Sunday, July 3, 2016

Best Supply Chain Practices To Be A Sustainable Global Leader

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The fundamental reason for any global MNC company to be leader in its segment is its highly efficient supply chain. Every industry including Consumer Products, Ecommerce, Technology, Fast Food chain, FMCG, Automobile, Electronics, Chemicals, Pharmaceuticals, etc., need to have an ethical and sustainable supply chain to be a market leader.
To achieve such core competencies across geographies, every organization needs to follow three key trends: be a customer-driven partner organization, adopt advanced analytics in its operations and have strong focus on corporate social responsibility.
Building its strategies upon these three trends would definitely build brand value; develop cordial relations with suppliers, partners, and customers to provide value added solutions; improve performance across the supply chain; and enable an organization to gather opportunities and mitigate risks and drive its competitive advantage.
Customer Driven Value Network (Pull System):
Raising the bar of performance in terms of continuously engaging customers and having a demand driven value network, many companies have learned the art of providing solutions to customer requirements. This can be further achieved by having centralized customer service center to monitor issues, standardization of best practices for manufacturing products and providing services; and achieving economies of scale by catering to many customers staying relatively close to the regional organizational hubs.
Delivering a tailored response to customer needs can be met by using Internet of Things (IOT) based solutions which involves remote monitoring and management of electronic durables in different locations and using sensors and embedded software to provide real time tracking for replenishment of inventory. Such instant information transfer would help all stakeholders across the supply chain to efficiently plan demand, source components, make products, deliver to customers and significantly eliminate bullwhip effect and minimize costs.
Adoption of Advanced Analytics:
Use of analytics is essential to run multiple operations spanning the entire supply chain and gain insights from them to further take strategic decisions. Running of machine learning algorithms on historical sales data and customer feedback data helps to predict the demand and identify potential factors of risk.
Artificial intelligence has to be used to analyze digital photographs of products from source through manufacturing till delivery to spot negative patterns and identify quality problems raised by the consumers.
Capturing real time information from suppliers, vendors, customers, manufacturing and distribution nodes, logistic partners and applying advanced analytics can significantly help to generate recommendations and aid daily decision making.
Corporate Social Responsibility:
Apart from achieving financial profitability and providing value addition to customers, another aspect which companies need to focus upon is providing social value by running socially responsible sustainable supply chains and gaining attention of investors who also focus upon company’s handling of environmental, social and governance (ESG) factors.
Having manufacturing facilities with minimal waste, Increased transparency and complying with Environmental regulations are few initiatives which are part of the promise which organizations have to keep to attract more customers, increase brand value, identify and mitigate ESG risks that could cost them if not kept under strict check.
Global supply chain leaders like Apple, P&G, Unilever, McDonald’s, Amazon, Intel, etc. are few organizations consistently adopting the best practices and the above mentioned key trends and continue to be global leaders in their respective domains fuelling growth, providing value and delivering best products and services to the customers.

America Last: 20 American-Born Companies that Have Sold Out to Foreign Interests


As presumptive Republican presidential nominee Donald J. Trump has preached a message of “America first,” major American companies, that have been staples of manufacturing and economic growth, are being bought up by foreign companies, at what seems to be an exponential rate.

