Zalando to reach close to EUR 3 billion in revenue for the full 2015 and will have around 10,000 employees by year-end

  • Third quarter revenue up 42.2 per cent to EUR 713.1 million
  • Nine month revenue up 34.9 per cent to EUR 2.1 billion, almost reaching full-year 2014 revenue level; on track towards 33-35 per cent revenue growth in 2015
  • Profitable with nine-month adjusted EBIT at EUR 35.7 million or 1.7 per cent margin; margin impacted by ongoing strategic growth investments

BERLIN, 2015-11-12 — /EPR Retail News/ — Zalando SE, Europe’s leading online platform for fashion, has significantly grown market share in the third quarter and almost reached full year 2014 revenue levels after only nine months of 2015. On its guided growth trajectory, Zalando will reach close to EUR 3 billion in revenue for the full year 2015 and will have around 10,000 employees by year-end.

Group revenue in the third quarter 2015 grew by 42.2 per cent to EUR 713.1 million, adding more than EUR 200 million in incremental revenue compared to the prior year period (Q3 2014: EUR 501.4 million). Zalando’s focus on the customer remained the key driver of growth, with customer satisfaction hitting an all-time high in the third quarter. Zalando introduced additional brands to extend the depth of its product range and further improved customer convenience, for example through faster delivery and easier returns. The evolving mobile offering plus successful brand building campaigns also helped to increase customer engagement.

Rubin Ritter, co-CEO of Zalando, said: “Our accelerated growth is driven by very strong customer metrics, so we are clearly making the right investments. We are confident that we will deliver a unique combination of fast growth and clear profitability for the full year, which is also the right path for us going forward.”

Continued tech hiring and associated platform initiatives, plus the expansion of the fulfillment network will support Zalando’s growth trajectory going forward. Initial work around its new fulfillment center in Lahr and the full build-out of its facility in Mönchengladbach have started and are on track.

Strong customer KPIs drive revenue growth

The number of active customers grew further to a total of 17.2 million (Q3 2014: 14.1 million) in the third quarter, or by 800,000 additional active customers compared to the second quarter of 2015. Zalando registered 394 million site visits in the third quarter of 2015 (Q3 2014: 322 million visits), with 58.8 per cent of visits coming from mobile devices (Q3 2014: 43.3 per cent). The Zalando app was downloaded in total around 14 million times by the end of the third quarter of 2015. Headcount rose further from 9,079 at the end of the second quarter to 9,444 at the end of the third quarter.

Fast growth coupled with profitability in the first nine months

Group revenue grew in the third quarter of 2015 to EUR 713.1 million (Q3 2014: EUR 501.4 million), putting total revenue for the first nine months of 2015 at EUR 2.1 billion (9M 2014: EUR 1.5 billion). In the DACH segment, revenue grew by 34.4 per cent to EUR 371.2 million in the third quarter to represent nine month revenue of EUR 1.1 billion (9M 2014: EUR 870.5 million). In the Rest of Europe segment, revenue grew by 52.1 per cent to EUR 300.8 million in the third quarter, putting nine month revenue at EUR 851.1 million (9M 2014: EUR 597.1 million). In the Other segment, revenue grew by 50.3 per cent in the third quarter to EUR 41.1 million to put nine month revenue at EUR 109.2 million (9M 2014: EUR 80.9 million).

The adjusted EBIT for the first nine months of 2015 increased by EUR 19.5 million to EUR 35.7 million, corresponding to an adjusted EBIT margin of 1.7 per cent (9M 2014: EUR 16.2 million, 1.0 per cent). For the seasonally weaker third quarter, in contrast, the adjusted EBIT decreased to EUR -23.5 million (Q3 2014: EUR 3.8 million). Gross margin remained at third quarter 2014 level, but fulfillment and marketing costs were higher: Fulfillment costs were impacted to secure a first-class customer experience even with fast-growing volumes and rose due to continued investments into the customer proposition and technology as well as lower than expected debt collection rates related to fraud cases in the first half of 2015. Marketing costs increased due to a fall/winter season switch in September 2015, compared with a late switch in October 2014, as well as strategic marketing investments into app downloads.

In the first nine months of 2015, adjusted EBIT in the DACH region was at EUR 44.0 million, representing a margin of 3.9 per cent (9M 2014: EUR 38.2 million, 4.4 per cent). Adjusted EBIT in the Rest of Europe segment was at EUR -15.1 million or a margin of -1.8 per cent (9M 2014: EUR -27.8 million, -4.6 per cent). The Other segment recorded an adjusted EBIT of EUR 6.8 million or a margin of 6.3 per cent (9M 2014: EUR 5.8 million, 7.1 per cent).

Zalando’s third-quarter report is available online, details can also be found in the earnings presentation. Zalando will report figures for the fourth quarter and full year 2015 on March 1, 2016 and publish a trading update prior to that. The publication date of the trading update will be announced on the Zalando Investor Relations website in advance.

Zalando group – Revenue and adjusted EBIT (EUR million)



Zalando group – Key performance indicators


Zalando ( is Europe’s leading online fashion platform for women, men and children. We offer our customers a one-stop, convenient shopping experience with an extensive selection of fashion articles including shoes, apparel and accessories, with free delivery and returns. Our assortment of over 1,500 international brands ranges from popular global brands, fast fashion and local brands, and is complemented by our private label products. Our localized offering addresses the distinct preferences of our customers in each of the 15 European markets we serve: Austria, Belgium, Denmark, Finland, France, Germany, Italy, Luxembourg, the Netherlands, Norway, Spain, Sweden, Switzerland, Poland and the United Kingdom. Our logistics network with three centrally located fulfillment centers in Germany allows us to efficiently serve our customers throughout Europe. We believe that our integration of fashion, operations and online technology give us the capability to deliver a compelling value proposition to both our customers and fashion brand partners.

Zalando’s shops attract over 131 million visits per month. In the third quarter of 2015, around 59 per cent of traffic came from mobile devices, resulting in close to 17.2 million active customers by the end of the quarter.

Boris Radke ⁄  Head of Corporate Communications
+49 30 20968 1038

Uta Werner joins the world’s largest retailer of diamond jewelry Signet Jewelers as Chief Strategy Officer

AKRON, Ohio, 2015-11-12 — /EPR Retail News/ — Signet Jewelers (“Signet”) (NYSE and LSE: SIG), the world’s largest retailer of diamond jewelry, announced thatUta Werner has joined the Company as Signet Chief Strategy Officer.

As Chief Strategy Officer, Werner will be responsible for strategy development and execution and will be focused on the identification of growth opportunities, strategic planning, and mergers and acquisitions. Werner’s other responsibilities include monitoring long-term trends, gathering competitive intelligence, driving cross-business-unit initiatives, and sustaining business model innovation. She will report to Signet Chief Executive Officer Mark Light and serve on Signet’s Executive Committee.

“Uta will help us further differentiate and strengthen our position as the world’s largest retailer of diamond jewelry,” said Light. “This role is critical to the transformation of Signet and the creation of an organization that supports Signet’s Vision 2020 and our future growth. Vision 2020 represents a well-planned strategic framework for growth and future success. We are all very excited for Uta to join the team at Signet and look forward to her contributing to our success.”

Prior to joining Signet, Werner was Executive Vice President, Global Product Leadership at Nielsen, a leading global performance management company that provides a comprehensive understanding of what consumers Watch and Buy. In this role, Werner led Nielsen’s Global Sales Effectiveness Practice, building a highly-differentiated Advanced Analytics business that helps consumer products manufacturers and retailers leverage Big Data to systematically optimize and manage in-store and on-line sales drivers. Werner has more than 20 years of experience as an advisor to senior management and investors, and prior to Nielsen was Chief Strategy Officer of Xerox Corporation , a Fortune 200 firm in the Technology / Business Process Services sector.

Werner holds the equivalent of an MS in Mathematics and an MBA from the Technical University in Aachen Germany, as well as a Master of Public Administration from the John F. Kennedy School of Government at Harvard University . She is also a Board Member of Forte Foundation , a non-profit consortium of major corporations and top business schools working together to launch women into fulfilling, significant business careers through access to business education, opportunities and a community of successful women.

About Signet Jewelers
Signet Jewelers is the world’s largest retailer of diamond jewelry. Signet operates approximately 3,600 stores primarily under the name brands ofKay Jewelers , Zales, Jared The Galleria Of Jewelry, H.Samuel, Ernest Jones , Peoples and Piercing Pagoda. Further information on Signet is available at . See also , , , , and

Source: Signet Jewelers

Signet Contact

Press: David Bouffard, Signet Vice President, Corporate Affairs, 1 (330) 668-5369

Colruyt Group expands mobile payment solutions

Halle, Belgium, 2015-11-12 — /EPR Retail News/ — After having launched mobile payments via the SEQR application in all physical brand stores and online stores, the Colruyt Group is extending this option to applications offered by KBC/CBC and Bancontact/Mister Cash. This alternative is rolled out from today and will be available in 400 Colruyt, OKay, Bio-Planet and Dreambaby stores as from 13 November. It will be rolled out to Dreamland and Spar at the start of 2016. Payment by smartphone has seen a significant increase since its launch last spring.

How to pay using your smartphone
The two apps can be downloaded from the App Store, Windows Phone Store or Google Play. For the KBC/CBC app, you need to hold an account at one of the 2 banks. For the Bancontact/Mister Cash app, you need to be a customer at one of the 19 participating banks.

Payment in store via your smartphone is fast, simple and reliable and does not require use of a bank card and card reader. Furthermore, it’s free for the client.
To pay, all you need to do is connect in store via the “Colruyt Group Wifi”, which will allow for a connection even if the GSM coverage is insufficient, then scan the QR code at the till and confirm the amount using your pin number.

An increasingly popular payment method
For Colruyt Group, the expansion of mobile payment solutions is a logical step following the introduction of SEQR last spring. It is a way of passing on the benefits to a greater number of people. Since its roll out in all of its stores last spring, smartphone payments have seen a significant increase. “We are fast approaching the 100,000 transactions threshold, in just a little over 6 months since the launch of mobile payments in our stores”, explains Michel Van Mello, project manager at Colruyt Group. “This represents nearly 16% of all mobile transactions processed on the Belgian market. It’s therefore a resounding success! We are delighted to have found, in KBC/CBC and Bancontact/Mister Cash the ideal partners with which to champion and accelerate up this method and allow our clients to manage their purchases in an increasingly simple and efficient method. ”

Shop and pay with your smartphone: it’s completely normal
Payment by mobile is riding high. “Currently, more than half a million KBC/CBC customers use their smartphones for bank transactions. And this number is only set to increase”, explains Ivo De Meersman, Payments and Cards Director at KBC/CBC. “This is how our clients show us just how important it has become for them to be able to make transfers, save or pay bills where and when they need to, quickly and in a completely secure system. It is our clients that direct us to which innovations we should be focusing and this increase has shown us that we are meeting their expectations. Within this context, thanks to our collaboration with Colruyt Group, we are able to offer customers of KBC, CBC and KBC-Brussels a large network of stores in which they can pay for their purchases by smartphone. KBC/CBC is the first bank to offer this service in Belgium. Also, by integrating the Bancontact/Mister Cash mobile solution, KBC/CBC and Colruyt Group make it possible to pay by mobile phone in store for more than one and a half million users. ”

For more information

Jan Derom
+32 (0)2 363 55 45
+32 (0)473 92 45 10

SOURCE: Colruyt Group


Colruyt Group expands mobile payment solutions

Colruyt Group expands mobile payment solutions

Coop ergänzt das Angebot von mit zwei informativen Kurzfilmserien

Coop baut Weinclub aus

BASEL, SWITZERLAND, 2015-11-12 — /EPR Retail News/ — Coop ergänzt das Angebot von mit zwei informativen Kurzfilmserien. Die Serie «Das Weinjahr» erklärt die wichtigsten Arbeitsschritte im Rebberg und Weinkeller. In der Filmreihe «Die Weinregionen» stellen ausgewählte Winzer aus der Schweiz und aus Europa ihre Weinregion näher vor. Die ersten Kurzfilme können entdeckt werden auf und Weitere Videos folgen laufend.

«Mondovino, unser Weinclub, bündelt sämtliche Informationen, Angebote und Aktivitäten zum Thema Wein bei Coop», erklärt Sylvia Berger, Verantwortliche für Weine und Schaumweine. «Sowohl Einsteiger als auch Weinkenner erhalten von Experten aufbereitetes, fundiertes Wissen zu Anbaugebieten, Traubensorten und Winzern. Die beiden neuen Videoserien ergänzen die bestehenden Informationen auf anschauliche Weise.»

Das Weinjahr – Saison für Saison erklärt
«Bis wir eine Flasche Wein geniessen können, wird dem Winzer einiges an Geschick und Erfahrung abverlangt. Sowohl im Rebberg als auch im Weinkeller fallen im Verlaufe eines Weinjahres unterschiedlichste Arbeiten an», fügt Sylvia Berger an. In informativen Kurzfilmen erklären ausgewählte Winzer die wichtigsten Arbeitsschritte. Den Auftakt machen die Arbeiten im Frühling – der Rebschnitt und die Bodenpflege, sowie die Abfüllung der Weine aus dem Vorjahr und die dazu notwendigen Vorbereitungen.

Weinregionen der Schweiz und Europas
In der Kurzfilmserie «Weinregionen» präsentieren ausgezeichnete Schweizer Winzer und renommierte Weingüter in Europa Traditionen und regionale Besonderheiten ihrer Weinregion. Passend zur beginnenden Champagner- und Schaumweinsaison lanciert Coop Mondovino diese Kurzfilmserie mit dem Cavaproduzenten Codorníu in der katalanischen Region Penedès und dem Produzenten Franck Bonville aus der Champagne.

Mehr als ein Online-Weinshop
Coop ist die grösste Weinhändlerin der Schweiz. Seit Mai 2014 vereint sie ihre gesamte Weinkompetenz auf der Plattform Ob fundiertes Weinwissen oder Informationen zur Verfügbarkeit eines Weines in einem bestimmten Coop-Supermarkt – die Kunden können sich bequem und schnell informieren. Der Mondovino Weinclub verlinkt dabei die Coop-Supermärkte direkt mit den Online-Inhalten, via Computer, Tablet und Smartphone. Mitglieder profitieren zudem von exklusiven Veranstaltungen wie den beliebten Wine Walkings, persönlichen Weinempfehlungen und speziellen Clubangeboten.

