Macy's 2006 Annual Report Download - page 8

As a company, we listen and learn in a number of ways. To begin, we
carefully analyze data from sales in our stores – what’s selling and what’s
not in each location. This allows us to make appropriate adjustments in
each store. But more important, now as a national company, we can quickly
identify and transplant best practices from one place to another.
Structured research conducted nationwide – online and in independent
settings – allows us to hear what customers and non-customers think
and feel about shopping for the kinds of merchandise sold by Macy’s
and Bloomingdale’s. We learn when, how and why they shop. We
learn how they rate our stores compared with the multitude of other
shopping options. We learn what they like and don’t like when they
walk into our doors. We learn what we can do to serve them better.
And we can test ideas and concepts for future innovations.
Federated also has a long track record of soliciting specic customer
feedback from daily shopping experiences. In 2006, we received about
200,000 feedback cards via mail from credit customers randomly selected
from each day’s transactions at every Macy’s and Bloomingdale’s store.
In addition, more than 400,000 customers accepted our invitation to
e-mail us with their comments after making a purchase.
In most cases, the feedback we hear is positive – much-appreciated
compliments for our stores and associates. But we pay even closer
attention to ideas, questions and criticisms that indicate what we
can do to improve.
Based on comments received via mail and Internet, a service score is
calculated and tracked for each store every day. Measuring our progress
is vital if we are to continue relationships with all customers.
Listening and Learning
From the Customer
“Your store is always beautiful, clean, well-organized
and decorated for the seasons and the holidays.
I just moved to Philadelphia and love to shop at the
downtown Macy’s.”
– Cornelia F., Philadelphia, PA