Breitbart News has compiled a list some of these businesses, including Budweiser, Motorola, 7-Eleven, General Electric, Smithfield Foods, and Legendary Entertainment.
1. Budweiser: Anheuser-Busch InBev, Belgium — 2008 — $52 billion
Adolphus Busch married Eberhart Anheuser’s daughter and began to work under Anheuser at his Brewery in St. Louis. Busch eventually became partners with his father-in-law, after he purchased half of the brewery. The company was renamed the Anheuser-Busch Brewing Association. Years of expansion led to a variety of beers, and through multiple generations, Anheuser-Busch Brewing Association became one of the largest beer producers in the world. In 2008, August Busch IV sold the American beer company to InBev of Belgium for $52 billion. A marketing strategy by InBev now labels the can with “America” instead of “Budweiser,” but make no mistake, the beer is owned by a Belgium organization.
2. Motorola Mobility: Lenovo, China — 2014 — $2.9 billion
Motorola started when brothers Joesph and Paul Galvin purchased the Stewart Battery’s Company at a manufacturing auction in 1928. They created the car radio and coined the phrase Motorola to go along with it, leading to a series of revolutionary inventions, such as car radio receivers for police vehicles as well as the walkie talkie. Motorola was extremely important to the Apollo 11 mission as they designed, tested, and produced electronics for the mission. As the age of cell phones dawned, Motorola produced brilliant device after brilliant device. In 2011, Motorola split into two companies Motorola Solutions, as well as Motorola Mobility. Seven months after the split, Mobility sold to Google for $12.5 billion. In 2014, Google sold Mobility to Lenovo of China for $2.9 billion.
3. Smithfield Foods: Shanghai Group, China — 2013 — $7.1 billion
Smithfield Foods got its start during colonial times, making a name for itself by producing quality hams. In 1962, Joseph Luter III became the owner after he inherited the company from his father who had passed away. Later, he sold the company for $20 million to Liberty Equities based in Washington D.C. Due to poor business decisions by Liberty Equities, Luter was summoned by the board of directors as CEO. Through savvy and aggressive business decisions, the new CEO was able to grow the company as it acquired Circle Four Farms, Carrol’s Foods, Murphy Farms, and Farmland foods, among other entities. In 2013, the company was purchased by the Shanghai Group of China for $7.1 billion, including Cook’s, Smithfield, Farmland, Eckrich, Healthy Ones, John Morrell, Curly’s, Gwatlney, Margherita, and Armour, giving Chinese shareholders a monopoly on the American hog business.
4. AMC Theaters: Dalian Wanda Group, China — 2012 — $2.6 billion
In 1961, CEO Stanley Durwood renames the Regent Theatre, purchased by the Dubinsky brothers in 1920,  American Multi-Cinema. The creators of the multiplex and the megaplex, AMC, was the first theater chain to incorporate cupholders as well as stadium seating. AMC continued to improve their theaters, becoming the first theater chain to offer gift cards, add the dine-in concept allowing moviegoers to order food from their seats, as well as incorporating I-Max and 3D. In 2012, the theater chain was sold to the Dalian Wanda Group of China for $2.6 billion.
5. Ben & Jerry’s: Unilever, British-Dutch Company — 2000 — 326 million
Ben and Jerry opened their first ice cream shop in Vermont in 1978 when they renovated a gas station, making it into an ice cream shop with a $12,000 investment. Early success enabled Ben and Jerry to rent space in a spool and bobbin mill to package the ice cream for sale to local mom and pops in addition to grocery stores and restaurants. In 1984, the company created a Vermont-only public stock in order to raise money for a new plant. The company went on to name ice creams after instrumental American music figures, such as “Cherry Garcia,” which was named after Grateful Dead guitarist Jerry Garcia, along with “Phish Food,” named for the band Phish from Maine. In 2000, Ben and Jerry sold to the company Anglo-Dutch company Unilever for $326 million.
6. Burger King: 3G Capital, Brazil — 2010 — $3.3 billion
In 1954, Insta Burger King was opened in Miami by David Edgarton, and three months later, he was matched in capital by Jim McLamore. In 1967, Pillsbury Co. purchased Burger King for $18 million as the company grew immensely in 13 years, operating out of 274 restaurants. The Pillsbury Co. was acquired by Grand Metropolitan PLC in 1988 for $5.79 billion and remained a subsidiary of Grand Metropolitan PLC until it was sold to a group, including Bain Capital, Goldman Sachs, and Texas Pacific Group in 2002. Eight years later, after going public in 2006, Burger King was purchased by 3G Capital of Brazil for $3.3 billion in 2008, again becoming a private entity.
7. 7-Eleven: Seven & I holdings, Japan — 1991 — $1 billion
With eight ice plants and 21 retail docks in 1927, the Southland Ice Company recognized a business opportunity when one of its employees, “Uncle Johnny” Jefferson Green, “began offering customers bread milk and eggs from the ice house.” Understanding grocery stores were closed on Sundays and evenings and that some customers could not find time to buy groceries, The Southland Corporation began selling these items at their other locations. Within a decade, the company operated out of 60 locations. The company expanded its products to canned goods, office needs, and alcohol when prohibition was repealed. Known as “Tote’m” the company changed its name to the hours of operation “7-Eleven,” and rapidly expanded from state to state. The innovators of the “Slurpee” expanded to different countries, and eventually sold to Seven & I Holdings of Japan for $1 billion in 1991.
8. IBM P.C. Business: Lenovo, China — 2005 — $1.75 billion
IBM invented the IBM 5100 Portable Computer, weighing 50 pounds in 1975, modeled after the 5100 desktop computer but as compact as the IBM typewriter. In 1981, after further development, the IBM personal computer was available for $1,565 and could process information faster than computers twenty years earlier, which cost $9 million and required a staff of 60 people to keep them running. After a consumer demand for a more portable computer, IBM began its development of the laptop. Through six years of development, IBM created the ThinkPad Brand, enabling the company to flourish through the 90’s and early 2000’s. In 2004, IBM was no longer interested in PC development and sold to Lenovo of China for $1.75 billion.
9. Firestone: Bridgestone Corp, Japan — 1988 — 2.6 billion