Link zur Filmserie «Das Weinjahr»:
Link zur Kurzfilmserie «Die Weinregionen Europas»:
Weitere Informationen zu Mondovino:


Denise Stadler, Leiterin Medienstelle
Tel. +41 61 336 71 10

Ramón Gander, Mediensprecher
Tel. +41 61 336 71 67

Urs Meier, Mediensprecher
Tel. +41 61 336 71 39

Nadja Ruch, Mediensprecherin
Tel. +41 61 336 71 87



Coop ergänzt das Angebot von mit zwei informativen Kurzfilmserien

Coop ergänzt das Angebot von mit zwei informativen Kurzfilmserien

LuLu Group donated AED 100,000 to Dubai Cares for proper children education

DUBAI, 2015-11-12 — /EPR Retail News/ — LuLu Group donated AED 100,000 to Dubai Cares, a philanthropic organization working towards ensuring proper education to children. The donation was made as part of the ‘Sharing is Caring’ initiative launched by Dubai Cares. The cheque from LuLu Group was handed over to Mr. Abdulla Al Shehhi – Senior Fundraising Specialist, Dubai Cares, by Mr. James K. Varghese – Regional Director, LuLu Group Dubai & N. Emirates. Mr. Thamban – Regional Manager, LuLu Group Dubai & N. Emirates, Mr. Salim V.C. – Regional Operations Manager, LuLu Group Dubai & N. Emirates, and Ms. Cecile Lamaure – Marketing Director, Integral Shopper, were also present.

SOURCE: LuLu Hypermarkets


LuLu Group donated AED 100,000 to Dubai Cares for proper children education

LuLu Group donated AED 100,000 to Dubai Cares for proper children education

Migros Umweltpreis: Ökologische Heizung ausgezeichnet

Zürich, Switzerland, 2015-11-12 — /EPR Retail News/ — Die Migros fördert neu innovative Abschlussarbeiten von Studierenden im Bereich Umwelt- und Klimaschutz. Zwei Studierende der ETH und der ZHdK (Zürcher Hochschule der Künste) haben die Fachjury mit der Entwicklung einer ökologischen Heizung besonders beeindruckt. Sie wurden dafür mit dem 1. Platz ausgezeichnet und erhalten 10‘000 Franken Preisgeld.

Im Frühjahr hat die Migros den «Migros Umweltpreis» lanciert und neuartige Ideen für den betrieblichen Umwelt- und Klimaschutz gesucht. Von über 40 qualitativ hochstehenden Arbeiten wurden die besten im Rahmen der «Migros Career Days» am 6. November in Rüschlikon prämiert.

Das Duo Sarina Vetter, Maschinenbauingenieurin der ETH, und Philipp Bühler, Industrie Designer der ZHdK, wurde für ihren energieeffizienten Heizkörper mit dem ersten Preis ausgezeichnet. Sie haben einen Adapter für bestehende Heizkörper entwickelt, welcher deren Leistung und Effizienz steigert. Mit lautlosen Lüftern und einer Oberflächenvergrösserung bewirkt er eine schnellere Wärmeabgabe in den Raum. „Wir sind begeistert, wie viele tolle Abschlussarbeiten wir erhalten haben. Die Auswahl fiel uns nicht leicht. Uns hat aber schliesslich die interdisziplinäre Zusammenarbeit und die simple Idee des Siegerprojektes überzeugt“, begründet Jurypräsidentin Christine Wiederkehr-Luther der Migros den Entscheid. Mit der Auszeichnung erhalten die Studierenden 10‘000 Franken Preisgeld. Der studierte Agronom Gaëtan Jaccard aus Apples erreichte mit seiner Bachelorarbeit an der hepia (Haute école du paysage, d’ingénierie et d’architecture de Genève) den zweiten Platz und gewinnt 3‘000 Franken. Er hat eine Anbautechnik für Erdbeeren entwickelt. Zusätzliche Pflanzen, sogenannte Fangpflanzen, schützen die Erdbeeren auf natürliche Weise vor Schädlingen und der Einsatz von Insektiziden kann reduziert werden. Den dritten Platz, der mit 1‘000 Franken Preisgeld dotiert ist, hat Laura Germann, Bachelorabsolventin der ETH belegt. Sie hat eine umfassende Analyse zum Thema Foodwaste in einer Bäckerei erstellt und praxisorientierte Massnahmen zur Verringerung der CO2-Bilanz und des Food Waste aufgezeigt.

Die Migros engagiert sich selber stark im Umwelt- und Klimaschutz und erbringt immer wieder Pionierleistungen. So hat sie beispielsweise als erste Detailhändlerin angefangen, Plastikflaschen für das Recycling zu sammeln. Mit dem Umweltpreis will die Migros die Zusammenarbeit mit Universitäten und Fachhochschulen fördern.



Für weitere Informationen

Migros-Genossenschafts-BundMediensprecherinChristine Gaillet
Tel.044 277 22 81
Fax 044 277 23 33

Kontakt für KundenM-Infoline
Montag bis Freitag 08.00 – 18.00 UhrSamstag: 08.30 – 16.30 UhrLimmatstrasse 152CH-8031 Zürich

Tel.0800 84 08 48


Migros Umweltpreis: Ökologische Heizung ausgezeichnet

Migros Umweltpreis: Ökologische Heizung ausgezeichnet

Starbucks Canada commits 10 percent of all store new hires to Opportunity Youth

Starbucks Canada commits 10 percent of all store new hires to Opportunity Youth and will further create 600 work placements for Non-Job-Ready Youth over the next three years

TORONTO, 2015-11-12 — /EPR Retail News/ — Starbucks Canada announced today, that in partnership with various levels of government and local social agencies, it is taking action to tackle the country’s critical youth unemployment rates. As one of the country’s leading employers for young people, Starbucks is taking a leadership position by committing 10 percent of its store hires to Opportunity Youth – young people ages 16-24 who are not working and are not going to school. These are motivated young people who have a strong desire to work, but are facing various systemic barriers to employment and require even more support in finding pathways to opportunity. They represent a vital and untapped resource of talent who have the potential to contribute to the success of business.

The program, launched in Toronto in April, is on track to exceed the 10 percent goal (150 jobs) within the first year, which validates that there is a demand for this kind of programming. In the first six months 109 young people have found meaningful employment at Starbucks. Following this success, the program is now being expanded nationally starting with Montreal and Vancouver, with more cities to come. At the same time, Starbucks is continuing its long-term commitment to providing non-work-ready youth with the tools necessary to achieve gainful employment. Starbucks is expanding the thriving work placement program – currently operating in Surrey, Vancouver, Toronto and Calgary – to include Montreal. Combined, these programs will create 4,100 jobs and work placements over the next three years.

“Youth unemployment is an issue that requires immediate attention. We simply can’t have a generation of unemployed and disconnected youth,” says Rossann Williams, president, Starbucks Canada. “This generation deserves the same opportunity previous generations have enjoyed. Closing the opportunity divide requires bold leadership and innovation across all sectors, and we are proud to be working with community organizations and municipalities to do our part. By supporting these young people, we believe we can create real pathways to opportunity for these new hires while driving our business forward and strengthening the communities we serve.”

Youth unemployment poses a significant threat to the social and economic wellbeing of Canada’s future. The youth unemployment rate (13.5 percent) is nearly double the national adult average (7.1 percent). Starbucks is committed to having a positive impact on this issue, with a focus on Opportunity Youth. This ambition is made possible by ground-breaking partnerships with The Ministry of Social Development and Social Innovation in Vancouver, City of Toronto and Partnership to Advance Youth Employment (PAYE) in Toronto as well as Société de développement social de Ville-Marie (SDSVM) in Montreal.

Beyond employment and work readiness, further opportunities are created by providing part-time employees with full-time benefits. Partners (employees) who work a minimum of 20 hours a week receive medical and dental benefits, tuition reimbursements, stocks, future savings along with career and personal support services. With 73 percent of its store partners under the age of 24, Starbucks is committed to offering employment conditions that provide young people with the early support they need to be successful.

About Starbucks
Since 1971, Starbucks Coffee Company has been committed to ethically sourcing and roasting high-quality arabica coffee. Today, with more than 23,000 stores around the globe, the company is the premier roaster and retailer of specialty coffee in the world. Through our unwavering commitment to excellence and our guiding principles, we bring the unique Starbucks Experience to life for every customer through every cup. To share in the experience, please visit us in our stores or online at and the Starbucks Newsroom at

About Starbucks Barista Work Placement Program
Over the last 13 years, Starbucks, in partnership with Pacific Community Resources Society (PCRS) in Surrey B.C., has been investing in creating opportunities for some of the province’s non-job-ready youth through the work placement program. This program combines in-class life and employability skills training with in-store barista work experience, in order to provide the skills and work experience these youth need to become gainfully employed.  Since its inception, the program has successfully graduated more than 500 youth, with a current annual commitment of 100 work placements between Surrey and Vancouver. The goal of the program is for graduates to either secure employment (with Starbucks or others) or go back to school within 12 weeks of graduating. In 2014, Starbucks expanded this program to include Vancouver, Calgary and Toronto, supporting an additional 100 youth each year and is now expanding the program to Montreal taking the total to 200.

About Partnership to Advance Youth Employment
The Partnership to Advance Youth Employment (PAYE) is a joint initiative between private-sector employers, the City of Toronto and an extensive network of community-based employment service providers. Since 2009, PAYE has successfully connected hundreds of youth (aged 18-29) from diverse neighbourhoods to job opportunities and vital employment preparation supports provided by the City and community partners.

About Ministry of Social Development and Social Innovation
The Ministry of Social Development and Social Innovation provides British Columbians in need with a system of supports that can help them participate more fully in their communities and achieve their social and economic potential. In 2015/16, the Ministry will invest $331 million in the Employment Program of BC, offering employment and labour market programs for all residents, including people who experience barriers to employment. This funding supports 84 WorkBC Employment Service Centres that can help youth aged 16 to 30, who are no longer in school, find a job, access training, or pursue self-employment. Approximately 50,000 youth have received case managed services from WorkBC since April 2012.

About Pacific Community Resources Society
Pacific Community Resources is an award winning, accredited non-profit community agency providing a range of services, including employment services, education programs, housing, and addiction counselling and prevention programs for youth, adults and families from a variety of backgrounds and orientations.

About Société de développement social de Ville-Marie
Since 2008, the SDSVM has been acting as the first social stockbroker in North America. By creating the connection between private companies and NPOs, it establishes quantifiable, concrete projects that help combat poverty and homelessness.

For more information on this news release, contact us.


Starbucks Canada commits 10 percent of all store new hires to Opportunity Youth

Pictured above from left to right: Kristin Duncan, Fiona Kehler – both graduates of the Starbucks Work Placement Program, The Honourable Michelle Stilwell and Caroline Ternes, Starbucks regional vice president.

Hand-printed art locally relevant for each military branch incorporated into the design of each Military Family Store

SEATTLE, 2015-11-12 — /EPR Retail News/ — A small carving tool skimmed a flat, rubber surface containing a hand-drawn image of combat boots.

Artist Jennifer Ament gently guided the chisel, creating grooves as she outlined her design. Next, she rolled black ink over the pattern and placed a cream-colored paper over the design. Applying pressure to the back, she made a one-of-a-kind print.

Ament repeated the linocut printmaking technique hundreds of times as she created original art for Starbucks Military Family Stores.

Starbucks Military Family Stores employ many baristas and managers who are veterans or military spouses. The stores work with military and veterans service organizations in each community where they’re located. The company has already dedicated 16 Military Family Stores, with plans to have 30 across the country by the end of 2016. Hand-printed art that is locally relevant for each military branch is incorporated into the design of each store.

“We are fortunate to have so many partners (employees), family and friends who are veterans, military spouses and active-duty reservists. We wanted to honor their service and sacrifice,” said Lara Behnert, senior manager, Starbucks Creative Studio art programs.  “Starbucks is always looking to make connections with our customers through art, and to help them discover local artists.”

The studio approached Ament, a Seattle-based artist, to design and handcraft the artwork for Military Family Stores because her style is both “gentle and powerful,” Behnert said. Ament was also a natural choice because she has many relatives who served in the military. Ament is the great granddaughter, granddaughter, daughter-in-law, niece, and sister of servicemen.

“I feel incredibly grateful and excited to be a part of this program,” she said.

Ament, whose family is from a small town in upstate New York, recalled the awe of watching large military parades her community used to have to welcome home those who served. In contrast today, a study by Blue Star Families found only 12 percent of the U.S. public truly understands the service and sacrifice of the one percent who have served in the military.

“I want people in military communities who see this art to feel gratitude for fellow servicemen and women,” said Ament. “I also want them to feel a sense of community and comfort.”

A service member holding a child’s hand at a parade, an American flag waving, a parachute landing with a crate of supplies, and a majestic eagle swooping in for a landing are among the 22 distinct images Ament produced.

“I really like the depiction of the enlisted Marine Corps cover – the Marines refer to hats as covers – and I think the Huey (helicopter) is one of the coolest pieces of all,” said Mick James, a Marine and manager with the Starbucks Global Responsibility team.

The artist and creative studio consulted several Starbucks partners from each branch of service, through every step of the process.

“When you walk up to the art it has a gallery feel to it,” James said. “I hope it brings people together and builds relationships between civilians and military in the community, and that it prompts people to ask questions about the art – what were we trying to achieve, what is this representative of? If we can have conversations like that, I think we’ll be able to go a long way toward bridging the military-civilian divide.”

Download video for media use

For more information on this news release, contact the Starbucks Newsroom.

Media Contacts

Phone: 206 318 7100

SOURCE:  Starbucks Corporation


Hand-printed art locally relevant for each military branch incorporated into the design of each Military Family Store

Hand-printed art locally relevant for each military branch incorporated into the design of each Military Family Store

The 2015 holiday season arrived at Starbucks® stores around the world

SEATTLE, 2015-11-12 — /EPR Retail News/ — The holidays are a special time at Starbucks with tastes and experiences that inspire the spirit of the season. The 2015 holiday season has arrived as Starbucks® stores around the world are now filled with a full assortment of seasonal food, beverages and merchandise.

Starbucks® Christmas Blend: First introduced in 1984, Starbucks Christmas Blend is a long-cherished tradition for Starbucks customers, with coffees crafted to showcase Starbucks artistry in roasting and blending with an expert blend of lively Latin American beans and mellow Indonesian coffees. The finishing touch is the addition of rare, spicy Sumatran beans aged for three to five years.

Christmas Blend Vintage 2015: This year’s Christmas Blend truly stands apart, with the name “Vintage 2015” which celebrates this year’s unique blend and roast, specially crafted to bring out the flavors of theaged Sumatra coffee. The result is a deep, intriguing cup with layers of spiciness and sweetness.

Christmas Blend Espresso Roast: Christmas Blend Espresso Roast, which has been offered as a whole-bean coffee since 2010, features an intense flavor profile and spicy finish. For the first time during the holiday season, Starbucks is bringing in Christmas Blend Espresso Roast as a second espresso option in company-operated Starbucks stores, it’s a bold, dark roast that complements the holiday flavors and holds up well with the steamed milk.

Starbucks Reserve® Christmas 2015: Select stores will offer this first-edition holiday coffee with hand-selected coffee beans from Starbucks farm in Costa Rica, Hacienda Alsacia and a spicy aged Sumatra coffee. The blend features savory spice notes and sweet brightness with holiday flavors of orange and mulled spices. (Available in select stores starting Dec. 7.)

Teavana Tea

Teavana is sharing warmth and spice this holiday with a new holiday handcrafted beverage and a twist to a classic seasonal tea.

