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Friday, September 5, 2008

Boscov's gets approval for bankruptcy financing


NEW YORK, Sept 4 (Reuters) - Bankrupt U.S. department store chain Boscov's Inc said on Thursday it has received final court approval for financing that will allow it to continue operating during bankruptcy.

Boscov's, which calls itself the largest U.S. family-owned full service department store chain, said the U.S. Bankruptcy Court in Delaware approved $250 million of debtor-in-possession financing from Bank of America Corp (BAC.N: Quote, Profile, Research, Stock Buzz), in a hearing on Aug. 29.

The company filed for bankruptcy protection from creditors on Aug. 4, citing a decrease in consumer spending and inability to locate new equity investors. The chain is closing some stores and exploring a possible sale. (Reporting by Emily Chasan, editing by Gerald E. McCormick)


Source: Reuters

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The Squishy Results At Sears Holdings


When companies hit hard times, it pays to keep a close eye on their financial reporting for signs they may be overstating their strength.

Take Sears Holdings' second-quarter results. Alongside slumping sales and earnings, there was a bright spot: a sizable drop in selling and administrative costs.

That contributed to a 4.2% pop in the stock price when earnings were posted Aug. 28. But Sears subsequently released a filing with the Securities and Exchange Commission showing the expenses in question were substantially reduced by insurance payments relating to a matter from March 2000.

That is hardly a recurring source. Arguably, it should have been flagged in the earnings release, especially because another one-time gain, a reversal of legal reserves, was clearly broken out.
The numbers involved aren't a trifle.

Sears, led by Chairman Edward Lampert, said second-quarter selling and administrative costs fell $46 million year-on-year, excluding the reserve reversal. The retailer added that the $46 million drop came "mainly as a result of our focus on controlling costs."

But the subsequent SEC filing said the insurance payment reduced selling and administrative expense at Sears-branded U.S. stores by $23 million, which is more than 12% of companywide second-quarter operating income of $187 million.

Sears responds that the insurance payment was offset by other special items, thus keeping its cost-reduction claims intact. But those $22 million in offsets, which weren't disclosed in the SEC filing, include legal charges, store closures and severance payments, which sound like general costs of doing business.

If not, Sears might want to break them out as exceptionals in its next filing.

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Shoppers are changing their buying habits


If they need it, they will come – but they're spending less.

That's the shopper cadence major retail chains have seen this back-to-school season. After spending economic stimulus checks in early summer, shoppers delayed any further purchases, and sales finally picked up in the last week of August.

What does that mean for Christmas?

While the last quarter of 2007 gives stores some easy comparisons, weakening trends suggest the holiday shopping season could be another last-minute nail-biter for an industry that lives by the fourth quarter.

Three out of four consumers said the downturn in the U.S. economy has significantly or somewhat changed how they shop this year, according to TNS Retail Forward Inc.'s ShopperScape August survey.

"Signs suggest that retail spending will resume a weakening trend through the end of the year," said Frank Badillo, senior economist at TNS Retail Forward.

The International Council of Shopping Centers index of major chains rose 1.7 percent in August, below the 2 percent that had been forecast.

Excluding Wal-Mart Stores Inc.'s better-than-expected 3 percent increase, August's results are unchanged from a year ago.

Ways to save

In August, shoppers looking for ways to save boosted warehouse clubs' results and Wal-Mart's market share. Most teen specialty stores posted worse declines than expected.

Inflation lingers. Goldman Sachs analysts said in a report Thursday that they are skeptical of companies' ability to pass on increases given tepid consumer spending forecasts.

Most executives, appearing at the investment firm's annual retailing conference this week, said they can maintain margins by controlling inventories and expenses.
Retailers are, by nature, optimistic.

Zale Corp. has a new "Celebration" diamond collection for this holiday season complete with sleek new gift boxes, because chief executive Neal Goldberg says shoppers still mark special days with gifts of fine jewelry.

J.C. Penney Co. chairman and chief executive Myron "Mike" Ullman has typically used the term "appointment shopping" to describe shoppers' habits of returning to the mall en masse for key periods such as back-to-school and Mother's Day.