Harvey S. Firestone founded the Firestone Tire and Rubber Company in Akron, Ohio, in 1900, initially providing a service of fastening rubber to steel wheels on carriages. As the carriage era was coming to an end and the auto industry was on the horizon, Firestone met a young Henry Ford. Providing tires for Ford’s revolutionary automobiles, the company took off with the auto industry, becoming a staple of American manufacturing. By 1910, Firestone eclipsed $1 million in profits for the first time. He retired in 1932 and passed away in 1938. Firestone sold for $2.6 billion in 1988 to Japanese company Bridgestone.
10. John Hancock Financial: Manulife Financial Corporation, Canada — 2004 — $11 billion in stock
John Hancock Life Insurance company was founded in 1862 in Massachusetts by four people. Named after John Hancock, one of America’s forefathers, with perhaps the most iconic signature in American history, the corporation remained in the United States for 142 years. The company demutualized and changed its name to John Hancock Financial Inc. in 2000. Four years later in 2004, the company was sold to Manulife Financial Corporation of Canada for $11 billion in stock.
11. Holiday Inn: Bass PLC, United Kingdom — 1988 — 2.23 billion
Kemmons Wilson created the first Holiday Inn in Memphis, Tennessee, in 1952, after a family road trip became frustrating. As Wilson stayed in dirty motels which added surcharges for children, he came up with his idea for the Holiday Inn. Recruiting investors and offering public stock, Holiday Inn became the first hotel chain to exceed $1 billion in revenue by 1972. In 1988, Holiday Inn was purchased for $2.23 billion by the Bass PLC company of the United Kingdom.
12. Trader Joe’s: Aldi, Germany- Albrecht Family Trust — 1979 — (undisclosed amount)
Pronto Market was founded in 1958 by American Joe Coulombe. The first store named Trader Joe’s opened in 1966 in California. The company was sold in 1979 to a German billionaire Theo Albrecht, who created the supermarket chain, Aldi. Trader Joe’s is owned by the Albrecht family through a family trust.
13. CITGO: Petrleós de Venezuela, Venezuela — 1990 — $290 Million
CITGO began when Henry L. Doherty started the Cities Service Company in 1910. After determining the company needed a name change, it came up with the name CITGO, keeping the root of cities and combining it with go to imply power. Occidental Petroleum purchased CITGO in 1982 but sold the company to The Southland Corporation the following year as Southland Corporation desired to supply gas to its 7-Eleven stores. Southland then sold 50 percent of the company to Petróleos de Venezuela in 1986. After another four years, Petróleos de Venezuela became the sole owner of CITGO for a total of $290 million.
14. Gerber: Nestle, Switzerland — 2007 — $5.5. billion
When Dorothy Gerber ran into problems straining peas for her seven-month-old child, she and her husband began to develop a process that would take place at the family canning company in 1927. Just a year later, the canned baby food made its way to grocery store shelves. Eleven years later, the company developed a baby cereal, and in 1963, they were among the earliest companies to use “better if used before” on products. Gerber created what today is the Parent’s Resource Center, which offers parents support and advice regarding infants in 1986. Twenty-one years later in 2007, Gerber sold to Nestle of Switzerland for $5.5 billion.
15. Ingram Micro: Tianjin Tianhai Investment Development Co. — 2016 — $6.3 billion
Ingram Micro’s origins started in Southern California in 1979 as Geza Czige and Lorraine Mecca, who were husband and wife, formed Micro D, Inc. After an impressive first year with 3.5 million in sales, the company expanded and was taken public in 1983. Ingram Industries owned the majority of the stock and purchased the remainder of the Micro D shares in 1989. Four years earlier, Ingram Industries acquired Software Distribution services and renamed it Ingram Computer in 1988. After acquiring Micro D, Inc. in 1989, Ingram Industries merged the two companies. In 2013, the company reached $42.6 billion in annual revenues — its highest ever. Earlier this year, Ingram Micro sold to Tianjin Tianhai Investment Development Company of China for 6.3 billion.
16. General Electric: Qingdao Hair Co, China — 2016 — $5.4 billion
In 1882, Edison General Electric Company and two other companies were incorporated, General Electric was created. Many in-house scientists created products and patents after an industrial research laboratory was created, enabling G.E. to provide an extremely wide range of electrical products. G.E. purchased the RCA Corporation in 1986, which included NBC but sold off RCA’s Electronics Division to a state-owned firm in France, Thomson SA. Early in 2016, General Electric was sold to Qingdao Hair Company of China for $5.4 billion.
17. Legendary Entertainment Group: Dalian Wanda Group, China — 2016 — $3.5 billion
Legendary Entertainment was founded in 2000 by Thomas Tull, a laundromat owner just five years prior. The media company has produced a number of blockbuster films such as the Batman Trilogy, “300,” “The Hangover,” and “Jurassic World.” With only sixteen years of existence, the company was sold the Dailian Wanda Group of China for $3.5 billion in 2016.
18. Purina: Nestle, Switzerland — 2001 — $10.3 billion
Purina began when “William H Danforth recognized the need for consistent quality feed for the horses and mules that were helping build this country. So he started producing a feed he called Purina which stood for purity.” In 1894, the company developed the first horse and mule feed known as “Omolene.” Purina expanded to serve cows, goats, cattle, poultry, pigs, dogs, cats, wildlife, and exotics, including chimpanzees, flamingos, and alligators. In 2001, Purina sold to Nestle of Switzerland for $10.3 billion.
19. Good Humor: Thomas J. Lipton Company — Subsidiary of Unilever — 1961
Harry Burt was a candy maker operating out of Youngstown, Ohio. The name Good Humor was developed when Burt wanted to rename the “Jolly Boy Sucker” he had created. He began to incorporate ice creams into his store and created a sample with a chocolate coating for his daughter Ruth, who gave her approval. Using his son’s advice, Burt put a wooden stick in the ice cream to prevent a mess when eating the product, and they immediately signed an affidavit of intention for his new treat. Good Humor was purchased in 1961 by the Thomas J. Lipton Company, a subsidiary of the British-Dutch company Unilever and merged with Breyers in 1993.
20. Lucky Strike: British American Tobacco (BAT) Industries — 1994 — $1 billion
Lucky Strike was introduced in 1916 by the American Tobacco Company and by 1925 the company made up one-fifth of tobacco sales. Lucky Strike was the first company to advertise towards women in 1927. Three years later, Lucky Strike was leading cigarette brand in the country after they began advertisements aimed at women. In 1994, the cigarette company sold to the British American Tobacco Company for $1 billion.

