Nordstrom Executive Memo

Nordstrom (NYSE: JWN) was founded in 1901 by John W. Nordstrom and Carl F. Wallin in Seattle, Washington[1]. Over the next two decades, Wallin & Nordstrom grew and they opened a second location in Seattles University District[1]. As the company expanded into the largest independent shoe chain in the United States, Nordstrom began to explore additional product lines by expanding into clothing[1]. Today, Nordstrom has annual revenues exceeding 14 billion dollars per year and operates three hundred and fifty seven stores in forty states. Although Nordstrom has experienced incredible success since their inception, the organization has realized declining sales in their retail stores. In order to combat a change in

The mission of Nordstrom is to provide outstanding service every day, one customer at a time by offering the customer the best possible selection, quality and value. And their vision is to serve their customers better, to always be relevant in their lives and to form lifelong relationships and while serving their customer face-to-face is the foundation of how they’ve historically served them. Today, customers seek their

Nordstrom has been known in the industry for its Cult like culture and also has a reputation that if a Nordie is able to sustain the culture they will be able to earn best in class income in the retail world. But, due to questionable employee goal setting practices and associated misalignment of management incentives, Nordstrom is facing serious backlash from various factions, particularly from employees and regional labor groups. The situation has overflowed to the media and the resulting negative publicity is hurting Nordstrom’s case even further.

Macy’s Inc. is one of the oldest enterprises in the United States, belonging to the department stores industry. (Hoovers.com) It is a national brand, owning 850 department stores. During the development of the company, there had several key decisions that were beneficial for the company. However, in recent years, the competitions in department stores industry become more and more serious.

One of those weaknesses being the high concentration in the state of California. Looking at the coverage of the Full-line and Rack Nordstrom stores, there is heavy presence in the east and west coasts. When comparing Nordstrom to its competitors, Nordstrom has little to no presence in the Mid-West. With such a heavy concentration on a geographic location like California, the economic condition of the location risks a high influence on the company's sales.  Unlike Macy’s, who has just announced the closure of one-hundred stores nationwide, Nordstrom is continuing to increase their store counts, with 20 stores opening in 2017 (five in California).  To grow out of this weakness and not have to produce closures in stores like Macy’s, further concentration in other geographic markets would reduce the economic risk of focusing on California

g. The stock price at the end of the 2010 fiscal year was $40.91(Jan 28, 2011) compared to $34.54 at the beginning of the 2010 fiscal year (Jan 29, 2010). Company stock was at a low point at the beginning of the 2010 fiscal year. It reached a peak value of around $46 in April. The stock reached a low point around $28 in September. It climbed up to $42-$43 by early November. It was quite stable from November to end of fiscal year. The stock price for Nordstrom, Inc (JWN) was 50.67 on 10/10/11.

Nordstrom has done a lot to their technology department since 2009 to compete with competitors in the online market. If there were ideas that I could suggest for them, I would say that in their search area on the sites, they can still add more functions, such as a rating system where customers can rank the product on how good it is. Companies such as Macy’s and Nike have a customer rating system for clothing, so buyers know which products are being liked and which ones aren’t. Also, in the online inventory, Nordstrom needs to include which products are new, and which ones are old because it is not listed on their site. Companies such as Nike, Banana Republic and Macy’s all have a “new arrival” tab on their website while Nordstrom does not. Those would be the only inventory management overhaul ideas I would recommend to them. As far as stretch goals are concerned, I

Based on Talbots filing of the 10-K, net sales in FY 2005 were $1,808,606 compared to $1,697,843 in FY 2004, an increase of 6.5%. Operating income was $152,148 in FY 2005, compared to $142,115 in FY 2004, an increase of 7.1%. Cash flow from operations was 12% of sales, or $211,438 for FY 2005, compared to $155,223 for FY 2004. Total revenues for the year rose 7% to approximately $1.8 billion. Comparable store sales also grew at a modest 2.6%. Comparable store sales were positive in each of the first seven months of FY 2005, driven by a healthy sales performance across the U.S..

This report examines the value of Nordstrom Inc. stock and offers existing shareholders and prospective shareholders an insight into the value of the company. The purpose of this report is to provide potential shareholders with information as to why they should buy into the company and existing shareholders with information as to why they should hold their stock.

23. The Nordstrom family, which owns forty percent of the company’s stock, recently added four

The store quickly gained a loyal following due to their amazing customer service and quality. In 1923 they opened their second store. In 1928 John Nordstrom retired and sold his shares of the company to his son’s Elmer and Everett. Wallin retired a year later and also sold his shares to the Nordstrom sons. In 1933 a third son Lloyd joined the team. The Nordstrom brothers purchased Best Apparel, a Seattle based clothing store in 1963. Three years later Nordstrom purchased a Portland fashion retail store and added a shoe store to create Nordstrom Best. Men’s clothing and children’s wear were added in 1966, and within two years two new stores opened in Washington. In 1968 the three brothers decided to retire and hand the company over to a third Nordstrom generation. In 1973 Nordstrom sales passed the $100 million mark, the company was recognized as the largest volume west coast fashion specialty store, and the name was formally changed to Nordstrom inc. In 1975 the company had expanded into Alaska, and the first Nordstrom Rack was opened in Seattle. By 1978 the company had moved into the competitive California market. In 1988 Nordstrom had made a move to the East coast with the opening of their new store in Virginia, and have continued opening Nordstrom and Nordstrom Rack stores ever since.

Nordstrom, created in 1901 by John W. Nordstrom as a small shoe store in Seattle, Washington, is a major department store located in the United States and Canada. At Nordstrom you can find apparel, home goods, shoes, and accessories for your daily lives. Nordstrom has over 300 stores located in 40 states and has become one of the top department stores through their innovative tactics, great customer service, welcoming store environment, and their wide range of brands and products.

Opportunity: the company should try to expand its horizon by opening its retail outlets in even small townships. Secondly, the retail chain should try to specialize in selected items like home building materials, apparels for children or youth etc. The American family has also changed dramatically in the past decade. Because of this Nordstrom has changed its focus toward the individual. Ten years ago, it would not be a common sight to see moms shopping with their children, or dad’s waiting on the couch by the escalator with their children. Now days, it is almost unheard of to see families walking around the store. Teenagers, women, and men all come alone or with their significant other.

The primary challenge Nordstrom faces in the current retail climate would have to be the ability to keep a high level of quality service and products. They also must be able to change with the times keeping their merchandise current. The way that other big name retailers of their type such as Macy’s advertise can also be a challenge too.

Cash on hand is $398 million. This is only a $110 million increase from December 31, 1999. This means relatively little, as the cash flows for the corporation is what really matters.