.‘Enormous Reach’The question now is whether other Amazon partners follow Nike’s lead. Few other brands possess the kind of muscle Nike has, so it may be harder for them to leave.“Nike has enormous reach and its products are in demand, so it can afford to be selective about where its products are distributed because customers will come find Nike where it is offered,” said Neil Saunders, an analyst at GlobalData Retail. “I don’t think as many brands can be as selective as Nike.”For years, the only Nike products sold on Amazon were gray-market items -- and counterfeits -- sold by others. Nike had little control over how they were listed, what information about the product was available and whether the products were even real.That changed in 2017, when Nike joined Amazon’s brand registry program. Executives hoped the move would give them more control over Nike goods sold on the e-commerce site, more data on their customers and added power to remove fake Nike listings. The news of the Amazon tie-up, which Nike executives called a “small pilot,” sent shoe-retailer stocks tumbling and left many wondering if other major Amazon holdouts would quickly follow.But Nike reportedly struggled to control the Amazon marketplace. Third-party sellers whose listings were removed simply popped up under a different name. Plus, the official Nike products had fewer reviews, and therefore received worse positioning on the site.Leaving Amazon won’t necessarily solve Nike’s problems, which represent a big brand struggling to adapt to selling products in the digital age, said James Thomson, a former Amazon employee who now helps brands sell products online through Buy Box Experts.“Just because Nike walks away from Amazon doesn’t mean its products walk away from Amazon and doesn’t mean its brand problems disappear,” Thomson said. “Even if every single Nike product isn’t on Amazon, there will be enough of a selection that someone looking for Nike on Amazon will find something to buy.”Fewer PartnersShortly after its Amazon pilot began, Nike unveiled plans to overhaul its retail strategy. With more attention aimed at direct-to-consumer avenues, particularly the Nike app and Nike.com, executives said the company would drastically reduce the number of retailers it partnered with.In 2017, Nike did business with 30,000 retailers around the world. Elliott Hill, currently the company’s head of consumer and marketplace operations, told investors that year that Nike would focus its future efforts primarily on about 40 partners.Nike wasn’t specific on what would separate those 40 partners from what it called “undifferentiated retail.” Reading between the lines, it appeared to want partners that gave its Nike brand separate space -- such as Nordstrom Inc.’s “Nordstrom x Nike” shop on its website -- and was less interested in retailers that just placed Nike alongside its smaller competitors.The Wall Street Journal reported at the time that Amazon was one of those 40 that Nike intended to prioritize.Analysts said physical sporting-goods retailers would benefit from Nike’s departure from Amazon. The pilot program was an “overhang” to the stock valuation of Foot Locker Inc. that’s now removed, Raymond James analyst Matthew McClintock wrote in a note. Michael Baker of Nomura Instinet called Nike’s decision a modest positive for Dick’s Sporting Goods Inc.Foot Locker was down 0.4% at 9:51 a.m. Wednesday in New York trading, while Dick’s was up 0.6%.What Bloomberg Intelligence Says“Nike’s decision to end its wholesale pilot with Amazon.com is likely aimed at putting more focus on its own direct-to-consumer business, which is a key pillar of its Triple Double strategy. We still believe Nike’s goal for 33% of sales to be digital could be attained ahead of 2022.”\--Poonam Goyal, senior retail analystClick here to read the research.About 68% of Nike’s annual sales come from wholesale channels, down from 81% in 2013. Though wholesale is still the bulk of the company’s sales, in that span Nike’s direct business has grown three times faster than top-line revenue.Nike’s departure will rob Amazon’s brand registry program of a big name -- and potentially stoke the concerns of its partners. Nike’s participation had signaled that Amazon was taking the concerns of major brands seriously.Such brands have expressed frustration that Amazon doesn’t do enough to fight counterfeits. They also fear that giving Amazon too much control over prices will devalue their products.Amazon’s foray into private-label products has added to the fears. The company now sells everything from batteries to mattresses to snacks, further complicating the relationship between Amazon and brands.(Updates with shares in ninth paragraph, analyst comments in 21st paragraph.)\--With assistance from Robert Williams.To contact the reporters on this story: Eben Novy-Williams in New York at email@example.com;Spencer Soper in Seattle at firstname.lastname@example.orgTo contact the editors responsible for this story: Nick Turner at email@example.com, ;Jillian Ward at firstname.lastname@example.org, John J. Edwards III, Cécile DauratFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Nordstrom's (JWN) third-quarter fiscal 2019 results are likely to reflect gains from efforts to enhance store base and e-commerce. However, higher costs remain deterrents.