Teavana® Gingerbread Tea Latte: Starbucks® stores will offer its first-ever holiday tea latte this season, made with Teavana® Royal English Breakfast with gingerbread flavors and a dusting of cinnamon spice.

Teavana Joy 2015 Tea Blend: Teavana continues a holiday tea tradition with a jubilant blend of black tea, smoothed by sweet oolong and softened by the floral notes of jasmine green tea, available as hot tea and in a box of sachets at Starbucks® stores.

Tastes of the Season

Starbucks is bringing back hearty food and sweet treats to savor. New this year is an adorable Mini Snowman Doughnut and later in the season an Ugly Sweater Cookie. Starbucks popular Holiday Turkey & Stuffing Panini will be back again this holiday, as well as returning treats Cranberry Bliss® Bar, Gingerbread Loaf, Peppermint Brownie Cake Pop and Frosted Snowman Cookie.

Personal Gifts

Starbucks is offering a thoughtful selection of gifts this holiday, including packaged coffee and tea, merchandise and gift cards. The entire collection of holiday merchandise will be available at Starbucks Store online throughout the season, plus a selection of online-exclusive merchandise.

Starbucks® Dot Collection 2015: Building on the popularity of last year’s collection, the Starbucks design team has created a collection of artistic variations on the iconic Starbucks green “dot” logo. The Dot Collection offers a variety of drinkware, including stainless steel and ceramic tumblers, cold cups, and mugs. Each piece is packaged in a festive red box, with more than 65 designs, with most items priced under $25.

Starbucks® Local City Collection: This new collection of tumblers and ornaments feature iconic designs of cities and states in the United States, including: Boston, California, Chicago, Florida, D.C., Hawaii, Los Angeles, New Orleans, New York, San Francisco, Seattle, and Texas. Select pieces of the collection will be available in Starbucks stores starting November 10, and online at on December 8.

Starbucks Cards: Starbucks makes it easy to give a personalized gift with more than 60 Starbucks Cards to choose from. It’s one of the most popular gifts in the nation, with one in seven adults in the United States receiving the gift of a Starbucks Card in 2014.

Starbucks Store Online

Customers in the United States can shop and ship within the U.S. at Canadian customers can shop and ship within Canada at

Download video with no music for media use 

For more information on this news release, contact us.

SOURCE: Starbucks Corporation


The 2015 holiday season arrived at Starbucks® stores around the world

The 2015 holiday season arrived at Starbucks® stores around the world

Tesco Chief Customer Officer Robin Terrell speech on the Armed Forces Network launch

CHESHUNT, England, 2015-11-12 — /EPR Retail News/ — I don’t want to give a long speech really – but I hope you don’t mind if I take a few minutes just to say three quite crucial things.

Let me just start by saying something simple. Two words in fact: Thank you. The simple fact is it’s taken the support and work of many, many people to get our Armed Forces network up and running. It’s been a big team effort, but let me just mention a few individuals:

First and foremost, I want to thank our hosts today. It’s not every day at Tesco that you get sent to the Tower of London…when I mentioned it to my kids yesterday, I think they thought I wouldn’t be coming back…But it’s really fantastic to be here, and I’m incredibly grateful to Nick McCarthy and the Royal Regiment of Fusiliers for hosting us so generously.

Let me also say a word of thanks to Mark Richards, our Account Manager at the MoD. Mark – you’ve put in a huge amount of time and energy into supporting our plans to back our Armed Forces. You were a great help when we signed the Corporate Covenant last year. So I just want to say – in front of your boss, the Minister – just how grateful we are.

That brings me to the Minister himself. We’re incredibly grateful for your support with this event – and with everything we’re doing to support veterans and serving troops. I know this matters to you as a person not just a politician and I just want to say how grateful we are.

There are so many people I should thank from Tesco. Hanna Whiting who runs our large Kensington store is one of 14 store managers across the country who are backing garrison communities by putting poppies on the signs at the front of our store. Also Caroline Silke and everyone in the Group Communications team.

But above all I want to thank the colleagues who helped develop this network. In particular, Chris Jones, Oliver Duhl and Marcus Denison. You’ve put a massive amount of work into getting us this far – this is a fantastic organisation that you’ve built, and it’s going to help hopefully hundreds of colleagues at Tesco over the coming years.

That takes me to the second thing I want to say. At Tesco, we’re incredibly proud of our record in supporting the Armed Forces. It dates right back to our founder, Jack Cohen. One of the highlights of my own career was when I signed the Corporate Covenant on behalf of the UK business with Michael Fallon last year.

Since 2005 we’ve raised over £30 million for Armed Forces charities including Help for Heroes. This year we will continue to raise money for the British Legion in all of our stores. And last year, our customers smashed records by donating a record £5.3 million during the year’s Poppy Appeal, beating the previous year by £1 million.

But the important thing for us is to keep looking at what more we can do to help. And that takes me to the third and last thing I want to say.

Today, we’re making two changes so we can serve our armed forces and their families a little better every day. One of them, of course, is our Armed Forces network. But the other is our new, industry leading package for our reservist colleagues. It includes two weeks’ full pay for mandatory training and an additional five days fully paid leave for additional military activities.

We’re already one of the biggest employers of serving and former servicemen and women in Britain, and we have at least 600 reservists working at Tesco. When we signed the Armed Forces Corporate Covenant, we agreed to give special consideration to helping and recruiting the armed forces community. Today’s announcement shows we are acting on that commitment

But this change is also a very special example of what our company motto – Every Little Helps – really means. When you look at all the things we do to try to support our armed forces, you see a huge range of Little Helpful things we try to do serve our brave servicemen and women better – from backing veterans charities to helping our reservist colleagues, supporting garrison communities to putting poppies on our stores. It’s right that we do that, and I hope we’ll keep building on those efforts in the coming years.

So for now, thank you again for everything you’ve all done to get the Network up and running. I’m incredibly proud that I’ve been able to play a small part. Please do keep up the great work.

Thank you.


Tesco to improve support for war veterans and reservists

  • New measures include an Armed Forces Network and an offer of additional paid leave
  • Announcement builds on the commitments made from signing the MOD’s Corporate Covenant
  • This year Tesco will be replacing the ‘O’ on the front of 14 of its stores with a poppy

CHESHUNT, England, 2015-11-12 — /EPR Retail News/ — Tesco will significantly improve the support it offers war veterans and reservists, the retailer announced today.

Tesco has a proud record of supporting the Armed Forces dating right back to founder Jack Cohen, who set Tesco up with his demob money after serving in the First World War. Last year Tesco became the first retailer to sign up to the Ministry of Defence’s Military Corporate Covenant – a public commitment to do more to support serving personnel, veterans and reservists.

In a move designed to strengthen this commitment, Tesco will:

  • Launch  a brand new Armed Forces Network, which will help provide vital support for veterans and members of the reserve forces working for Tesco;
  • Launch a new, industry leading reservist package that includes two weeks’ full pay for mandatory training and an additional five days fully paid leave for additional military activities.

The Armed Forces Network will bring together ex-military and reservist colleagues to help former and serving Armed Forces personnel have successful careers at Tesco. Members of the network will also look outside Tesco to support servicemen and women leaving the Armed Forces, helping them adjust to life after the military.

Robin Terrell, Tesco Chief Customer Officer, said:

“We have many serving and former military personnel working for us at Tesco, and they bring an immeasurable number of skills and benefits to the service we provide our customers.

When we signed the Corporate Covenant we made it clear we would do everything we can to do more for them, many of whom have put their lives on the line for our country.

We believe every little help can make a big difference and today’s announcement will make it easier for reservists and ex-military colleagues to achieve their ambitions at Tesco.”

Julian Brazier, Minister for Reserves, said:

“We are delighted that Tesco, which was the first retailer to sign up to the Armed Forces Covenant, is increasing their support for Armed Forces veterans and reservists. Veterans and reservists have much to offer to the private sector – with skills such as professionalism, discipline, leadership, management and team work – and it’s good to see companies like Tesco making the most of the talent available, and supporting them all the way.’’

For this year’s Poppy Appeal, Tesco has swapped the ‘O’ with a poppy on the signs of 14 stores in areas with a large military community. Tesco customers are one of the biggest supporters of The Royal British Legion’s Poppy Appeal; since 2005, Tesco customers have raised over £30 million for Armed Forces charities including Help for Heroes.

Last year, customers smashed records by donating a record £5.3 million during the year’s Poppy Appeal, surpassing the previous year’s total by £1 million.


Notes to editors

·         The MOD’s Corporate Covenant is a voluntary pledge of support for the armed forces community and includes two key principles – that no member of the armed forces community should face disadvantage in the provision of public and commercial services compared to any other citizen, and that in some circumstances special treatment may be appropriate, especially for the injured or bereaved.

·         The 14 stores displaying poppies are as follows:  Aldershot, Catterick Garrison, Tidworth, Plymouth Transit Way, Edinburgh Colinton, High Wycombe Loudwater, Kensington,Colchester, Lincoln, Salisbury Bourne Centre, Sandhurst, Portsmouth, Greenock, Trowbridge) plus on Cirrus A office building in Welwyn Garden City.

For more information please contact the Tesco Press Office on 01992 644645

We are a team of 480,000 in 11 markets dedicated to serving shoppers a little better every day.


Tesco’s TV ad for Christmas to feature the ‘little helps’ on offer to customers in stores

CHESHUNT, England, 2015-11-12 — /EPR Retail News/ — Tesco has put helping customers at the heart of its new Christmas campaign as it seeks to make the busy festive period easier for shoppers.

In a departure from the traditional long-running Christmas TV advert, Tesco’s fully integrated festive campaign will include several TV adverts which illustrate the ‘little helps’ on offer to customers in Tesco stores throughout the Christmas season.

The adverts will again feature Ruth Jones, star of TV hits Stella & Gavin and Stacey, as Mum, Jo, star of The Armstrong & Miller Show, Ben Miller as Dad, Roger and actor, Will Close, as son, Freddie.

The first two adverts will hit TV screens on Monday 9 November and will focus on the award-winning food on offer at Tesco this Christmas, from its delicious finest* range of quality Christmas favourites, to its festive Free From range, which this year will feature a host of traditional Christmas favourites.

Later adverts in the campaign will feature Tesco’s new party food range, which is designed to help any party hosts spend more time with their guests, as well as an advert highlighting Tesco’s helpful in store colleagues who will be helping customers with their Christmas shopping throughout the festive season.

Tesco Brand Director, Michelle McEttrick said:

“Christmas is a special time of year for many of our customers, so we’ll be making sure we do all we can to help them spend more time with friends and family over the festive season. Whether that’s great customer service from colleagues in store, our delicious party food that’s been developed to allow customers to spend more time with their guests and less time in the kitchen or our award-winning Free From food range, we’ll have everything covered this Christmas.”

Tesco will be unveiling a number of festive-themed ‘little helps’ for customers in stores and as part of its wider Christmas campaign in the run-up to the big day. Last week, the retailer advertised a position for the first ever Christmas tree light untangler to help relieve some of the stress associated with the Christmas season.

Client name and title:

Michelle McEttrick, Tesco Brand Director

Simon Brady, Brand Director

Tamara Duschl, Head of Brand Campaigns – Christmas

Kristy Hoad, Brand Campaign Manager – Christmas

BBH Creative Team: George Brettell, AK Parker, Matt Moreland, Chris Clarke

BBH Deputy Executive Creative Director: Caroline Pay

BBH Strategy Director: Lilli English

BBH Business Lead: Helen James

BBH Account Director: Cressida Holmes-Smith

Film Credits:

BBH Producer: Kristin Armstrong

BBH Assistant Producer: Alice Straker

Production Company: Rattling Stick

Director: Daniel Kleinman

Executive Producer: Johnnie Frankel

Producer: Johnnie Frankel

DoP: John de Borman

Post Production: The Mill

Editor/Editing House: Julian Tranquille/ Cut and Run

Sound: Phil Bolland/Factory

For more information please contact the Tesco Press Office on 01992 644645

We are a team of over 500,000 people in 12 markets dedicated to providing the most compelling offer to our customers.


Tesco CEO Dave Lewis at CBI Conference – speech

CHESHUNT, England, 2015-11-12 — /EPR Retail News/ — Before I begin, I would like to pay tribute to John Cridland for his 33 years of service to the CBI.

Given that the CBI is celebrating its 50th birthday this year that means that John has been contributing to the organisation for nearly 70% of its entire existence. A remarkable contribution and one for which we should all be very grateful.

The fact that in the eyes of many investors and business leaders around the world “Britain does mean business” is a tribute to John’s work.

So thank you John – and also the best of luck to Carolyn as she moves into the hotseat, and to Paul as he starts as CBI President…

Now to serving Britain’s shoppers.

As you will no doubt be aware I am a new boy to retailing. Just over a year in and it’s been quite a year. Some have even called it a baptism of fire and there may be some truth in that.

What is true is that I join the industry at a very challenging time. Industry profitability has dropped significantly, and we are running through an unprecedented period of Food Deflation. Great news for customers but hard for a business trying to generate funds to invest and restore profitability.

So in the next 13 minutes what I want to do is share 3 things:

  • Share with you my insights into the retail industry.
  • Share with you just some of the challenges we face.
  • And finally share with you a little about what we think we need to do in order to respond to these challenges.



Let me share a few facts:

  • We contribute over 5% of GDP.
  • We employ 3 million people.
  • Nearly 10% of the whole workforce is in retailing in one way or another.

So little wonder that we have been referred to as a nation of shopkeepers.

  • Within those figures, supermarkets alone employ 1m people.
  • With a further 900,000 in our supply chains.

Tesco alone employs around 310,000 here in the UK.

  • 54% of them women.
  • 70% in flexible employment.

And every year as an industry we pay somewhere in the region of £28bn in tax.

So it’s big – I think we all knew that – but what I didn’t appreciate was its contribution in other ways:

Social mobility….

  • Supermarket retailing helps rebalance the economy away from its epicentre.
  • 69% of stores and 72% of sales are outside the SE and London.
  • It’s more evenly spread geographically than financial services or manufacturing.

Training and development.…

  • 42% of 16/17 year olds work in retail. It’s a valuable first experience of working life.
  • Around 15% of all apprenticeships are in retail.
  • What’s more, each year the industry invests around 15 hundred pounds in training and developing every one of those people employed in the sector. The industry makes an important contribution to providing skills and development for a large portion of the active work force.


  • The industry contributes at every level…
  • At Tesco, we donate around 4% of pre-tax profits to charity.
  • We’ve provided 27.5 million meals to people in need.
  • And we have community projects in virtually every large store.
  • All proceeds from the Bag Charge – around £30 million – will go to local charities.
  • Whilst nationally we continue to support Diabetes UK and the British Heart Foundation through our National Charity Partnership, and Cancer Research through our sponsorship of Race for Life.



Some of these are well documented:

1. The growth of digital.

Next year the global internet economy will be worth $4.2trillion. Delivering a revolution in connectivity, data sharing and analytics.

Increasingly the world is mobile first.

  • Major online retailers report more than half of their UK transactions are completed on a smart device.
  • In the UK, digital retailing has doubled over the last five years to become a £10bn business.