Are APIs Our Digital Glue? If so, the Supply Chain is in Need of Glue

Jett McCandless, Founder & CEO of project44

The Rise of APIs

At the broadest level of explanation, web service APIs are a messaging format that allows data to be transmitted from one system to another in nanoseconds. They have become the basis for creating digital value chains that increase efficiency and visibility when managing networks and business operations.
Forbes has dubbed APIs as the “digital glue” holding our personal and professional worlds together. In fact, Gartner says that last year about three-quarters of Fortune–1000 companies were using public APIs to grow their business. Yet, most freight and transportation systems have yet to ride this wave.
Legacy communication systems in the logistics sector like Electronic Data Interchange (EDI) are inefficient, cumbersome technologies when compared to web-service APIs. Communication transactions are one way and there is no standardized transport mechanism. All of this leads to slow data transmission with complicated and expensive translation processes. For example, the latency of EDI 204 (used to dispatch a shipment) causes shipments to take between 30 and 120 minutes to be processed and accepted by a carrier. Can you imagine waiting at 30–240 minutes for your Uber while your phone and cab dispatch communicate process your request?

Logistics Industry: Adapt or Abort

University of Tennessee’s Global Supply Chain Institute recently held a supply chain forum focused on consolidation and efficiency in the transportation industry. During the panel discussion, Ken Evans, Chief Logistics Officer of Spirit Aerosystems highlighted the power of digitalization in the supply chain.
Ken emphasized the need to connect networks, facilitating information flow, marking a departure from legacy data transmission products resulting in a successfully connected the supply chain. What experts are not yet catching onto is that web-based APIs are the only data transmission technology that can facilitate a truly predictable and adaptable movement of goods, information and assets throughout the supply chain.