Lately, Mr. Ullman has expanded the definition to describe the current consumer sentiment. Business isn't bad when shoppers have a purpose.

Shorter holiday season

The days between Thanksgiving and Christmas are the industry's biggest "appointment" period, and this year it's shorter by five days, including one weekend.

In some ways that might make it better, Mr. Ullman said, because shoppers may feel the urgency to focus on their holiday shopping after the initial post-Thanksgiving rush.

Conservative spending trends are trickling up the income ranks. Neiman Marcus, Nordstrom and Saks Fifth Avenue posted weaker August sales results.

Dallas-based Neiman Marcus Inc. reported a 0.5 percent decline in August comparable sales.
Saks Inc.'s decline of 5.9 percent follows an 18.2 percent increase a year ago.

Upscale chains were holding up, but now they're reflecting higher-income shoppers pulling back, Mr. Badillo said.

"That will be part of the story the rest of this year."

SHOPPING HABITS

People are changing the way they shop, according to TNS Retail Forward's August survey:

How much has the downturn in the U.S. economy changed how you shop this year?

Significantly 33%
Somewhat 42%
Not very much 20%
Not at all 5%

How has your shopping behavior changed this year? (Asked of those who answered "significantly" or "somewhat")

Taking advantage of good sales/deals 67%
Buying only things I truly need 66%
Buying fewer things 56%
Shopping less often 54%
Doing more price comparisons before making a purchase 53%
Buying fewer luxury items 51%
Postponing purchases 47%
Using more coupons 47%
Buying less expensive versions of products 44%
Buying more store brands instead of national or high-end brands 43%
Buying only items needed in the near term 40%
Doing more shopping at discount and value retailers 37%
Using/keeping items longer before buying replacements 35%
Trading down to less-expensive brands 33%
Buying in bulk quantities 23%
Stocking up on items expected to rise in price 22%
Other/some other way 4%

Source: Dallas Morning News

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Staples Not Pulling Back on Openings


FRAMINGHAM, MA-Despite a second year of declining comp-store sales Staples remains on track with its 2008 expansion plans, executives said at the company’s second quarter conference call.

The company will open approximately 100 stores in North America this year, in line with original projections. During the quarter, the company also opened three stores in Portugal and its first unit in South America, in Argentina.

"We are maintaining our strong pace of new store openings," said Michael A. Miles, Jr., president and COO.

During the last quarter, the company finalized its acquisition of Corporate Express. Integration is proceeding well, the company said.

For the quarter, total company sales were $5.1 billion, up 18% from the second quarter of 2007. Net income was $150 million, a 16% drop. North American comparable store sales declined 7%. Comparable store sales in Europe also declined 7%.

At the end of the quarter, Staples operated 1,802 stores in North America, 337 stores in Europe, 31 stores in China, and one store in Argentina.

Source: GlobeSt.

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74 Bank, Retail Properties Gain Buyer Interest


NEW YORK CITY-Locally based Carlton Advisory Services Inc. is conducting the sealed bid auction of Gramercy Capital Corp.'s 74 properties it acquired earlier this year from its $3.3-billion purchase of Jenkintown, PA-based American Financial Realty Trust, as GlobeSt.com earlier reported. Howard Michaels, chairman of the firm, tells GlobeSt.com that the properties are being marketed predominantly on an individual basis.

The sale of the outstanding bank branch and retail property assets have a set bid date of Oct. 13, 2008. Gramercy tells GlobeSt.com that they decline to comment at this time. The portfolio is geographically diverse; it includes assets in 19 states, although most of the assets are located on the east coast with particular concentrations in Florida, Alabama, Pennsylvania, Georgia and Virginia. Most of the portfolio’s properties are primarily vacant former bank branches, although 12 are cash flowing assets and are fully or partially leased to existing bank tenants.

Michaels tells GlobeSt.com that Carlton will consider selling the 12 cash flowing properties as a block to an investor. In addition, he says, "we would consider selling the portfolio to one or two buyers." Carlton executives, Thomas McCarthy, managing director, John MacConnell, vice president, and Sandy Myer are handling the sale for Carlton.