As a business, we expect continued growth…the challenge for us is how to make our online business of tomorrow as profitable as our offline business yesterday.

But as a nation there are significant challenges too.

Digital operations have no real community footprint…far fewer employees…and a far lower tax contribution.

That should be a dilemma for the Exchequer. Without rebalancing to reflect digital business models the physical side of retail pays a higher and higher proportion of the total tax bill.

Furthermore it will incentivise a swifter shift to infrastructure light, low employment business with little interaction with communities.


2. Back in the physical world, the growth of limited range retailers and a growth in convenience shopping have both affected profitability and growth.

  • Limited range retailers have doubled since 2010.
  • That’s now a 13 billion pound market opportunity.

Shopper habits have changed during recession. Basket sizes have reduced.  Weekly shops have split into multiple shopping occasions.

  • The convenience channel is therefore growing; it’s up 5% again this year.
  • Our big stores are also seeing a high proportion of convenience shopping trips – 76% of Tesco convenience trips take place in our Extras or Superstores.

But I don’t see this as a challenge per se – I see it as a shift in what customers want or need – and it’s our job to respond.

What I do see as a challenge is that whilst the customer was heading in one direction the industry was heading in the other…between 2007 and 2014 it added around 35msq ft…

The market didn’t grow. Inevitably it couldn’t go on…and in January this year we called a halt.

It was painful – colleagues and communities were affected as we closed stores and decided to halt construction on others. I suspect however that our competitors were relieved…because their announcements followed in pretty short order.

But it isn’t just the big 4.

More independent shops were closed than opened in the first six months of this year.

As the first CEO in Tesco’s history to be criticised for not opening a shop or for closing some existing stores I can tell you that this trend you are seeing is no longer down to us.


3. Which brings me on to the real challenge for our industry…the addition of more structural cost at a time of historically low profitability.

I’ve spoken already about Deflation.

  • Two years ago food inflation was running at 4%.
  • Now it’s minus 2.4%.
  • Great news for the customer but definitely a very significant pressure in parts of the retail industry.

In supermarkets profitability has sunk from 5% to 2% in five years and now we face significant new cost pressure.

This is a potentially lethal cocktail…

Business rates

It’s complex – only the most dogged commentators follow it. But let me spell out the simple truth:

  • Over last five years property values have fallen, profits are down but business rates are up. Quietly but dramatically.
  • Business rates have hit £8bn for retail. That’s over a quarter of the bill and significantly more than any other sector.
  • That’s an enormous pressure. Shops have closed. Businesses lost. Jobs sacrificed.

Our own business rates bill has increased by well over 35% in the last 5 years. It’s the biggest tax we pay and it is now three times OECD average.

For every £1 we pay in corporation tax large UK retailers pay £2.31 in rates.

It’s unsustainable and needs urgent reform.

No doubt you’re all familiar with the National Living Wage.

Now the debate around pay is really important – our colleagues are the greatest asset we have. Their quality, unrelenting commitment and passion for doing the right thing are at the heart of our business turnaround.

Notwithstanding the challenge we face this year, at Tesco we have a good history of paying well – and we were supportive of the Living Wage when it was announced. Our pay and benefits package is already significantly above the new voluntary Living Wage rate.

If you monetise benefits – for the sake of argument, for our colleagues outside London – we are already at £8.80 today.

Our concern, and the concern of many colleagues, is that there is pressure to increase base pay at the expense of benefits. We don’t think this is the answer.

We shouldn’t simply strip down employment to an hourly rate or draw arbitrary lines. It’s more complex than that. Benefits are hugely important to our colleagues. Valuable too. Our workforce is not homogenous.

Our colleagues say they value different things at different stages in their lives and at Tesco this is what we are trying to accommodate.

We need a fuller debate aimed at doing the right thing for the people in our industry without imposing more cost without providing individual benefit or business return.

At Tesco, we’re working on a menu of benefits which gives colleagues flexibility of choice and support which they value – including a competitive pension scheme, a 5% turnaround bonus, colleague discount, plus the opportunity to invest in the business through Save as You Earn.

And as an industry there is a worry that the unintended consequences of the living wage have not been fully thought through.



At Tesco, we face these industry problems and some others of our own making. When challenged by this economic reality, we inflicted damage on our business in pursuit of maintaining a level of profitability which was unsustainable given the environment in which we were operating.

What have we done is we have tried to take stock, to consult with key stakeholders openly, to use our ears not our mouths, we have sought to seek collaboration in addressing the challenges and opportunities that we face and we are looking to co-operate with partners as we chart our course in the journey to turning our business around.

It’ll take time but we will build on collaboration. Finding common goals rather than imposing unilateral decisions.

And I suppose that is where I’d aspire to get to with Government.

I’d like to find a way to be constructive and open minded on all sides. Based on more consultation, collaboration and co-operation.

Getting this right has huge consequences for the retail industry but also for the wider economy, for social mobility, geographical balance, training and for employment more broadly.

I believe government needs to be careful and strategic on regulation and taxation. Recognising changing dynamics. Taking account of those new realities. Consulting to iron out unintended consequences. With the ultimate prize: more stable, sustainable growth and a better deal for taxpayers.

The challenges I described earlier create an opportunity and an imperative for Government and business….to share knowledge, innovation and risk in tackling some of the most pressing issues we face as a country…

…but it requires collaboration as well as tax collection.

I have always been an optimist, whilst there are significant challenges I also see real opportunities.

If we can meet in the middle ground…we can solve problems together.

We can forge partnerships which drive progress on health, training, skills. Create economic growth while protecting families and the communities where they live. Achieve sensible regulation…and a new balance of taxation and incentives.

But, if we can’t consult effectively…or find better ways of working together, I fear that it’s communities all over Britain that will suffer.

I’d like to see the retail industry and our business working closely with government on three things:

Firstly, I would encourage the industry and Government to sit down at the highest level and consult on the multiple policy changes that are affecting the industry, to share together the consequences of higher rates, the living wage and initiatives such as the apprenticeship levy. The British Retail Consortium is already attempting to do this but it takes two to tango.


Secondly, I’d like us to be able to innovate together on tough employment, skills and training challenges.

The opportunity for Government is to enable us to continue offering personal mobility through training, development and progression…we can do the heavy lifting from no skills to some skills.

To continue offering crucial flexibility to enable mums and older workers to return to work…in large numbers.

Let’s not constrain ourselves after a decade of progress creating 5000 jobs for the long term unemployed in locations from Corby to Woolwich through our Regeneration Partnership scheme. Or to choke the progress that created 9,500 apprenticeships between 2012 and 2014.

Employers like us can be innovators on tough agendas – sharing the burden of Government priorities.

But a balance has to be struck between allowing investment for growth and collecting taxes through mechanisms like the apprenticeship levy which wipes out the equivalent of our whole training budget.


The third area where I can see real potential for partnership and innovation is on health and food education.

We estimate that our work together on reducing salt has saved around 1,500 lives. Proof that when industry and government work together we can make a real difference.

Millions of Britain’s shoppers are weekly Tesco customers.  We have more than 40m transactions a week.

And when we reformulate, we can remove billions of calories from their shopping trips.

In soft drinks our action has removed sugar, we have re-organised aisles and increased low/no calorie options.  Four years on the average customer is now buying 20% less sugar in soft drinks.

This year we removed sweets, fizzy drinks and fried crisps from checkouts in smaller stores.

This month the one millionth child embarked on a farm to fork trail to improve basic understanding of food.

  • That’s 179 farms and factories involved.
  • 787 stores in 787 communities.

We make large scale contributions to heart health, cancer research and the fight against diabetes.

This year, as you can probably tell, we are also supporting Movember.

These are just some of our health initiatives. There are many more. As a founding signatory of the Public Health Responsibility Deal we have signed 27 pledges covering food, alcohol, physical activity and health at work.

Direct action on agendas shared with government. Delivering outcomes that Government struggles to deliver. At scale.

I want to partner and innovate more on health. Not because I want to burnish Tesco’s image but because two thirds of supermarket shoppers want me to. Because it is about Tesco serving Britain’s shoppers a little better every day.

That’s why we want to be able to increase our social and economic contribution across employment, employability, training and skills development.

Because we believe it is good for colleagues, customers and the communities where they live.

That’s why we want to increase our social and economic contribution through health initiatives.

We are uniquely placed to nudge millions of people every week towards healthier choices.

Our customers want it and the government can benefit greatly from it… if we can meet in the middle ground.

Nurturing growth – social value alongside economic value – in an era of extraordinary change needs a new level of collaboration.

A new way:

  • With our colleagues inside the business.
  • With our suppliers.
  • Between business and Government.
  • Based on mutual benefit and shared risk – incentivised investment in ideas and action.
  • All within a re-balanced, growth-minded tax framework which is mindful of unintended consequences…and actually reflects very real pressures on businesses right now as they navigate unprecedented change.

A new way of working for a rapidly changing world.

A new way to solve more of the problems people want us to solve, more quickly and at lower cost to taxpayers.

That’s good for business. Good for Government. And, given the wider economic importance of retail, good for people in Britain as a whole.

Thank you.


Carrefour: Increased visibility for 12 SMEs for their commitment to innovation and CSR

Massy, France, 2015-11-12 — /EPR Retail News/ — Carrefour presents awards to 12 SMEs for their commitment to innovation and CSR

On 3 November 2015, Carrefour staged the second edition of the SME Awards, an event designed to reward 12 companies for which innovation, sustainable development and curbing climate change are all central to their growth strategy. The winners get increased visibility within the retailer or are listed in Carrefour stores.

Less than a month before the COP21 climate conference, this year’s edition focuses on the SMEs’ innovation and CSR initiatives
For this second edition, the SME Awards are giving prizes in 2 categories to companies which have adopted wide-ranging initiatives to prevent climate change, such as developing the usage of agro-ecology and implementing lorry-sharing or waste-reduction schemes. Prizes are also awarded to the most innovative products – new flavours, products which are particularly practical or client uses. For the 12 winning companies, these awards serve as a means of showcasing them in ways that they can choose: they are listed across the Carrefour network and their products get a higher profile in stores.

The 8 winners in the Innovation category were selected by a panel made up of the retailer’s customers and employees based on the innovative nature of the products in question and their marketing potential.
For the CSR category, a panel featuring representatives of the ADEME, the WWF and the Nicolas Hulot Foundation selected the 4 winning SMEs which have adopted a significant and long-term CSR policy. As one of the partners of the COP21, Carrefour is seeking to find ways of helping to curb climate change, in line with its own target of reducing its CO2 emissions by 70% between now and 2050.

Carrefour, partner of French SMEs
Carrefour is sticking to its well-established commitments and is continuing to support SMEs, stepping up the numbers of innovative and environmentally-friendly products that it sells in its stores. Through the way in which SMEs mobilise themselves, together with their flexibility and their presence at local level, they are able to innovate and develop local solutions that meet consumers’ needs. They are an asset that can be used to take up the challenges of retail in the future. What’s more, supporting its partners is – alongside tackling waste and preserving the planet’s biodiversity – the third key area in which Carrefour’s CSR policy is focused.

About Carrefour France
Carrefour has over 4500 stores in France operating in four formats (hypermarket, supermarket, convenience and cash & carry). For 50 years, Carrefour has been a partner in the daily lives of millions of customers, offering them a wide range of products and services at the lowest prices. So as to keep pace with new consumer modes and make shopping easier for its customers, Carrefour has developed a number of multi-channel solutions (e-commerce, Drive, Click and Collect, mobile applications). In all its activities the Carrefour group embraces its economic, social and environmental responsibilities, and is committed to the quality of its products and its customers’ satisfaction. For more information, visit: (press area), Or follow us on Twitter: @CarrefourFrance

Carrefour Press Office Tel: +33 (0)1 58 47 88 80 /

List of winners:


Carrefour: Increased visibility for 12 SMEs for their commitment to innovation and CSR

Carrefour: Increased visibility for 12 SMEs for their commitment to innovation and CSR

Breaking new ground: Carrefour features 500 augmented reality toys in its first ever catalogue in Belgium

BELGIUM, 2015-11-12 — /EPR Retail News/ — Carrefour is breaking new ground: for the first time, it is featuring augmented reality toys in its catalogue in Belgium, introducing a fun and modern angle to all the magic of its fantastic range. The 2015 catalogue was published on Wednesday 14 October and is valid until 5 December. It features 500 different items over its 84 pages.

Bringing the catalogue alive with augmented reality

First, visit and download the app (available from the Apple Store or Google Play). Then when you leaf through the catalogue, look for the Hyper mascots holding a tablet computer in their hands and the words “scan me”.

Then all you have to do is point your smartphone (or tablet computer) at the mascot. The app automatically starts playing a video showing a demo of the toy or game you’ve selected. There are 10 Hypers in the whole catalogue – that means 10 videos you can play. Children can even share this interactive content with their friends. And they can enter a competition and try their luck at winning an iPad Air 2!

The whole catalogue is available online – browse it whenever you like. Most of the toys can be ordered from Carrefour

SOURCE: Carrefour


Breaking new ground: Carrefour features 500 augmented reality toys in its first ever catalogue in Belgium

Breaking new ground: Carrefour features 500 augmented reality toys in its first ever catalogue in Belgium

Carrefour Poland named the most innovative company in the food market at Poland’s largest retail event

POLAND, 2015-11-12 — /EPR Retail News/ — At the eighth edition of the Food Market and Retail Forum – Poland’s largest retail event – the Polish food market’s most prestigious prizes were awarded to companies operating in the sector.

Carrefour Poland was recognised for its retail network – the most innovative in Poland in 2015. Among the main reasons were its introduction of new hypermarket and supermarket concepts, together with stores which most effectively meet the ever-changing needs of Polish consumers.

Retail sector experts awarded the “2015 Innowator Rynku Spozywczego” prize (2015 Food Market Innovator) to Carrefour in recognition of the coherent way in which it has introduced new solutions in its stores and broadened its ranges of fresh, organic and “world cuisine” products. Carrefour was also recognised for its new management decentralisation strategy which involves local Carrefour store managers having greater independence. This means that they are able to more effectively meet local customers’ needs.

The Food Market and Retail Forum is Poland’s biggest conference for representatives of the agri-foods industry, retail networks, wholesalers and suppliers of logistics, marketing and technology services. Every year, more than 1000 people attend the Forum, sharing their knowledge and experience and discussing the problems facing the sector and the possibilities it presents with public administration representatives and representatives from government bodies, as well as with scientists and analysts.

SOURCE: Carrefour

Honey maker won Carrefour “Major climate challenge for suppliers” competition in Poland

POLAND, 2015-11-12 — /EPR Retail News/ — Sadecki Bartnik, a company that makes honey for distribution under Carrefour’s own brand, has won the “Major climate challenge for suppliers” competition in Poland for its “Let’s help the bees – the bees will help us” project.

The panel awarded the major prize to the “Let’s help the bees – the bees will help us” project developed by Sadecki Bartnik, a Polish company that strives to preserve the planet’s biodiversity by protecting bees and phasing out the use of pesticides. Representatives from the company will be in Paris on 19 and 20 November to take part in the final event which will feature winners from the Group’s 10 integrated countries. The winning company will have an advertising campaign running in hypermarkets for 1 month.