A Glimpse into the Future: APIs & Transportation

An industry with a reputation for being old-fashioned and resistant to change, startups are presented with the opportunity to bring new investment and talent to the freight business. They just need the proper infrastructure to test their new ideas and tech driven solutions. Dynamo presents the opportunity for those looking to spark new technological innovation the venue to create much needed disruption in the industry through problem solving and innovation.
Innovators and startups in the transportation industry are in search of creative solutions to address the degree of fragmentation — APIs are the only solution to better streamline freight connectivity in a real-time and flexible way. What does this mean in the future and where is the opportunity for entrepreneurs?
  • Cloud based connectivity will soon generate significant changes in the movement of goods within supply chains. Drivers and equipment will be connected at all points along the route, allowing for continuous, real-time visibility and the opportunity to plan for adjustments along the route.
  • Integrating tools that have less expensive and faster-to-deploy solutions will enable the transportation industry to remain competitive in today’s on-demand economy getting products from A to B to the consumer faster and more efficiently.
The degree of fragmentation in trucking and logistics demands for solutions that better streamline data transfer — the answer lies in API technology to facilitate the exchange of data and documents with the external systems in a real-time, flexible and cost-effective way. The time for innovative solutions in transportation and logistics is now.

Friday, July 1, 2016

Targeted Merchandise and Omnichannel Initiatives Continue to Help Retailers Grow, According to STORES Magazine Top 100

STORES/Kantar Retail Rank Top U.S. Retailers by Sales
WASHINGTON--()--The nation’s largest retailers, as ranked by STORES Magazine and Kantar Retail, have collectively held their top spots thanks to one common denominator: rethinking merchandise offerings while enhancing their omnichannel efforts. The annual ranking of U.S. retailers by domestic sales is featured in the July issue of STORES and was sponsored by Apex and Olapic.
“Merchants who conduct business in an every-channel-of-engagement-matters environment are the ones who cultivate loyal shoppers. They’re also the ones leading retail’s digital transformation.”
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“Retail’s balance of power resides firmly in the hands of the consumer, and forward-thinking merchants who embrace this ongoing shift are poised to recast the future,” STORES Media Editor Susan Reda said. “Merchants who conduct business in an every-channel-of-engagement-matters environment are the ones who cultivate loyal shoppers. They’re also the ones leading retail’s digital transformation.”
“Most of the retailers in the Top 10 have stayed there over the years and it’s likely a result of their constant ability to connect with savvy customers,” Reda said. “As retail has changed, they have embraced a wide range of omnichannel strategies that have transformed the retail experience with options like buy online with curbside pick-up, direct-to-customer fulfillment, same-day shipping, and personalized and mobile shopping.”
An area of note this year is growth seen in specialized niches with few head-to-head rivals or with fragmented competition from smaller regional chains. Chief among these is No. 71 Tractor Supply Co. with nearly 1,500 locations. Coming off a year in which sales increased 9 percent, Tractor Supply opened 2016 with a 10.2 percent sales boost in the first quarter.
Longtime Top 100 stalwart PetSmart is a strong player in a segment driven by a rising demand for senior, weight-management and special-needs pet products that approached $4 billion last year.
Aldi, the German-owned limited assortment grocer, jumped from No. 36 last year to No. 19, bumping Texas-based grocer H.E. Butt out of the top 20.
Other noticeable changes in this list are the success of dollar stores. Revenues in this niche segment have grown fast and the merger of Dollar Tree and Family Dollar positions Dollar Tree for additional growth as customers’ desire for convenience and low prices shows no signs of waning.
“Shoppers today are looking for stress-free shopping experiences,” Kantar Retail Senior Vice President Mary Brett Whitfield said. “Most of the retail operators in both the Top 10 and the rapid climbers in the Top 100 are innovating in ways that allow shoppers to simplify and streamline shopping routines. These efforts, as well as continuing to seek deeper shopper engagement across all connection points, are key to growth and success.”
For in-depth analysis on the retail power players and notable trends with the nation’s largest retail companies, read the complete article on NRF.com.
       
Rank Store 
2015 U.S.
Sales
 
Percentage
Sales Growth
2015-2014
1 Wal-Mart Stores $353.1 Billion 2.8
2 The Kroger Co. $103.9 Billion 0.8
3 Costco $83.5 Billion 4.8
4 The Home Depot $79.3 Billion 6.9
5 Walgreens Boots Alliance $76.6 Billion 6
6 Target $73.2 Billion 0.8
7 CVS Health $72.2 Billion 6.2
8 Amazon.com $61.6 Billion 23.1
9 Albertsons $58.4 Billion 4.8
10 Lowe’s Companies $57.5 Billion 4.9
   

Macy’s May See Changes


Macy’s may be flailing, but the department store icon can’t be accused of taking its struggles lying down. As sales were falling 7.4% in the first quarter of 2016 (numbers that represented the fifth straight quarter of declining sales, and capped off a year in which Macy’s stock prices were nearly halved at 47%), Macy’s continues moving forward on plans to roll out its new off-price Backstage concept – both as a series of new stand-alone stores and as in-store locations integrated inside a number of existing Macy’s stores.
 