"Buyers have definitely shown a ton of interest," Michaels tells GlobeSt.com. "These are good retail investment properties all located in prime areas." He continues to say that "these assets are former and current bank branches that are all located in high visibility areas. Retailers, such as restaurants, fast food, regional banks, clothing stores, would love to purchase these properties, especially since they can buy the properties at a good price."

Michaels says that the properties, which total 275,000 sf, excluding the six land only assets, range in value from $200,000 to $3 million. As for why Gramercy intended to sell the assets, Michaels says that due to the size of the portfolio that the New York City-based firm bought from American Financial Realty Trust, "these assets are non-core assets and represent the last remaining vacant properties that are not accretive to Gramercy." Furthermore, he notes, "these assets will sell for very good prices."

Source: GlobeSt.

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Thursday, September 4, 2008

Discount stores score big in August


Consumers flock to low-cost stores such as Wal-Mart, Costco and BJ's in back-to-school season, abandoning higher-end retailers such as Abercrombie, The Gap, Limited.

NEW YORK (CNNMoney.com) -- Consumers nervous about the weak economy abandoned higher-end clothing store chains for discount retail giants such as Wal-Mart, Costco and BJ's, which reaped back-to-school sales in August.

"Americans haven't slowed their spending," said Ken Brown, president and retail analyst with ResearchConnect.com. "They just moved their spending, from some of the retailers with bigger-ticket items to the discounters."

That was why the August same-store sales for Wal-Mart, BJ's and Costco increased and trounced analysts expectations, while sales plunged for Abercrombie & Fitch and The Gap, experts said.

"This is Wal-Mart's year to eat share," said Dean Hillier, retail expert with management consultant firm A.T. Kearney.

The discount stores
Discount stores tend to thrive in a weak economy, because many consumers perceive low-cost retailers as the best places to stretch their dollars in purchasing necessities. Some analysts had expected - incorrectly, it turned out - that discount retailers would experience a softening in sales as the government-issued stimulus payments that came out in the spring and summer dried up.

Wal-Mart (WMT, Fortune 500), the leading retailer in the world in terms of annual sales, said Thursday that sales at stores open at least one year increased 3% during the four weeks ended Aug. 29, compared to the same period last year. The figure didnot include fuel sales.

A consensus of analysts interviewed by Thomson Reuters had expected a gain of 1.6%.

"Quite honestly, I think their brand is a comfort zone for consumers during bad economic times," said Hillier. "They're the trusted brand in uncertain times."

Wal-Mart, the biggest food retailer in the world, attributed the gain to strong sales in groceries and "health and wellness" products. The company also was lifted by back-to-school sales, and said that sales in certain electronics - such as flatscreen TVs, cell phones and GPS units - continued to do well.

Wal-Mart's U.S. sales, not counting its Sam's Club division and fuel sales, rose 2.8% in August, compared to the same period last year. Analyst consensus from Thomson Reuters had expected a gain of 1.4%.

BJ's Wholesale Club (BJ, Fortune 500) said Thursday that same-store sales jumped 15.4% in August, lifted largely by rising gas sales from inflation. BJ's beat analyst expectations of a 14.1% gain, according to a consensus of projections compiled by Thomson Reuters.

But even without gas, BJ's outperformed higher-end retailers with a same-store sales gain of 8%, matching the consensus projection from analysts. The company said that food was among its biggest sellers, with an 11% gain in sales of perishable foods.

Costco Wholesale (COST, Fortune 500), another top low-income merchant, reported Wednesday that same-store sales jumped 9% in August, compared to the same period last year. But the company still fell short of a consensus of analysts pooled by Thomson Reuters, who had expected a gain of 9.9%.

Costco said that its sales gain was bolstered by the 40% surge in the price of gasoline. Without gas, Costco said same-store sales rose 6%.

Higher-end retailers
August is generally a good month for retail sales, as parents and college students stock up on clothing and supplies before the start of the school year. But these shoppers stayed away from retailers of higher-end clothes, according to analysts, who noted that many consumers are simply continuing to wear the clothes that they own.