Other prizes were awarded to:

– Bonduelle Poland for its zero-till project which is designed to protect soils’ ecosystems.

– Delitissue for its installation of a gas turbine which has drastically reduced its CO2 emissions and energy consumption.

SOURCE: Carrefour



Honey maker won Carrefour "Major climate challenge for suppliers" competition in Poland

Honey maker won Carrefour “Major climate challenge for suppliers” competition in Poland

Lauren Groff’s Fates and Furies named the Best Book of the Year in Best Books of 2015

Amazon book editors announce the 100 best books of the year, selecting titles in more than two dozen categories from Literary Fiction to Mysteries and Thrillers to Children’s books

SEATTLE, 2015-11-12 — /EPR Retail News/ — (NASDAQ:AMZN)— today announced its selections for the Best Books of 2015, naming Lauren Groff’s dazzling Fates and Furies as the Best Book of the Year. Amazon’s team of editors reads hundreds of thousands of pages, choosing the best books of every month and then, finally, the best books of 2015. Beloved by customers, this annual feature includes the Top 100 Books of the Year, as well as Top 20 lists in over two-dozen categories, from Children’s & Young Adult to Literary Fiction to curated lists from celebrities. To see all of the Best Books of 2015 and buy the print or Kindle editions, visit:

Fates and Furies, our #1 pick of 2015, is a novel about a marriage from two different points of view, but it’s no linear ‘he said, she said,’” noted Sara Nelson, Editorial Director of Books and Kindle at “Groff’s language is electric and her ingenious plotting is fascinating and unlike anything I’ve read in years. Our editors adored it.”

The top picks in the Children’s categories are Waiting (Picture Books), Circus Mirandus (Middle Grade – ages 9-12) and An Ember in the Ashes (Young Adult). Topping the list in other popular categories are My Kitchen Year (Cookbooks), Girl on the Train (Mystery), The Bourbon Kings (Romance), and Between the World & Me (Biography/Memoir).

Celebrity top picks include: Walter Issacson’s Steve Jobs, chosen by Shaquille O’Neal, and Gretchen Rubin’s The Happiness Project,selected by Drew Barrymore. Only What’s Necessary: Charles M. Schulz and the Art of Peanuts is one of Jeff Kinney’s favorite reads of 2015.

Here’s a look at the Top 10 editors’ picks for the year:

1. Fates and Furies by Lauren Groff: An unusual, fascinating and intricate look at how two people can be married for years and still know so little about each other.
2. Between the World and Me by Ta-Nehisi Coates: A fiercely intelligent book about race in America, told by a father to his teenaged son.
3. Becoming Nicole by Amy Ellis Nutt: The inspiring true story of how one transgendered child began to change the world.
4. An Ember in the Ashes by Sabaa Tahir: Addictive and harrowing, this Young Adult novel is about political power, crippling deceit, and, ultimately, hope.
5. The Nightingale by Kristin Hannah: Two French sisters cope very differently with WWII in this compulsively readable novel.
6. The Wright Brothers by David McCullough: This is classic McCullough: a complete, erudite and engagingly human story about the early days of aviation and the all-American boys who pioneered it.
7. H is for Hawk by Helen Macdonald: A brilliant memoir about the unusual, personal way one woman dealt with the loss of her father.
8. Purity by Jonathan Franzen: A big fat novel about disaffected youth, the Internet and journalism. Oh, and love and family, too.
9. Hold Still by Sally Mann: In her memoir, the award-winning and controversial photographer Sally Mann uses words to create pictures of her life.
10. The Girl on the Train by Paula Hawkins: A wildly popular thriller about all the bad things that can happen when you step into other people’s lives.

Some fun facts about this year’s list:

  • Entertainers who have penned books in the Top 100: 4
  • Debut authors in the Top 100: 22
  • Debut authors in the Top 20: 6
  • Number of books with animals in the title in the Top 100: 8
  • Number of memoirs in the Top 100: 24
  • Longest/Shortest book in the Top 100: Garth Risk Hallberg’s City on Fire and Ta-Nehisi Coates’s Between the World and Me

About Amazon opened on the World Wide Web in July 1995. The company is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Fire tablets, Fire TV, Amazon Echo, and Alexa are some of the products and services pioneered by Amazon. For more information, visit

Source:, Inc., Inc.
Media Hotline: 206-266-7180

Amazon Prime Now to deliver from local restaurants in Los Angeles

  • Prime Now customers in Los Angeles can now enjoy delivery from local restaurants, including Umami Burger, Baby Blues BBQ, Wokcano, Hurry Curry of Tokyo, Feast from the East, John O’Groats Restaurant, and many more
  • Free delivery for a limited time on all restaurant orders

SEATTLE, 2015-11-12 — /EPR Retail News/ —, Inc. (NASDAQ: AMZN) today announced that Prime Now, the company’s one-hour delivery service, has expanded in Los Angeles to include delivery from local restaurants, including Umami Burger, Baby Blues BBQ, Wokcano, Hurry Curry of Tokyo, Feast from the East, John O’Groats Restaurant, and many more. Prime members in Los Angeles can now enjoy delivery from their favorite local restaurants, as well as delivery on tens of thousands of items from Amazon and local stores such asSprouts Farmers Market, Bristol Farms, Sprinkles Cupcakes, Erewhon Organic Grocer and 99 Ranch Market.

Using the Prime Now mobile app, Prime members in Los Angeles can view participating restaurants, browse menus, place orders, track the status of their delivery, and watch in real time as an Amazon delivery driver travels from the restaurant to their delivery address. Food is delivered in an hour or less.

“Los Angeles is known for great local restaurants with cuisines from around world,” said Gus Lopez, general manager, Amazon Restaurants. “We’re excited to offer Amazon Prime customers in Los Angeles a fast and convenient way to enjoy some of the city’s best restaurants without having to stand in line or brave the traffic.”

Starting today, restaurant delivery on Prime Now is available in select Los Angeles zip codes and will expand in the coming days. Prime members can download the Prime Now app or visit to enter their zip code and see if Prime Now is available in their area. In zip codes where restaurant delivery is available, customers will see Restaurants on the home page.

“Restaurant delivery on Prime Now makes it possible to enjoy Umami Burger even if you don’t have time to swing by and pick it up yourself,” said Meghan Dwyer, Umami Burger. “With just a few taps of the phone and the Prime Now app, customers can order their favorite menu items, like our original Umami burger and truffle fries, and have it delivered right to their door in less than an hour.”

“Whether you’re craving our Smokin’ Wings, Baby Back Ribs or Brisket, you can now place an order directly through the Prime Now app and have our unique, made-from-scratch experience delivered in less than an hour,” said Liz Gulash, Baby Blues BBQ. “We are excited to offer new and existing customers yet another convenient way to enjoy Baby Blues BBQ.”

Restaurant delivery on Prime Now offers customers transparent pricing—there are no menu markups or hidden service fees, and delivery on all orders is free for a limited time. Customers pay using the information already stored in their Amazon account and orders are backed by Amazon’s award-winning customer service.

To learn more about Prime Now, and to download the mobile app, visit For restaurants interested in working with Prime Now, please contact

More to Prime
Amazon Prime is an annual membership program for $99 a year that offers customers unlimited Free Two-Day Shipping on more than 20 million items across all categories, unlimited Free Same-Day Delivery on more than a million items in 16 metro areas, unlimited streaming of tens of thousands of movies and TV episodes, more than one million songs, more than one thousand playlists and hundreds of stations with Prime Music, early access to select Lightning Deals all year long, free secure, unlimited photo storage in Amazon Cloud Drive with Prime Photos and access to more than 800,000 books to borrow with the Kindle Owners’ Lending Library. In addition, Prime members in select cities receive one and two hour delivery through Prime Now on tens of thousands of items through a mobile app. Not a member? Start a free trial of Amazon Prime at

About Amazon opened on the World Wide Web in July 1995. The company is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Fire tablets, Fire TV, Amazon Echo, and Alexa are some of the products and services pioneered by Amazon. For more information, visit

Source:, Inc., Inc.
Media Hotline, 206-266-7180

Amazon Echo will be available in more than 3,000 stores across US in time for the holiday shopping season

  • In time for the holiday shopping season, customers will be able to find Amazon Echo at their favorite stores, including The Home Depot,Staples, Sears, Brookstone, RadioShack, Fred Meyer, P.C. Richard & Son, and more
  • Echo is designed around your voice and it’s always ready, connected, and fast—just ask for music, information, news, weather, and more from across the room and get answers instantly

SEATTLE, 2015-11-12 — /EPR Retail News/ — (NASDAQ: AMZN)—Amazon today announced that Amazon Echo, the best-selling device designed around your voice, will be available in more than 3,000 stores around the country in time for the holiday shopping season. Customers will be able to visit select locations of The Home Depot, Staples, Sears, Brookstone, RadioShack, Fred Meyer, P.C. Richard & Son, as well as several other retailers to experience and purchase Echo. For a full list of retailers visit

“Amazon Echo is a must-have gift this holiday season, and we’re excited to work with retailers across the country to make Echo available to their customers,” said Greg Hart, Vice President, Amazon Echo and Alexa Voice Services. “Using only your voice to play music, control your lights, and ask questions is magical, so it’s great that people will be able to visit local stores and try it for themselves.”

“Our customers continue to show interest in smart home products across the many categories we carry. One of our newest products, Amazon Echo, is a smart device that helps make connected home easy and fun,” said Jeff Epstein, Merchandising Vice President at TheHome Depot. “Echo, paired with smart lighting devices, is an excellent gift for this holiday season.”

“ launched Amazon Echo several months ago and the product has been well received by our customers,” said Eric Cayton, VP Technology at Staples. “We are excited to continue to work with Amazon to offer Echo in select Staples retail stores and on during the holiday season.”

“We’re thrilled to have Amazon Echo in select Brookstone stores this holiday season,” said Brookstone CEO Tom Via. “Our goal is to give customers the opportunity to see and try out the best in new technology and gifts, and Echo is a great fit for them.”

Amazon Echo is hands-free and always ready, and with seven microphones and beam-forming technology, it can hear you from across the room—even while music is playing. Alexa—the brain behind Echo—is built in the cloud, so it’s always getting smarter. Echo offers hands-free voice control for information from Wikipedia and the web, weather, timers and alarms, news, shopping/to-do lists, and much more. Additional capabilities include:

  • Music: Access Amazon Music, Prime Music, iHeartRadio, Pandora, and TuneIn using only your voice, from across the room. Simply ask Alexa for an artist, song, genre, playlist, or station, and once music is playing you can pause and skip tracks using voice commands. Plus, Echo is Bluetooth-enabled so you can stream other popular music services like Spotify and iTunes from your phone or tablet.
  • Connected home: With integration of Philips Hue, Samsung SmartThings, WeMo, Insteon, and Wink products, use Echo to switch on the lamp before getting out of bed, turn on the fan or heater while reading in your favorite chair, or dim the lights from the couch to watch a movie—all without lifting a finger.
  • Local Search with Yelp: Use Echo to get info on local businesses and restaurants—straight from Yelp. Craving cashew chicken? Just ask: “Alexa, find me a nearby Chinese restaurant.” Or wondering when the pharmacy closes? Just ask: “Alexa, what are the hours for a nearby pharmacy?”
  • Audible: Listen to audiobooks from Audible with Echo. Simply say: “Alexa, read my book.” Echo also supports Whispersync for Voice, which allows you to seamlessly switch between reading and listening without losing your spot. Start reading on Kindle, and pick up on Echo right where you left off.
  • Google Calendars: Access Google calendars with Echo—just use your voice. Hear what’s on the calendar for the day or check if you’re free for dinner with friends.
  • If This Then That (IFTTT): Create IFTTT recipes to make your life simpler and more manageable. IFTTT is a service that connects your devices, apps, and websites with simple rules called “recipes.” With IFTTT recipes, you can use Echo to add shopping items to Evernote, automatically email your to-do list to your spouse, add your Echo to-do list to your iPhone, and more.
  • Re-order Prime-eligible products: If you’re low on kitchen supplies, want to restock on snacks, or need more rolls of duct tape for the garage, simply ask Echo to place an order for you. Echo uses your order history and can order the Prime-eligible item for you using your default payment and shipping settings. If Echo can’t find the requested item in your order history, it may suggest an item for your approval using Amazon’s Choice, which picks highly-rated, well-priced, Prime-eligible products.
  • Sports scores and schedules: Alexa will tell you the results of your favorite team’s last game, the current score of a game they are playing, and the time and date of the next game. To give it a try, simply say, “Alexa, what’s the score of the Seahawks game?” or “Alexa, when do the Seattle Sounders play next?” Alexa knows scores and schedules for the NBA, NHL, NFL, MLB, MLS, NCAAbasketball and football, and WNBA.
  • Traffic: Just save your work address and Alexa will tell you the quickest route and travel time to work each morning so you know exactly what to expect before leaving the house. You can also add a stop to your commute in case you need to drop off a child at school or stop by a coffee shop on your way to work—just add the stop to your settings, and Alexa will give you the route and travel time.
  • Customized news: You can now hear from more sources in your news Flash Briefing including Fox Sports Radio, The Economist,NPR Business, TMZ, and ESPN Radio via TuneIn.
  • New Skills: Other companies, developers, and hobbyists are creating new capabilities through the Alexa Skills Kit. Several have launched so far, with more coming every week. You can ask Alexa for recipes from Campbell’s Kitchen, local events from StubHub, check who’s polling strong on Twitter, and more.

Amazon Echo is currently available for $179.99 at, and will roll out to retail locations across the U.S. in the coming weeks. For more information, visit

About Amazon opened on the World Wide Web in July 1995. The company is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Fire tablets, Fire TV, Amazon Echo, and Alexa are some of the products and services pioneered by Amazon. For more information, visit

Source:, Inc., Inc.
Media Hotline, 206-266-7180

Amazon: Award-winning actress Anjelica Huston and Emmy Award winner Cherry Jones guest stars in 2nd season of Transparent

The Pfeffermans take family dysfunction to a whole new level in the highly anticipated second season which premieres December 11 on Prime Video

SEATTLE, 2015-11-12 — /EPR Retail News/ — (NASDAQ: AMZN)—Amazon today announced Academy Award-winning actress Anjelica Huston (Medium) and Emmy Award winner Cherry Jones (24) are among the guest stars joining the second season of the multiple Emmy and Golden Globe Award-winning series Transparent. Premiering December 11 exclusively on Prime Video in the US, UK, Germany andAustria, Transparent will also guest star Kathryn Hahn (Parks and Recreation), Rob Huebel (I Love You, Man), Carrie Brownstein(Portlandia), Alexandra Billings (Socket), Tig Notaro (One Mississippi) Alex MacNicoll (Peace of Mind), and Trace Lysette (Bloody Mary). Emmy Award-winner (Transparent) Bradley Whitford (The West Wing) returns to the series as well as Melora Hardin (The Office), Michaela Watkins(Wanderlust), and Emily Robinson (A New York Fairy Tale).