Perhaps most intriguing, however, is Macy’s recent announcement that it plans to debut an entirely new store design at its newly remodeled Easton Town Center location in Columbus. According to The Columbus Dispatch, the 200,000-sq.-ft. location will reopen with a comprehensive series of décor and design updates. When the prototype makes its formal debut on June 25, changes will be evident in everything “from the lights to the flooring to the fixtures.” 
 
That is an encouraging development, as many Macy’s locations are in dire need of a facelift. The aesthetic refresh is far from the only big news, however: Macy’s has announced that it will be unveiling a number of new concepts and services including dedicated store-within-a-store spaces for LensCrafters, Papyrus, and the Tux Shop (a Men’s Wearhouse brand), a Connect @Macy’s kiosk that will offer “one-on-one service to customers as soon as they walk into the store,” and a complimentary personal shopping service called My Stylist @Macy’s.
 
While similar personal shopping services have been available for some time at high-end brands like Nordstrom, Von Maur, Neiman Marcus, and Saks Fifth Avenue, Macy’s is the first department store brand in its price range to offer such a service. While Macy’s deserves credit for being willing to try something new, I’m unconvinced that the new services are the right fit for the Macy’s brand. Unlike at Nordstrom, for example, where the personnel operating the personal shopping service are compensated based on commission and sales volume, my understanding is that the Macy’s service providers will not be paid commission. Without that incentive, I wonder how successful the program will be. More importantly, this feels like a strange fit for a brand that has long based its value proposition on deals and lower prices. While personal shopping services might have some appeal to those who cannot afford or prefer not to pay premium prices, but still want premium services, it doesn’t seem like something that going to drive traffic to Macy’s stores. In other words, I see this as more like a welcome perk than a difference-making differentiator.
 
From Macy’s perspective, however, the calculus is probably fairly straightforward. Implementing these services is relatively inexpensive, and Macy’s can offer the service, promote it heavily, and potentially raise interest based on fairly minimal risk and investment. It also may have the result of making Macy’s look and feel more like a higher end brand, which makes me wonder about Macy’s overall strategy going forward. Prior to the price-and-promotions model Macy’s has pursued for some time now, Macy’s used to be very service oriented. Is this the beginning of a larger attempt to reclaim some of that original service-oriented reputation?
 
Macy’s is also clearly trying to diversify its offerings, as the LensCrafters, Papyrus, and the Tux Shop openings are clearly designed to continue a formula Macy’s began experimenting with when it added Blue Mercury as a store-within-a-store brand. From a brand standpoint, I think Papyrus is a good fit with its selection of stationery and greeting cards that offer the kind of impulse buy item that could do well in a department store setting. Incidentally, it’s not a bad move for Papyrus either, which is facing stiff competition from Paper Source. The Tux Shop also works. Tux rental has long been available in malls, and so bringing it into a department store seems like a natural move that confers a certain level of quality. However, I’m not convinced that LensCrafters make sense. The eye care retailer is already convenient and easy to get to, and Macy’s can’t be everything for everyone.
 
But, then again, maybe Macy’s doesn’t have to be; maybe they just need to look like it. 
 
Maybe it’s more about optics and impressions, and about making Macy’s seem like a place where shoppers can go for everything they need. Maybe it’s all part of that shift back to service–and perhaps also a move toward increased quality, convenience and variety. If it works, it’s a way to add value in ways other than price and promotions, and it’s new, fresh, easy, and relatively inexpensive to implement. Most importantly, it’s something Macy’s can try: The brand is in such disarray that they have to try something. 
 
There’s no doubt that from an economic and operational standpoint, the store-within-a-store concept is fundamentally a great use for the oversized boxes. It allows Macy’s to fill space in stores that are often too large, and to make that space more productive in the process. As for all the speculation about strategy, brand direction and fit, maybe I’m overthinking it: maybe the bottom line is simply the bottom line, and a brand that has taken some financial roundhouses in recent years is simply trying to find a way to punch its way off the ropes. Macy’s is clearly reeling, but this willingness to try new things shows that it’s clearly not time to throw in the towel.