The Gap (GPS, Fortune 500), which owns Old Navy and Banana Republic, said that same-store sales fell 8% in August. This was much worse than the 1% decline experienced in August 2007, but it wasn't quite as bad as the 9.7% decline expected by a consensus of analysts surveyed by Thomson Reuters.

The worst-performing part of its business with Banana Republic North America, with a 14% plunge.

"I don't see those guys coming back any time soon," said Brown of ResearchConnect.com, referring to The Gap and other clothing retailers.

Abercrombie & Fitch (ANF) said same-store sales fell 11% in August, which wasn't as bad as the 7.9% projected by analyst consensus from Thomson Reuters. Limited Brands (LTD, Fortune 500), owner of Victoria's Secret and Bath & Body Works, reported that same-store sales fell 7% in August, slightly worse than the 6.9% decline projected by analysts.

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MA: Hanover draws Target to new retail center


Passing motorists see only boulders and tree trunks. But the town of Hanover envisions a retail hub for the site on Washington Street (Route 53) between Mill and Pond streets, and already has secured a prominent national retailer.

Target Corp. has agreed to set up shop in a 137,000-square-foot building that will serve as the anchor for the Washington Street Shopping Center complex. According to Town Planner Andy Port, the town hopes to have the store opened by late summer or early fall 2009.

The new Target will be the largest single retail store in Hanover, according to Port. While the Hanover Mall is larger in overall size, it houses dozens of individual retailers.

Though Target will serve as the centerpiece for the site, which is in its early excavation and grading stages, plenty of other construction is already planned.

The former Decathlon Sports building, which more recently housed a furniture retailer, will not be demolished. Instead, the existing structure is to be expanded and incorporated into the new complex.

"The building will be expanded by construction by 10,000 square feet," said Port. "This will house two large retail units, and will be about 50,000 square feet total."

Another new retail building will be constructed, and at 17,000 square feet, will house five smaller retail units.

To make the center more than just a shopping destination, two restaurants, at 6,000 to 7,000 square feet each, are also planned for the site. Tenants for the smaller retail units and restaurants have yet to be confirmed.

The Washington Street Shopping Center project was bolstered by the continuing road-widening project along Route 53. "The road-widening has been in the works for a while, but Target probably wouldn't have found the site as beneficial without it" and would have had to pay to widen the road in order to prevent backups, Port said.

Due to the anticipated increase in traffic from the shopping center, Target will be required by both Massachusetts and town law to install a lighted intersection and turning lanes to facilitate entering and exiting the complex, similar to those just up the road at the Hanover Mall.

Source: Boston Globe

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Kohl's To Cut '09 Store Openings, To Emphasize Exclusive Brands


Kohl's Corp. (KSS) said Wednesday it will cut its 2009 new store openings to 50 from 90, but sees the money saved as aiding opportunities for expansion from coming "consolidation" in the retail industry.

"We are keeping our powder dry" for consolidation of retailers and retail outlets that will come in the next few years, or as soon as "the next six months," said Kohl's Chairman Larry Montgomery.

Montgomery, who relinquished the title of chief executive to Kohl's President Kevin Mansell last month, spoke in New York City at a retail conference sponsored by Goldman Sachs.

Kohl's said last year it would have 1,400 stores by 2012, but now isn't expected to reach that number as soon. Montgomery did not give a timeframe.

As for the 50 openings for next year, "We want to be prudent" given economic conditions and also have cash on hand for opportunistic acquisitions, Montgomery said.

The company also plans to play up its exclusive lines from designers like Vera Wang and introduce new ones. Its own private-label products are also going to be a focus.

Both exclusive and private-label lines generally carry higher margins than branded products from outside companies.

When it comes to producing its apparel, Kohl's plans to be nimble by doing more in Vietnam and Central America as inflation in China grows, Montgomery said.

He added that Kohl's also plans an early start to its holiday promotion season in the U.S.