Season two of Transparent begins with a big, white wedding for Sarah and Tammy—but is it happily ever after? Post nuptials, Sarah gets in touch with her deeper desires, which isn’t always comfortable. Now out of the closet, Maura discovers the hardest part of her transition is still ahead, and faces some tough personal decisions about her future. Josh and Rabbi Raquel navigate their new relationship, and the complexity of being an instant family for Josh’s recently returned son, Colton. Ali zeroes in on her future, captivated by a new connection with Syd and a prolific feminist mentor.

Continuing their journey towards their authenticity, the entire Pfefferman family returns for the second season of Transparent. Golden Globe and Emmy Award-winner Jeffrey Tambor (Arrested Development) stars as Maura, Judith Light (The Exes) as Shelly, Amy Landecker (Louie) as Sarah, Jay Duplass (Togetherness) as Josh and Emmy nominated Gaby Hoffmann (Girls) as Ali. The second season of Transparent is executive produced by Jill Soloway (Six Feet Under) and Andrea Sperling (Like Crazy).

“Season two is wild! Now that the bubble wrap is off, it’s time for the whole family to transition,” said Soloway, the Emmy Award-winning creator of Transparent. “Our Pfeffermans realize they must give up their disguises, unspoken arrangements and secrets. By exploring their shared history and legacy, they come to understand that you can’t go forward without knowing where you come from. Ultimately, everyone will open their hearts, advertise their desires, and test those notoriously wobbly boundaries as each Pfefferman tries their hardest to come out – as themselves.”

Transparent is a half hour novelistic series that explores family, identity, sex, and love. The first season followed Maura Pfferman’s journey to being her true self. When she reintroduced herself to her family, everyone else’s secrets finally came out. This included her ex-wife Shelly, and their adult children—meandering Ali, record producer Josh, and sexually conflicted Sarah. Each family member spun into different directions as they figured out who they aren’t. The series has been renewed for a third season which is scheduled to air in 2016.

About Amazon Video
Amazon Video includes tens of thousands of movies and TV episodes available on Prime Video at no additional charge to Prime members, as well as access to hundreds of thousands of titles to buy or rent. Amazon Video is the only service in the world that brings customers both of these options in one place.

Prime Video, available on Amazon Video, lets Prime members enjoy binge-worthy TV shows including Amazon Original Series airing now such as the multi-Golden Globe-winning and Emmy-winning series TransparentRed Oaks, Hand of GodBoschCatastrophe and Mozart in the Jungle as well as hit series like Sex and the City, VeepGirlsThe SopranosEntourageCurb Your Enthusiasm and The Wire. Prime Video also offers members blockbuster movies such as Transformers: Age of ExtinctionTeenage Mutant Ninja TurtlesJack Ryan: Shadow RecruitStar Trek Into Darkness and The Hunger Games: Catching Fire, among others. Prime members have access to a collection of kids shows including Amazon Original Series AnnedroidsGortimer Gibbon’s Life on Normal Street, the Annecy, Annie and multi-Emmy Award-winning Tumble Leaf, and Wishenpoof, as well as popular shows from Nickelodeon and Nick Jr. including SpongeBob SquarePantsDora the ExplorerTeam Umizoomi, and Blue’s Clues.

Prime members can look forward to new original series premiering this year such as the much anticipated adaptation of Philip K. Dick’s The Man in the High Castle premiering on November 20 along with Mozart in the Jungle premiering later this year. Coming in 2016 will be the second seasons of Bosch and romantic comedy Catastrophe, along with the debut season of The New Yorker Presents and Mad Dogs.

Amazon Video can be accessed through the Amazon Video app on TVs, connected devices and mobile devices, or online at Prime Video titles can also be downloaded for offline enjoyment—the only subscription streaming service to offer this functionality. Customers who are not already Prime members can sign up for a free trial at

Amazon Prime is an annual membership program for $99 a year that offers customers unlimited Free Two-Day Shipping on more than 20 million items across all categories, unlimited Free Same-Day Delivery on more than a million items in 16 metro areas, unlimited streaming of tens of thousands of movies and TV episodes, more than one million songs, more than one thousand playlists and hundreds of stations with Prime Music, early access to select Lightning Deals all year long, free secure, unlimited photo storage in Amazon Cloud Drive with Prime Photos and access to more than 800,000 books to borrow with the Kindle Owners’ Lending Library. In addition, Prime members in select cities receive one and two hour delivery through Prime Now on tens of thousands of items through a mobile app. Not a member? Start a free trial of Amazon Prime at

About Amazon opened on the World Wide Web in July 1995. The company is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Fire tablets, Fire TV, Amazon Echo, and Alexa are some of the products and services pioneered by Amazon. For more information, visit

Source:, Inc., Inc.
Media Hotline: 206-266-7180

Amazon Underground now with 3 times more free apps and games since launch

  • Popular new games in Amazon Underground include Monument Valley, Nemo’s Reef and Dumb Ways to Die 2—all games in Amazon Underground are free (including in-app items)
  • Developers experiencing significant success since Amazon Underground launch—Halfbrick Studios doubles revenue and downloads of their popular games; Rovio triples revenue

SEATTLE, 2015-11-12 — /EPR Retail News/ — (NASDAQ: AMZN)—Amazon today announced that Amazon Underground has tripled the selection of free apps and games in the first two months since launch. Amazon Underground is a new app for Android phones, available exclusively from Amazon, which offers a large selection of popular apps and games for free (including in-app items). In Underground, customers don’t have to pay for premium apps, or download a free app and spend money to complete a level more quickly, get more lives, or unlock new features. Everything is completely free. Popular new games now available include premium title Monument Valley (includes Forgotten Shores update for a total value of $5.98), and free-to-play titles Nemo’s Reef (includes $47.88 in free in-app items) and Dumb Ways to Die 2 (includes over $10 in free in-app items).

Amazon Underground launched in August and includes all of the functionality of the regular Amazon mobile shopping app, plus an exclusive selection of 100% free apps, games, and associated in-app items, including popular games like Angry Birds Slingshot Stella, Goat Simulator, Frozen Free Fall, Looney Tunes Dash! and many more. For example, in Frozen Free Fall—an app that is free to install and usually requires in-app purchases to unlock additional levels—customers can play with unlimited lives and will receive many bonus in-app items in the Amazon Underground version of the app completely free ($31.87 value). Premium games (like Goat Simulator which costs $4.99 in other app stores) that require a customer to pay to download are also free in Amazon Underground. Amazon Underground is available on Android phones and on Fire tablets, including the all-new Fire HD 8 and Fire HD 10, and Fire, the groundbreaking new tablet for under $50. To learn more about Amazon Underground, visit:

“In just the first two months since launch, we’ve tripled the free selection of apps and games in Amazon Underground and continue to add more content every day. Customers can now experience the entire world of Monument Valley for free. They’ll also receive nearly $50 in value of in-app items for reef building in Nemo’s Reef,” said Steve Rabuchin, Vice President, Amazon Appstore. “In Amazon Underground, customers have access to apps, games and in-app items, such as extra lives and levels, completely free—providing an entirely new way to enjoy their favorite apps and games.”

Amazon Underground offers an innovative new monetization approach for developers, paying them for every minute a customer uses their app or game, instead of having to rely on charging customers for a download or for in-app items. Developers are already seeing early success in the program:

“We’ve been thrilled with the performance of Jetpack Joyride and Fruit Ninja as part of the Amazon Underground program in the month since launch,” said Shainiel Deo, CEO of Halfbrick Studios. “Thus far we have doubled the downloads and revenue from our apps in the Amazon Appstore and most interestingly, customers are engaging with our in-app purchase content within our games at an extremely high rate. Since all in-app purchases are free in Amazon Underground, they can play the games in new and exciting ways.”

“We included four of our popular titles in Amazon Underground at launch, aimed at reaching as many fans as possible in the Amazonecosystem,” said Tero Raji, SVP of Game Business at Rovio. “In the first month since launch of these games, the Amazon Underground model has brought us up to three times more revenue compared to the same games’ user revenue in the Amazon Appstore previously.”

“It’s always been our aim with Monument Valley to create a meaningful experience for all types of players,” said Dan Gray, Executive Producer of Monument Valley. “It’s great that there’s now a service in Amazon Underground that lets us reach millions of people that wouldn’t usually pay for games, without compromising the game design or its principles.”

About Amazon opened on the World Wide Web in July 1995. The company is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Fire tablets, Fire TV, Amazon Echo, and Alexa are some of the products and services pioneered by Amazon. For more information, visit

Source:, Inc., Inc.
Media Hotline, 206-266-7180

Macy’s, Inc. Q3: Spending by domestic customers remained tepid, especially in key apparel and accessory categories

Company updates guidance, outlines strategy on real estate

CINCINNATI, 2015-11-12 — /EPR Retail News/ — Macy’s, Inc. (NYSE:M) today reported earnings per share of 36 cents in the third quarter of 2015, ended Oct. 31, 2015. Excluding asset impairment charges of $111 million, or 20 cents per share, primarily related to the previously-announced plans to close 35 to 40 stores in early 2016, third quarter earnings per share were 56 cents per share. This compares with 61 cents per diluted share in the third quarter of 2014.

(Editor’s Note: This morning, Macy’s, Inc and Luxottica Group also issued a separate news release announcing an agreement to open licensed LensCrafters departments in as many as 500 Macy’s stores.)

For the first three quarters of 2015, Macy’s, Inc.’s diluted earnings per share were $1.56. Excluding asset impairment charges of $111 million, or 20 cents per share, primarily related to planned 2016 store closings, year-to-date earnings per diluted share were $1.76. This compares with earnings of $2.01 per diluted share in the first three quarters of 2014.

“We are disappointed that the pace of sales did not improve in the third quarter, as we had expected. Spending by domestic customers remained tepid, especially in key apparel and accessory categories. Simultaneously, the slowdown in buying by international visitors continued to significantly impact Macy’s and Bloomingdale’s stores in tourist centers, which are some of our company’s largest-volume and most profitable locations,” said Terry J. Lundgren, chairman and chief executive officer of Macy’s, Inc.

“We have begun testing and learning from new sales growth initiatives that we believe will begin yielding incremental results in the quarters and years ahead. This included the opening of the first five Macy’s Backstage off-price stores in the New York City metro area (with a sixth opening planned in the fourth quarter),” Lundgren said.

“Heading into the fourth quarter, we are shifting our organization into overdrive to focus on sales-driving activities in the holiday shopping season, when Macy’s and Bloomingdale’s shine as destinations for gift-giving and self-purchase,” he added. “We also will be opening stores in several of our nameplates in the fourth quarter, including a new Bloomingdale’s at Ala Moana in Honolulu.”

“Moving forward, we are accelerating steps needed to adapt in response to changing customer shopping preferences so we can restore our annual comparable sales growth on an owned plus licensed basis in the years ahead to the level of 2 percent to 3 percent while re-attaining an EBITDA rate as percent of sales of 14 percent. This includes building on our strength as a leading omnichannel innovator with consistent growth in online sales,” Lundgren said. “No other retailer has our track record of mastering change and creating shareholder value with a model of customer centricity. We have a deep and resourceful management team that is skilled in creating and executing successful strategies. Since the beginning of fiscal 2009, we have returned nearly $9 billion to shareholders. Our Total Shareholder Return has been 540 percent during that period, compared with a 121 percent increase in the Dow Jones Industrial Average.”

Real Estate Considerations

Macy’s, Inc. is pursuing the following strategic real estate initiatives:

  • Based on a successful collaboration on Macy’s previously announced Brooklyn store redevelopment project, the company has engaged Tishman Speyer in an expanded relationship to advise and support the company’s senior management team in identifying and advancing potential store redevelopment projects nationwide. The company may request Tishman Speyer to participate in bidding for certain of these projects. In all cases, a third party will be used to manage the bidding and negotiations process.
  • The company has begun a process to explore joint ventures or other deal structures with third parties to redevelop Macy’s flagship real estate assets in Manhattan (Herald Square), San Francisco (Union Square), Chicago (State Street) and Minneapolis (downtown Nicollet Mall) in a manner that maintains a robust Macy’s retail store presence while also bringing alternative use into those buildings; this exploration could expand to include other assets, including mall-based properties, to the extent opportunities are available.
  • The company will continue to pursue selected real estate dispositions and monetize assets in instances where the business is simultaneously enhanced (such as the recently announced real estate sales of underutilized portions of properties in Brooklyn and downtown Seattle) or where the value of real estate significantly outweighs the value of the retail business (such as the recent sale of Macy’s stores in Cupertino and downtown Pittsburgh).

After extensive review with the assistance of our experienced financial, tax, legal and real estate advisors, the company has decided not to pursue the formation of a REIT at this time. The board of directors has concluded that a REIT does not offer sufficient upside potential for value creation. To the extent that circumstances change, we may revisit this alternative in the future.

While much work has been done to date, Macy’s, Inc. is continuing to analyze its real estate portfolio to identify opportunities to drive additional shareholder value. The company is open to considering additional ideas for further enhancing shareholder value while maintaining an investment-grade credit rating and an operating structure that fosters sales and earnings growth.

Ongoing Business Strategies/Actions

Macy’s, Inc. is continuing to execute a number of key strategies and actions going forward to adapt its business model as an omnichannel retailer committed to outstanding stores as a competitive differentiator. These adjustments are rooted in Macy’s MOM strategies (My Macy’s localization, Omnichannel and Magic Selling customer engagement) and Bloomingdale’s focus on omnichannel opportunities, contemporary style and personalized service — which have proven to be a powerful driver of success. In part, the company is:

  • Accelerating investments in Macy’s, Bloomingdale’s and Bluemercury’s digital and mobile capabilities to mirror the shift to increased online shopping, where the company continues to see double-digit, year-over-year sales increases. Macy’s, Inc. is already a leader in this area, and ranked as the seventh largest Internet retailer in the United States.
  • Concentrating its resources in top stores in the best locations so each store is a more compelling magnet for customer activity and uses its selling space more productively. Best stores will see intensified merchandise assortments in key destination departments such as jewelry and watches, strategically selected licensed departments, strengthened visual presentation, enhanced staffing and more local marketing. Meanwhile, in early 2016, the company will be closing 35 to 40 of its current portfolio of about 800 Macy’s and Bloomingdale’s stores, as previously announced, and expects it will continue to reduce the number of stores over time.
  • Reducing expense and tightening capital spending to operate more efficiently and fund the highest-potential growth initiatives. Macy’s, Inc.’s target is to reduce annual SG&A by $500 million (net of growth initiatives) from previously planned levels by 2018, with incremental progress in 2016 and 2017 toward that goal. These structural expense reductions will result in charges to be taken in each of the three years. Specific plans to achieve these savings are being formulated. Macy’s, Inc. will reduce capital spending to less than $1 billion in 2016 from the $1.2 billionexpected in 2015.