Another mixed quarter from luxury goods purveyor Tapestry. Yahoo Finance speaks with Tapestry chairman and CEO Jide Zeitlin.
LOS ANGELES, Nov. 04, 2019 -- Glancy Prongay & Murray LLP (“GPM”) announces the continuation of its investigation on behalf of Nordstrom Inc. (“Nordstrom” or the “Company”).
BENSALEM, Pa., Nov. 01, 2019 -- Law Offices of Howard G. Smith continues its investigation on behalf of Nordstrom Inc. (“Nordstrom” or the “Company”) (NYSE: JWN) investors.
Nordstrom's new store in New York City is epic. Yahoo Finance speaks with Nordstrom president of stores Jamie Nordstrom about his outlook for the new shopping hot spot.
Macy’s (M) stock fell 4.2% on October 18 after Credit Suisse downgraded its rating. Credit Suisse downgraded the rating to “underperform” from “neutral.”
(Bloomberg Opinion) -- Macy’s Inc. is having a miserable year. With meager sales growth and a lackluster annual forecast, it is currently the worst-performing stock in the S&P 500 Index.It’s not as if the venerable chain isn’t trying. Macy’s has undertaken a wide array of turnaround efforts, including an expansion of its off-price Backstage business and a dramatic increase in its online selection. And there are clearly forces beyond its control, with the so-called retail apocalypse looming over the entire industry.All that said, there is more that Macy’s could do to improve its prospects. Here are four things the company should do right now.Strengthen its private-label apparel brands. These make up about 20% of the chain’s sales, and it could benefit from driving that share higher. Macy’s has said it is working on improving its sourcing of these garments. But it ought to go further, launching new brands and scrapping tired ones. When Target Corp. undertook a successful overhaul of its private-label clothing business, there were no sacred cows: In fact, two of its biggest, Merona and Mossimo, were dumped. Without seeing sales and profit figures for each Macy’s brand, it’s hard to know exactly which ones should be on the chopping block. But, to my eye, INC International Concepts looks ripe for a rethink. There are a whopping 633 different women’s tops under this label on Macy’s website as of this writing — an unnecessarily huge assortment that ranges from bohemian soccer mom to “Love Island” contestant. Who exactly is the customer for this? If Macy’s can’t answer that clearly, it should go. With Story, do it right or don’t bother. I was optimistic about this idea as a potential driver of foot traffic, as it is supposed to be an Instagram-friendly, gallery-like display space that brought frequent newness to a store. My latest visit to a Story shop-in-shop, however, soured me on its potential. Some of the décor for the newest back-to-school-themed display appeared to be leftovers from the previous outdoors-themed display. If Macy’s wants this thing to work, it has to invest enough to make each iteration different from the last. Either devote more resources to Story, which started just last spring in a few dozen stores, or scrap it. Speed up store renovations. Macy’s will have renovated 150 stores by the end of 2019, part of a prudent initiative it began in 2018 to give its most productive outposts new fixtures, better in-store technology and more localized merchandise. The company plans to do more of these renovations in 2020 and says these makeovers, which cost about $3 million a pop, could eventually go to as many as 350 stores. I’d recommend Macy’s not let the next 150 remodels take as long as the first 150. The spiffed-up stores are outperforming the rest of the fleet, so it’s a no-brainer to invest quickly in a wider rollout. Refine the vision for the rest of the store portfolio. There are hundreds of Macy’s stores that won’t be getting the splashy upgrades described above. Macy’s is calling these leftovers “neighborhood stores,” and executives plan to reduce them in both size and number of employees. I get why Macy’s doesn’t want to close them, as it finds it difficult to make those sales transfer to e-commerce or a nearby store. But the company will come to regret hanging onto dreary locations in dying shopping centers. Macy’s should consider something closer to Nordstrom Inc.’s strategy with Nordstrom Local, in which it is opening tiny service centers where customers can return or pick up online orders or have an appointment with a stylist. Locations for these Nordstrom outposts are being selected with digital shopping in mind. That may be more effective than Macy’s trying to repurpose real estate built for the shopping landscape of the 1980s or ’90s.To contact the author of this story: Sarah Halzack at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.