Source: Morningstar.com

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H&M Defies Retail Gloom


As a purveyor of stylish clothing at reasonable prices, retail chain H&M looks at the economic slowdown as an opportunity to expand

With the credit crunch in full swing, retailers around the world are slashing prices and shuttering shops. But Sweden's Hennes & Mauritz (HMB.ST), a pioneer of cheap but chic fashion, is managing to buck the trend: opening stores, entering new markets, and adding new brands. "Our strategy is based on the concept of fashion and quality at the best price," says H&M Chief Executive Rolf Eriksen. "It helps us stay balanced even during economic downturns."

Defying tough times, H&M will enter one of the world's most competitive fashion markets with the opening of its first store in Japan on Sept. 13. The initial outlet, in Tokyo's Ginza shopping district, will be followed by a second store in Harajuku on Nov. 8. At the same time, H&M will also launch its latest high-profile design collaboration with Japanese designer Rei Kawakubo, the founder of cutting-edge fashion brand Comme des Garçons. A third Japanese store in Shibuya is expected to open next fall.

The fashion chain's arrival is bound to thrill members of its Japanese H&M fan club, who already number 20,000. "With H&M's track record in entering new countries, the strong interest in fashion in Japan, and the existing H&M fan club, H&M has a good chance of doing well there," says Erik Sandstedt, retail analyst at Kaupthing (KAUP.ST) bank in Stockholm.

A Global Expansion

Indeed, as a purveyor of stylish clothing for reasonable prices, H&M sees the economic slowdown as an opportunity to expand. With its entry into Japan, the company will boast more than 1,600 stores in 30 countries, including China, where it launched in 2007. Over the next year, the company plans to increase the number of its stores by as much as 15%, focusing expansion on the U.S., Europe, and Japan.

As economic conditions worsen, H&M, which leases its store sites, is finding it easier to secure prime locations at better terms, especially in the U.S., where the company now has 153 stores, mainly on the East and West coasts. "We're getting much better deals now that we are a known player in the U.S." says H&M's head of investor relations, Nils Vinge. "Landlords are approaching us."

How is H&M managing to thrive in what many observers call the toughest trading conditions in decades? Credit a relentless focus on costs that extends from the company's merchandise to its business model. For starters, H&M's average sale prices are lower than those of its main rivals, Spain's Zara, owned by parent company Inditex (ITX.F), and the Gap (GPS). This will enable the Swedish chain to gain "market share in the current downturn, as consumers trade down in search of better value," says Kaupthing analyst Sandstedt.

The Outsourcing Advantage

H&M's biggest advantage is its business model. A team of 100 in-house designers works with buyers to develop the clothing, which is then outsourced to a network of 700 suppliers, more than two-thirds of which are based in low-cost Asian countries. Not owning any factories, "H&M can be more flexible than many other retailers in lowering its costs," says Raphaël Moreau, retail company analyst for market research firm Euromonitor International in London.

So far, it has proved a lucrative formula. Operating profits for the year ended Nov. 30, 2007, were up more than 20%, to $2.8 billion, on sales of $11.9 billion, up 14.5% from the previous year. Brokerage Sanford C. Bernstein estimates that 2008 operating profits will grow by nearly 15%, to $3.2 billion, and sales will rise 12.6%, to $13.4 billion.

Hoping to fuel future growth, H&M has added a number of new brands to its portfolio. In March 2007 it launched its first new retail brand, called COS (Collection of Style), in London. The new chain, which has now expanded to 12 stores in major European cities, is more upscale and targets an older customer than the core H&M brand, offering apparel and accessories for men and women at higher prices.

A Huge Potential

Last year, H&M also made its first acquisition since the company was founded in 1947, taking majority control of Sweden's Fabric Scandinavien in May. The four-year-old company owned two hip Swedish properties: Monki, a 12-store chain aimed at teenage girls, and the smaller Weekday, whose six stores sell a mix of outside labels and house brands such as über-trendy Cheap Monday jeans (which are also sold through 1,000 other retailers including Barneys New York). Both chains are still small in size and limited to Sweden, at least for now. But there's huge potential to make the new businesses more efficient and expand internationally by having access to H&M's sourcing and logistics, says Vinge.