The company also is quickly building-out new directions for the longer-term future:

  • Expand Macy’s Backstage as an exciting new dimension in retailing across America. Over the next two years, the company will roll out about 50 free-standing Macy’s Backstage stores in off-mall locations, building on the pilot launch this fall. In addition, in spring 2016 the company will pilot Backstage stores within up to 10 existing Macy’s store locations, creating a new hybrid store (the first in retailing) that offers the latest fashions, outstanding service and major brands for which Macy’s is known, along with the thrill of the hunt associated with the finds and bargains at Backstage.
  • Open approximately 40 additional Bluemercury self-standing beauty specialty stores (bringing the total store base to approximately 115 by the end of 2017), while also integrating Bluemercury shops into the beauty departments of Macy’s stores.
  • Appropriately expand Macy’s internationally based on the learnings we expect from the Macy’s China Limited pilot with Alibaba’s Tmall Global beginning in the fourth quarter.

Third Quarter Sales

Sales in the third quarter of 2015 totaled $5.874 billion, a decrease of 5.2 percent, compared with sales of $6.195 billion in the same period last year. Comparable sales on an owned plus licensed basis were down by 3.6 percent in the third quarter. On an owned basis, third quarter comparable sales declined by 3.9 percent.

For the year to date, Macy’s, Inc. sales totaled $18.210 billion, down 2.8 percent from total sales of $18.741 billion in the first three quarters of 2014. Comparable sales on an owned plus licensed basis were down by 1.7 percent year-to-date in 2015. On an owned basis, year-to-date comparable sales declined by 2.2 percent.

In the third quarter, the company opened a new Macy’s store in Ponce, PR, five Macy’s Backstage stores in metroNew York City, and 10 new Bluemercury freestanding specialty stores. The company closed Macy’s stores inBedford, NH, and Owings Mills, MD. In the fourth quarter, scheduled store openings include a full-line Bloomingdale’s in Honolulu, three Bloomingdale’s Outlets, and one Macy’s Backstage. A Macy’s store in Los Angeles, is scheduled to close in the fourth quarter of 2015 in preparation for a new store to be built in the same mall.

Operating Income

Macy’s, Inc.’s third quarter 2015 operating income was $369 million or 6.3 percent of sales, excluding asset impairment charges of $111 million primarily related to previously-announced plans to close 35 to 40 stores in early 2016. This compares with operating income of $422 million or 6.8 percent of sales for the same period last year. Macy’s, Inc.’s operating income including the asset impairment charges totaled $258 million or 4.4 percent of sales for the quarter ended Oct. 31, 2015.

For the first three quarters of 2015, Macy’s, Inc.’s operating income was $1.214 billion or 6.7 percent of sales, excluding asset impairment charges of $111 million primarily related to previously-announced store closings. This compares with operating income of $1.436 billion or 7.7 percent of sales for the same period last year. Macy’s, Inc.’s year-to-date 2015 operating income including the asset impairment charges totaled $1.103 billion or 6.1 percent of sales.

Cash Flow

Net cash provided by operating activities was $278 million in the first three quarters of 2015, compared with $841 million in the first three quarters of 2014. Net cash used by investing activities in the first three quarters of 2015 was$861 million, compared with $660 million a year ago. Investing activities in year-to-date 2015 included $212 million for the acquisition of Bluemercury. Net cash used by financing activities in the first three quarters of 2015 was $1.189 billion, compared with net cash used by financing activities in the first three quarters of 2014 of $1.406 billion.

The company repurchased approximately 16.7 million shares of its common stock for a total of approximately $900 million in the third quarter of 2015. In the fiscal year to date, the company repurchased approximately 30.6 million shares of its common stock for approximately $1.84 billion. At Oct. 31, 2015, the company had remaining authorization to repurchase up to approximately $700 million of its common stock.

Updated Guidance

The company has revised its 2015 guidance. Earnings per diluted share for the full-year 2015 now are expected in the range of $4.20 to $4.30, excluding asset impairment charges associated primarily with previously announced store closings. This compares with previous guidance in the range of $4.70 to $4.80. Updated annual guidance calculates to guidance for fourth quarter earnings of $2.54 to $2.64 per diluted share, excluding any additional charges associated with store closings or cost reductions. Earnings guidance for 2015 includes gains from asset sales, including approximately $60 million from the sale of real estate in Seattle and an expected $250 million gain on the sale of real estate in downtown Brooklyn.

Guidance is for full-year 2015 comparable sales on an owned plus licensed basis to decrease by 1.8 percent to 2.2 percent, compared with previous guidance of approximately flat. This calculates to fourth quarter comparable sales on an owned plus licensed basis to decline by 2.0 percent to 3.0 percent. Full-year and fourth quarter 2015 comparable sales on an owned basis will be approximately 50 basis points lower than on an owned plus licensed basis. The company expects 2015 total sales to be down by 2.7 percent to 3.1 percent, compared to previous guidance for total sales to be down approximately 1 percent.

Important Information Regarding Financial Measures

Please see the final pages of this news release for important information regarding the calculation of the company’s comparable sales and non-GAAP financial measures.

Macy’s, Inc., with corporate offices in Cincinnati and New York, is one of the nation’s premier retailers, with fiscal 2014 sales of $28.105 billion. The company operates about 900 stores in 45 states, the District of Columbia, Guamand Puerto Rico under the names of Macy’s, Bloomingdale’s, Bloomingdale’s Outlet, Macy’s Backstage and Bluemercury, as well as the, and websites. Bloomingdale’s inDubai is operated by Al Tayer Group LLC under a license agreement.

All statements in this press release that are not statements of historical fact are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements are based upon the current beliefs and expectations of Macy’s management and are subject to significant risks and uncertainties. Actual results could differ materially from those expressed in or implied by the forward-looking statements contained in this release because of a variety of factors, including conditions to, or changes in the timing of, proposed transactions, prevailing interest rates and non-recurring charges, competitive pressures from specialty stores, general merchandise stores, off-price and discount stores, manufacturers’ outlets, the Internet, mail-order catalogs and television shopping and general consumer spending levels, including the impact of the availability and level of consumer debt, the effect of weather and other factors identified in documents filed by the company with the Securities and Exchange Commission. In light of these risks and uncertainties, readers are cautioned not to place undue reliance on forward-looking statements. Except as may be required by applicable law, Macy’s disclaims any obligation to update its forward-looking statements for any reason.

(NOTE: Additional information on Macy’s, Inc., including past news releases, is available at A webcast of Macy’s, Inc.’s call with analysts and investors will be held today (Nov. 11) at 9 a.m. (ET). Macy’s, Inc.’s webcast is accessible to the media and general public via the company’s website at Analysts and investors may call in on 1-888-637-7746, passcode 3336328. A replay of the conference call can be accessed on the website or by calling 1-888-203-1112 (same passcode) about two hours after the conclusion of the call.)

Macy’s, Inc. management will present at the Morgan Stanley Global Consumer & Retail Conference at 10 a.m. Eastern Time on Wednesday, Nov. 18, 2015, in New York City. Media and investors may access the live webcast of the presentation at at that time. The webcasts will be available for replay.

Source: Macy’s, Inc.

Macy’s, Inc.
Media – Jim Sluzewski, 513-579-7764
Investor – Matt Stautberg, 513-579-7780

Luxottica Group to bring LensCrafters optical retail experience to 500 Macy’s department stores in U.S.

CINCINNATI & MILAN, 2015-11-12 — /EPR Retail News/ — Macy’s, Inc. (NYSE:M), one of the premier retailers inthe United States, and Luxottica Group S.p.A. (MTA:LUX; NYSE:LUX), a leader in the design, manufacture and distribution of fashion, luxury and sports eyewear, today announced an agreement to bring the LensCrafters optical retail experience to as many as 500 Macy’s department stores in the U.S. over the next three years.

The licensed department agreement builds on a successful relationship between the two companies that has resulted in the opening of approximately 670 of Luxottica’s Sunglass Hut locations within Macy’s stores to date. Together, Macy’s and Sunglass Hut have more than tripled the size of the sunglass business at Macy’s in the past six years. Using a proven model for success, LensCrafters, a leader in quality eye care, will now be the exclusive optical retailer of Macy’s and the first optical retail brand to expand nationally in a major department store. Macy’s will be the exclusive department store host of LensCrafters shops.

LensCrafters will open its first new Macy’s location in April of 2016, with the goal of opening approximately 100 locations by the end of next year. The stores will feature a new design concept created specifically for Macy’s customers, offering top fashion and luxury eyewear from brands including Ray-Ban, Oakley, Prada and Armani. Each department will be staffed by a LensCrafters affiliated optometrist, offer the industry’s most advanced eye care equipment and leverage the brand’s existing lab network to ensure the highest level of service. Macy’s 35 million customers will have access to the broadest assortment of premium frames, along with a unique in-store digital experience that includes lens simulators and virtual try-on technology.

“We look forward to welcoming LensCrafters into Macy’s stores nationwide and to deepening our successful relationship with Luxottica,” said Jeff Gennette, president of Macy’s, Inc. “In particular, LensCrafters reinforces Macy’s commitment to the health and wellness of our customers. Eye health is critical to everyone’s personal well-being, and easy in-store access to LensCrafters optometrists, personalized service and fashionable product assortment dovetail well with Macy’s strengths. As with Sunglass Hut, LensCrafters will enhance the productivity of our stores and strengthen Macy’s as a shopping destination.”

“Macy’s and Luxottica have a successful history together. Our relationship is built around a shared mission of providing customers with the highest quality products, a passion for style and a broad brand portfolio able to meet diverse consumer choices,” said Adil Khan, CEO of Markets, Luxottica Group. “The optical retail industry has incredible growth potential in North America and we see this agreement as a long-term investment in our customers’ eyes. Macy’s has a highly-engaged, influential customer – we will serve them to the highest standard with an optical experience that is uniquely LensCrafters.”

Macy’s Inc.
Macy’s, Inc., with corporate offices in Cincinnati and New York, is one of the nation’s premier retailers, with fiscal 2014 sales of $28.105 billion. The company operates about 900 stores in 45 states, the District of Columbia, Guamand Puerto Rico under the names of Macy’s, Bloomingdale’s, Bloomingdale’s Outlet, Macy’s Backstage and Bluemercury, as well as the, and websites. Bloomingdale’s inDubai is operated by Al Tayer Group LLC under a license agreement.

Luxottica Group S.p.A.
Luxottica is a leader in the design, manufacture and distribution of fashion, luxury and sports eyewear. Its portfolio includes proprietary brands such as Ray-Ban, Oakley, Vogue Eyewear, Persol, Oliver Peoples and Alain Mikli, as well as licensed brands including Giorgio Armani, Burberry, Bvlgari, Chanel, Dolce & Gabbana, Michael Kors, Prada,Ralph Lauren, Tiffany and Versace. The Group’s global wholesale distribution covers 130 countries and is complemented by an extensive retail network of over 7,000 stores, with LensCrafters and Pearle Vision in North America, OPSM and LensCrafters in Asia-Pacific, GMO in Latin America and Sunglass Hut worldwide. In 2014Luxottica posted sales of over 7.6 billion euro and had approximately 78,000 employees. More information available at

Macy’s Inc.
Jim Sluzewski, 513-579-7764
Senior Vice President – Corporate Communications and External Affairs
Luxottica Group
Jane Lehman, 646-335-5200
Vice President, Corporate Communications, N.A.

SOURCE: Macy’s, Inc.

Bloomingdale’s opens its new Ala Moana store on Nov. 12, 2015 in Honolulu


New York, 2015-11-12 — /EPR Retail News/ — Bloomingdale’s will enter the Hawaii market with the opening of its new Ala Moana store set for Nov. 12, 2015 in Honolulu on the Island of O’ahu. This location will serve as the centerpiece of a major retail expansion and common area renovation at Ala Moana Center, the world’s largest open-air shopping mall.

The three-level, 165,000 square-foot store will follow an updated store model of smaller proportions with full-line offerings and an extensive roster of brands, several of which are exclusive to Bloomingdale’s Ala Moana. With sophisticated nods to Hawaiian culture and tradition throughout, shoppers will find a curated assortment of luxury goods and stylish essentials for women, men, children and home. The opening of Bloomingdale’s Ala Moana introduces Burberry Beauty (found only at Bloomingdale’s in the state of Hawaii), the first-ever Vince handbag shop, and the launch of Carven shoes, handbags and ready-to-wear. Customers will find cool-factor favorites from T by Alexander Wang for men and women, a large selection of men’s offerings from Burberry to Saturdays Surf, and luxe travel-gear from Rimowa and Bric’s. Getting a taste of local Hawaiian goodies, there will be a special treat station of delicious homegrown treasures from Honolulu Cookie Company, Sea Salts of Hawaii, Honey: Big Island Bees, Honolulu Coffee Company, and more. Visitors and locals alike will find an unparalleled retail experience among a multi-lingual Visitors Center, private cosmetic treatment rooms, private event space and the iconic 40 Carrots restaurant.

To assure guests feel at home while enjoying the unique Bloomingdale’s shopping experience, the Visitors Center on the main floor will function as a retreat and informational hub catering to international and domestic shoppers. In an intimate and contemporary setting, the center will offer such services as a multi-lingual staff (including but not limited to: Japanese, Korean, Chinese – Mandarin and Cantonese, Spanish and French, among others), multi-lingual store directories, complimentary coat and bag check, concierge services, hotel package delivery and style advisor appointments. A dedicated Tourism Manager will also work closely with tour groups to create unique shopping experiences such as fashion shows, afternoon tea and cocktail parties. The first in the Bloomingdale’s fleet, there is a limited-access VIP lounge located within the Visitors Center offering additional services such as light food and beverage, Bluetooth printer and iPads®, a charging station, a private restroom, and more.

“Entering the Hawaiian market in the newly-expanded Ala Moana Center is truly a special milestone for Bloomingdale’s. We are thrilled to have the opportunity to offer local and visiting customers a tailored assortment of contemporary and luxury merchandise along with a shopping experience like no other,” said Tony Spring, chairman and chief executive officer of Bloomingdale’s. “We look forward to welcoming the O’ahu community and shoppers from around the globe into our beautiful new Ala Moana store.”

With Bloomingdale’s Ala Moana comes a slice of New York City, while capturing the essence of Hawaii and its culture. From louvered wood panels throughout the store to walls outfitted in graphic palm frond prints and birds-of-paradise motifs, the store reflects Bloomingdale’s warm homage to its new home in Honolulu. Featured is unique artwork created by local artists and those on the main land inspired by the Hawaiian community uniting Bloomingdale’s strong New York City heritage and the Aloha spirit. New York City-based artist, Matt Schwartz, has curated a selection of retro-inspired images that represent island life to be featured in the new store.

“It was a priority to honor the vibrant Hawaiian landscape and culture. With subtle dedications to the island throughout the store combined with Bloomingdale’s iconic aesthetic, we were able to create an authentic, modern and welcoming environment,” said Jack Hruska, executive vice president of creative services at Bloomingdale’s.