By experimenting with new brands, H&M is taking a page from the playbook of rival Inditex. The Spanish group, which recently overtook Gap as the world's largest fashion retailer by sales, owns seven different brands including its flagship Zara chain. Many analysts reckon it's an approach that offers the best opportunity for growth. "The multiformat strategy allows mass fashion retailers to cover a broader market space, both in terms of price points and fashion content," says Luca Solca, senior research analyst at Sanford C. Bernstein in London. The challenge for H&M will be sustaining it, no matter what happens to the economy.

Source: Business Week

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Fed Gives Mixed Report on Massachusetts Economy


Commercial real estate and manufacturing are rough spots in the local economy while biotech and information technology are doing better, the Federal Reserve Bank of Boston reported Wednesday in the latest version the economic conditions survey often referred to as the "beige book."

The report reflects conditions as described to Fed bankers and researchers by members of the business community.

Commercial real estate continues to lean "toward the negative," the report states. One downtown Boston commercial broker told the Fed the market is " 'still slow, but not dead,' with very little new job creation to bolster demand."

The report adds: "The outlook remains downbeat and some contacts say it has worsened."

Residential is also worse year over year, with sales volume and prices down significantly.

Manufacturers and their suppliers have struggled. Two third said sales or orders were "flat to down year-over-year in the second quarter or more recent months," the report states. Looking toward 2009, half of manufacturers said they were "cautiously optimistic" and half said they were "anxious and concerned," according to the report, and described conditions as "challenging" and "volatile."

Most retailers reported year-over-year sales increases for June and July. Some retail contacts told Fed researchers consumers are "cautious" and "more focused on seeking value because of the economic downturn."

Tourism in Boston has been "surprisingly good," with declining room rates but growth in visitor traffic to museums and other attractions.

"Business and international travel both remain strong," the report states.

Information Technology companies reported business was "flat to favorable" in the second quarter. Almost all reported year-over-year revenue growth.

"Through the end of the year, most responding firms are projecting continued growth, but at a somewhat slower pace than recently," the report states.

Staffing industry representatives reported a mixed bag. Demand has been strong for workers in biopharmaceutical, manufacturing, software and Web-development. But financial and engineering companies are showing reduced interest in hiring.

Source: Boston Business Journal

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MA: Washington Square Plaza Fetches $10.3M


Hudson Retail Center Gets $220 PSF

A private partnership has acquired Washington Square Plaza in Hudson, MA, from local investors for $10.3 million, or about $220 per square foot.

The 46,512-square-foot shopping center is in the Concord/Maynard submarket on Route 85, Hudson’s primary means of access to Interstates 290 and 495. Anchored by CVS, this shopping center is 98% occupied.

The Jones Lang LaSalle team of James Koury and Nathaniel Heald represented the seller and procured the buyer.

Source: CoStar

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Aviation Plaza Sells for $92M




LINDEN, NJ-Aviation Plaza, a 642,500-sf power center along Route 1 and 9 in this Union County community, has been sold for just less than $92.4 million. Because Home Depot owns its own building, the transaction actually covers about 443,100 sf of that total space, so the trade factors out to just more than $208 per sf.

Milbrook Properties of Manhasset, NY now owns the six-year-old asset, picking it up from Aviation Tower LLC. Aviation Plaza was acquired as part of a 1031 exchange, reports Jeffrey Dunne, who with CB Richard Ellis’ New York Institutional Group colleague Todd Newman arranged the sale. In conjunction with Jim Gunning of CBRE Melody, the brokers also picked up financing for Milbrook of an undisclosed amount from Principal Real Estate Investors.

"This is the third 1031 sale that we’ve completed for Milbrook over the past 18 months," Dunne tells GlobeSt.com. "They are buying great real estate with Aviation Plaza, and they should fare very well with this investment. It’s an outstanding collection of best-in-class tenants."

The CBRE duo had previously arranged the sale of the property in June 2003 to Aviation Tower LLC, a group headed by Morristown-based SSR Realty Advisors, now known as BlackRock Realty Advisors. That particular deal came with a $54.5-million price tag, minus the Home Depot space, with Aviation Tower LLC buying the then one-year-old center from original developer Starwood Ceruzzi.

This past February, meanwhile, the original center was expanded with an additional, separately-owned pad site supporting a bank, theater and restaurant. The CBRE brokers subsequently arranged the sale of that expansion to as well Aviation Tower LLC for an undisclosed price.

Aviation Plaza takes its name from the 39-acre site it occupies within the former Linden Airport, a defunct general aviation facility. Besides the self-owned Home Depot store, the center is anchored by a ShopRite supermarket, Target, AMC Theaters, Marshalls, Staples, Old Navy and A.C. Moore. About 80% of the center’s tenant space is given over to national chains.

For new owner Milbrook, the acquisition comes as it celebrates its 75th anniversary as a business. The four-generation, family-owned company now has a portfolio of 80 retail, office and multifamily properties along the East Coast.

Source: GlobeSt.

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Gramercy Capital Corp. To Auction 74 Properties


NEW YORK CITY-As some of the last few conference calls have indicated, locally based Gramercy Capital Corp. is looking to sell the properties it acquired from American Financial Realty Trust earlier this year. The firm is auctioning off the 74 properties it inherited from the $3.3-billion purchase of the Jenkintown, PA-based company, and New York City-based Carlton Group Ltd. is conducting the auction.

Gramercy tells GlobeSt.com that they "decline to comment at this time;" however an anonymous industry source, not involved in the deal, confirms that "the auction is happening," and it is really more of a "cleaning-up process" that the company intended to do all along. Carlton Group did not respond to GlobeSt.com queries by deadline.

The properties consist of 68 bank branches and six pieces of land. According to the anonymous industry source, the value of the properties range anywhere from $100,000 to $2 million each. As a result of the acquisition of AFR, Gramercy added approximately 29.2 million sf of commercial real estate in 38 states and the District of Columbia to its $4.2 billion of debt investments, commercial real estate securities investments, net lease properties and other assets.

Source: GlobeSt.

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Wednesday, September 3, 2008

SUPERVALU Launches Its New Exclusive Culinary Circle(TM) Brand of Premium Foods


Culinary Circle delivers a casual restaurant meal experience at home, at a fraction of the time and cost of dining out


MINNEAPOLIS--(BUSINESS WIRE)--Sept. 3, 2008--At a time when consumers are increasingly looking for ways to stretch their food budgets without sacrificing quality and taste, SUPERVALU (NYSE: SVU) today announced the launch of its new Culinary Circle(TM) brand of premium food lovers' foods. The brand enables consumers to enjoy restaurant-quality food right at home easily and affordably, and is available nationwide at the company's family of grocery stores, including Acme, Albertsons, bigg's, Cub Foods, Farm Fresh, Hornbacher's, Jewel-Osco, Lucky, Shaw's/Star Market, Shop 'n Save and Shoppers Food & Pharmacy.
The Culinary Circle brand will initially feature more than 150 items in the deli, bakery, frozen and center store aisles. Offerings range from on-the-go meals, elegant hors d'oeuvres and gourmet spreads to high-end desserts and artisan breads. Culinary Circle products will be priced approximately 20 to 25 percent below casual restaurant food and about 10 to 15 percent lower than other premium national brands.

"The rising cost of gas and other household necessities makes it harder for many consumers to justify dining out as often as they'd like," said Chad Terrell, Culinary Circle brand manager. "Our line-up of chef-inspired Culinary Circle products is designed to bring affordable, quality meals to the dining room, and help meet the needs of consumers who love to eat out and sample different kinds of foods or indulge in the kinds of meals they simply don't have the time to make at home.

"Culinary Circle brings families back to their own dining rooms with the quality and unique variety of food found on casual dining restaurant menus," continued Terrell.

A recent study conducted by the Food Marketing Institute found that more than 70 percent of Americans are dining out less often due to economic concerns.(1) At the same time, consumers have become increasingly accustomed to a broader and more unique array of foods through restaurants, travel and televised cooking shows. So despite the economy, they continue to have high expectations for the foods they eat, seeking out meals with bold or unexpected flavors or delicious aromas.(2)

"Culinary Circle exemplifies SUPERVALU's continued focus on being a customer-centric organization," said Duncan Mac Naughton, executive vice president, SUPERVALU merchandising and marketing. "Significant research and understanding of consumer insights went into the development of the brand, which has enabled us to appeal directly to consumers' desire for premium products that help them recreate the casual restaurant experiences they've come to enjoy, at a fraction of the cost."