Floor 1
Anchoring the redeveloped portion of the west side of Ala Moana Center, the Bloomingdale’s exterior shines with sleek lines and modern industrial paneling. Offering easy access to the new store, the parking garage escalator brings shoppers directly to the main floor. Upon entering, guests are welcomed by Bloomingdale’s illustrious black and white décor in harmony with polished concrete floors, white louvered walls and rafted wood ceilings.

On the main floor, an interactive cosmetics and fragrance department is found offering world-class beauty essentials from must-have brands including Jo Malone, Hermès, Bond No.9 and Tom Ford Private Blend fragrances, La Prairie, Sisley, and Korean skincare shop, Aritaum, also carrying new products from Sulwhasoo, Laneige and Iope. Esthetician services will be available and housed in four serene, glass-encased skincare treatment rooms.

Continuing on the first floor further, shoppers will discover the latest trends in fashion accessories including an expansive assortment of handbags featuring Salvatore Ferragamo, Chloé, See by Chloé, Burberry, MCM, and new to Bloomingdale’s Meli Melo and House of Holland. In fashion and fine jewelry, adornments can be found from designers such as Alexis Bittar, Chan Luu, Ippolita, Marco Bicego and Roberto Coin, as well as Shourouk and Melinda Maria, both of which are exclusive to Bloomingdale’s in Hawaii. Nearby, stay cool with sunglasses from Celiné, Dior, Fendi, Gucci, Oliver Peoples, TOMS, Ray-Ban and others. An oasis of women’s shoes can be found on the first floor, featuring such designers as SJP Collection by Sarah Jessica Parker, Stella McCartney, Alexander Wang, Tory Burch, and exclusive to Bloomingdale’s Ala Moana, Marni and Tidal. Neighboring the Visitors Center will be a large women’s James Perse shop offering an array of luxury basics, perfect for sophisticated vacation and everyday wear.

Floor 2
Shoppers can enter directly from the mall on 2. Here, guests experience a haven of women’s apparel displayed among illuminated pavilions and white louvered wood. On-trend and indisputably chic, the women’s ready-to-wear department will offer the latest from T by Alexander Wang, Eliza J, M Missoni, IRO.JEANS and See by Chloé, while Vera Wang is new to Bloomingdale’s and will only be carried at the Ala Moana location. From the office to the beach, fashion necessities for every occasion from a variety of branded designer shops include Armani Collezioni, AllSaints, Maje, Max Mara, Sonia Rykiel, Zadig and Voltaire, and Sandro. From weekend to active wear, denim lovers will be pleased to find classic Levi’s, J Brand, rag & bone/JEAN, and more, while swim enthusiasts and active goddesses can discover local Hawaiian swim brand Letarte, as well as favorites from La Perla swim, Mara Hoffman, Vitamin A, Spiritual Gangster, Adidas By Stella McCartney, and much more. The Intimate Apparel department will house La Perla and Hanro shops, while this new location will also be the only retailer to carry lingerie by Dita Von Teese on the island.

Sunset & Spring, a Bloomingdale’s curated shop inspired by a fashionable, free-spirited lifestyle with the majority of prices under $100, will carry merchandise from Australian labels Bardot and MINKPINK to BLANKNYC denim to beach party frocks from Lucy Paris and BB Dakota. AQUA, Bloomingdale’s exclusive ready-to-wear line, will also offer trendy essentials at affordable price points. Additionally found on floor 2, visitors and nearby residents alike can browse luggage must-haves for all their traveling needs from brands including Rimowa, Delsey, Hartmann, Tumi and Victorinox. Children can also enjoy shopping the latest necessities while taking play breaks in a large wooden playhouse filled with creative games and toys.

Floor 3
Rounding out the full-line store, men’s and home can be found on 3. The men’s department offers a clean yet masculine landscape showcasing top menswear brands such APC, Billy Reid, Public School, Etro, Neil Barrett, rag & bone/JEAN, and so much more. Guys can stay cool on the half pipe with swimwear from Park & Ronen, Trunks Taylor Vintage, and new to Bloomingdale’s, Orlebar Brown swim. Also new to Bloomingdale’s men’s department is Coach, Salvatore Ferragamo sunglasses, Marni, Rhone, Smythson, among others. The men’s shoe department wows with brands including Paul Smith, MCM, Salvatore Ferragamo, Vince, Y-3, and more.

Finding the perfect fit extends to the home department where shoppers can choose from a selection of brands only available at Bloomingdale’s in the state of Hawaii including Anne de Solene bedding, Donna Karan bedding, Frette bedding, Hudson park bedding, Kelly Westler bedding, Oake bedding, Pratesi bedding, Sferra bedding, Sky bedding, Abyss towels, John Robshaw towels, Hudson Park towels and Matouk towels. In between browsing, shoppers can stay energized by stopping by the iconic 40 Carrots restaurant and grabbing a quick bite prepared by notable chef, Jon Matsubara.

The overall shopping experience will be enhanced by technology utilized throughout the store. Smart fitting rooms are equipped with wall-mounted tablets offering customers the ability to view product availability and communicate with selling associates. The selling associates will utilize handheld devices allowing for instant access to product information, as well as quick and easy point-of-sale mobile transactions. Mirrors with touch-screen lighting options also provide an optimal environment for trying on the latest trends. All fitting room areas contain communal tables with charging stations where guests can mingle and reboot. A seamless and convenient omnichannel experience is priority as supported with additional services offered to customers including: buy online, pickup in store, same day delivery (within a certain radius), and international shipping of in-store purchases.

True to Bloomingdale’s DNA, the company will be supporting local charities in celebration of the Ala Moana opening and beyond. Bloomingdale’s will be making a donation to each of the following 10 local charities: Bernice Pauahi Bishop Museum, Boys & Girls Club of Hawaii, Friends of Iolani Palace, Honolulu Museum of Art, Honolulu Theatre for Youth, Joyful Heart Foundation, Kapi’olani Health Foundation, Kōkua Hawai’i Foundation, Nā Kama Kai and the Outrigger Duke Kahanamoku Foundation.

The highly anticipated grand opening festivities kick off on Thursday, Nov. 12 at 8:45 a.m. as part of Ala Moana Center’s Ewa Wing expansion celebration, followed by a ribbon-cutting ceremony and store opening at 9:30 a.m. Shoppers are invited to attend the Grand Opening celebration followed by an exciting day of shopping featuring 10X points for Loyallists. To become a Loyallist, visit

Beginning with the Ala Moana opening, Bloomingdale’s will be rolling out an International Loyalty Club catering to international tourists. Enrolled customers can earn points on their purchases to be redeemed for perks such as gift cards, in-store services including hotel delivery and car service, and special local-experiences such as surfing lessons.

Be sure to follow @bloomingdales on social media for the latest news on the Ala Moana location and join the conversation with #alohabloomies.

The brand new Ala Moana location will be led by Vice President and General Manager Carolyn Edward and feature all of the brands Bloomingdale’s is famous for in addition to new and exclusive offerings. For a full list of designers and any additional information, please contact Julia Austin in the Bloomingdale’s Public Relations office at

SOURCE: Macy’s, Inc.

Frank Blake elected to Macy’s, Inc. Board of Directors

CINCINNATI, 2015-11-12 — /EPR Retail News/ — Frank Blake, recently former chairman and chief executive officer of The Home Depot, has been elected to the Macy’s, Inc. (NYSE:M) Board of Directors. Blake’s election increases the size of the board to 14 members.

Blake, 66, was named Home Depot’s chairman and chief executive officer in 2007 and served in that capacity until retiring as CEO in November 2014 and as chairman in February 2015. He joined Home Depot in 2002 as executive vice president for business development and corporate operations, with responsibility for real estate, store construction, credit services, strategic business development, growth initiatives, call centers and the home services business.

“Frank Blake is an outstanding addition to Macy’s, Inc.’s board, which is one of the strongest and most diverse in our industry,” said Terry J. Lundgren, chairman and chief executive officer of Macy’s, Inc. “Frank has deep operating experience and will be helpful as we seek continuous improvement in execution, especially in our stores organization. At Home Depot, he created a service culture and stressed employee engagement in leading one of America’s largest retailers through a period of exceptional growth and success. Moreover, he is deeply experienced in corporate governance and the management of large and complex organizations. We look forward to his guidance and counsel as Macy’s, Inc. pursues new directions in serving customers at a time of evolving shopping preferences and patterns.”

Prior to joining The Home Depot, Blake served as deputy secretary of the U.S. Department of Energy, where he managed operations, led policy decisions and oversaw a $19 billion budget. Previously, he served in a series of senior roles at General Electric, including senior vice president for corporate development and general counsel of GE Power Systems. Earlier in his career, Blake served as general counsel to the U.S. Environmental Protection Agencyand deputy counsel to Vice President George H.W. Bush.

Blake received his bachelor’s degree from Harvard University and a law degree from Columbia University Law School.

Dividend Declared

The board of directors of Macy’s, Inc. today declared a regular quarterly dividend of 36 cents per share on Macy’scommon stock, payable Jan. 4, 2016, to shareholders of record at the close of business on Dec. 15, 2015.

Macy’s, Inc., with corporate offices in Cincinnati and New York, is one of the nation’s premier retailers, with fiscal 2014 sales of $28.105 billion. The company operates approximately 900 stores in 45 states, the District of Columbia,Guam and Puerto Rico under the names of Macy’s, Bloomingdale’s, Bloomingdale’s Outlet, Macy’s Backstage and Bluemercury, as well as the, and websites. Bloomingdale’s inDubai is operated by Al Tayer Group LLC under a license agreement.

All statements in this press release that are not statements of historical fact are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements are based upon the current beliefs and expectations of Macy’s management and are subject to significant risks and uncertainties. Actual results could differ materially from those expressed in or implied by the forward-looking statements contained in this release because of a variety of factors, including conditions to, or changes in the timing of, proposed transactions, prevailing interest rates and non-recurring charges, competitive pressures from specialty stores, general merchandise stores, off-price and discount stores, manufacturers’ outlets, the Internet, mail-order catalogs and television shopping and general consumer spending levels, including the impact of the availability and level of consumer debt, the effect of weather and other factors identified in documents filed by the company with the Securities and Exchange Commission.

(NOTE: Additional information on Macy’s, Inc., including past news releases, is available at

Source: Macy’s, Inc.

Macy’s, Inc.
Media – Jim Sluzewski, 513-579-7764
Investor – Matt Stautberg, 513-579-7780

Kesko in CDP’s Climate A List for the first time

Kesko rose to CDP’s Climate A List for the first time scoring the maximum 100 points. The globally established list consists of 113 selected leading companies considered to be operating in an exemplary manner in the mitigation of climate change. The K-Group’s systematic climate work is based on the long-term commitments and energy efficiency objectives of Kesko’s responsibility programme.

HELSINKI, Finland, 2015-11-12 — /EPR Retail News/ — Kesko was selected as one of the world’s leading companies to the Climate A List with the best possible score of 100 points.

Kesko was also included in the Nordic Climate Disclosure Leadership Index (CDLI) for the fifth consecutive time. Kesko was awarded the full 100 points also in this index.

  • International recognition is proof that the K-Group’s long-term responsibility work is in the world’s top class and focused on the right things. The mitigation of climate change has been one of the key objectives in Kesko’s responsibility programme for many years already. We are systematically reducing our environmental impacts in cooperation with the entire supply chain and help our customers make choices for the benefit of the environment, says Kesko’s President and CEO Mikko Helander.

The companies that achieve a position on the Climate A List and the Climate Disclosure Leadership Index are defined by the independent organisation CDP. An assessment by CDP has been requested by 822 investors, whose combined investment assets total over a third of the world’s invested capital.

Thousands of companies annually submit information to CDP on their work in climate change mitigation and the reduction of carbon dioxide emissions. The best 5% of the assessed companies, 113 this year, are included on the Climate A List.

Energy efficiency at stores, in transportation and products

Kesko has signed the trading sector energy efficiency agreement and committed to improving its annual energy efficiency by 65 GWh by the end of 2016 through various saving measures. By the end of 2014, Kesko had improved its energy efficiency by 59 GWh and achieved 90% of the objective.

Stores’ energy-efficient solutions, such as lids and doors of refrigeration equipment, recovery of condensation heat, refrigeration units using carbon dioxide, and adjustable and directional lighting, generate significant energy savings.

The emissions from Keslog’s transportation are reduced through, for example, route planning, reverse logistics, two-tier trailers and training in economical driving style.

In autumn 2015, Kesko’s grocery trade, Gasum, Myllyn Paras and Wursti entered into cooperation where biogas produced from biowaste collected from retail stores is utilised as energy in the manufacture of new Pirkka products.

Further information is available from Kesko’s Matti Kalervo, Vice President, Corporate Responsibility, tel. +358 50 306 4081.

Read more about the K-Group’s responsibility work and its results at:

Kesko in sustainability indices:

CDP’s Climate A List and the Global Climate Change Report 2015 have been published at:

Kesko ( is one of the Global 100 Most Sustainable Corporations in the World. We are a retail specialist whose chains have about 2,000 stores in the Nordic and Baltic countries, Russia, and Belarus. Our stores offer quality to the daily lives of consumers.

SOURCE: Kesko Corporation

New kind of K-food store opened in Myllypuro, Helsinki

A new kind of K-food store opens in Myllypuro, Helsinki on 5 November. K-Myllypuro does not belong to any of the current K-food store chains, but is the K-Group’s test store where Kesko, in cooperation with the retailer entrepreneur, boldly experiments with various food store concepts and models. The test store also takes customer-orientation to a completely new level – customers decide how the store, its selections and services will develop in the future.

HELSINKI, Finland, 2015-11-12 — /EPR Retail News/ — K-Myllypuro is an example of the implementation of the K-Group’s strategy and open-minded experimental culture. Agility enables fast testing of ideas in practice.

“We have been actively looking for influences from the world and studied both international and domestic retailing trends. Currently, our customers particularly value a food store’s location nearby and availability of local products, ease of shopping, and wide selections of fresh products, which also form the core of the test store. Our aim is to create a new food store concept for Finland, and the test store is an important step on this road,” says Jorma Rauhala, Senior Vice President for Kesko’s grocery trade.

Customers have been invited to join in the planning of the new store from the very beginning. The customer panel consisting of local residents started its work even before the opening.

“When building the new concept, one of the key issues is to adapt the store to the wishes of local customers, that is, the store is tailored to look like its customers,” says Rauhala.

Based on customer feedback and wishes so far, special attention has been paid to smooth and easy shopping. The name with a strong connection to the residential area was also suggested by the customer panel.

“While the store is opened in the current format, it may be somewhat different in a year’s time. We will collect feedback on store operations from local customer panels, for example, and develop our operations based on this,” says Aleksi Tapani, retailer of K-Myllypuro.

K-Myllypuro provides all products for daily cooking. The focus is on fresh products and the K-Group’s own brands: the versatile and low-priced Pirkka and the budget brand K-Menu. The store also sells selected batches of items at very low prices.

Further information:
Aleksi Tapani, K-retailer, tel. +358 50 4219944
Mika Rautiainen, Vice President, marketing and concept services, tel. +358 50 4136584

See the video presenting K-Myllypuro (in Finnish)

SOURCE: Kesko Corporation