Inspired by the cuisine at some of today's most popular restaurants, Culinary Circle products offer the latest in flavor trends and are made with unique, fresh, high-quality ingredients. Choices in the Culinary Circle line range from traditional favorites to original items, some of which include:

Entrees
-- Pork Carnitas Enchilada Casserole
-- Rotisserie Chicken
-- Chicken Marsala over Linguini

Side Dishes
-- Rosemary Garlic Roasted Potatoes
-- Oven Roasted Vegetables

Soups
-- Chicken Noodle
-- Tuscan Tomato & Vegetable

Pizzas
-- Ultra Thin Chicken Alfredo
-- Ultra Thin Margherita
-- Rising Crust Spicy Italian Sausage

Frozen Desserts
-- Pineapple Upside Down Cake
-- White & Dark Chocolate Mousse Cake

Cookies
-- Key Lime White Chocolate Homestyle Crisp Cookies
-- White Chocolate Macadamia Nut Homestyle Crisp Cookies
-- Chocolate Brownie Soft & Chewy Cookies
-- Chocolate Chip Lava Cookies

Marinades
-- Jamaican Style Jerk
-- Raspberry Chipotle
-- Shanghai Five Spice Teriyaki

The story behind the circle

Each Culinary Circle package bears a semi-circular logo that evokes the drizzle of chocolate or a specialty sauce on a restaurant plate known as the "chef's mark," the finishing touch to fine dishes. Presented in palette-pleasing colors of espresso brown and metallic copper, the design adds a touch of elegance to the brand and the feel of a contemporary kitchen. Packages feature high-level photography that depicts the hand-created quality of the products, and copy that emphasizes the authentic ingredients or special cooking techniques that help bring each item to life.

Consumers can find easy recipes incorporating Culinary Circle products online at www.culinarycircle.com. The recipes include ideas for appetizers, entrees and desserts, and can be made by combining a Culinary Circle product with everyday grocery items. Many can be made in as little as 10 minutes, such as "Shanghai Chicken Wings" made with frozen chicken wings, Culinary Circle Shanghai Five Spice Teriyaki Sauce and green onions, or "Macaroon Key Lime Parfaits" made with key lime yogurt, kiwi fruit, raspberries and Culinary Circle Macaroon Pecan Chocolate Chip Cookies.

Culinary Circle joins several SUPERVALU private-label brands, including Wild Harvest(TM), Baby Basics, Java Delight, Homelife and Shoppers Value.

Source: Supervalu

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Shoppers Shift Shopping Patterns, Discount and Value Retailers Benefit


COLUMBUS, Sept. 2, 2008—Shoppers have shifted their shopping patterns as gasoline and food continue to grab a larger share of wallet. In American ShopperScape™ 2008, TNS Retail Forward reports that shoppers are trading down to save money and seeking one-stop shopping venues and stores closer to home to save time and gasoline. Discount and value retailers are benefiting from an influx of cost-conscious shoppers at the expense of conventional and high-end retailers. And, store brands are benefiting at the expense of national brands.

American ShopperScape™ 2008 analyzes the shopping behaviors of the thousands of consumers TNS Retail Forward studies as part of the company’s ongoing tracking survey.

“Shoppers’ strategies of spending less and migrating to lower-priced retailers are capable of shaking the retail landscape and creating seismic shifts,” comments Mandy Putnam, Vice President with TNS Retail Forward and author of American ShopperScape™ 2008. “As a result of shopper migration, retailers’ customer profiles are shifting. Some are shifting not just because they are gaining customers who are trading down, but because they are losing customers who are turning to even more value-oriented channels,” she adds. “Whether new patrons permanently adopt these retailers depends on how well retailers address the needs of their new customers and how well new patrons acclimate to shopping in less-familiar territory.”

What Shoppers and Other Household Members Are Doing to Drive Fewer Miles*

Planning errands to minimize the distance traveled 75%
Going to stores where I can do one-stop shopping 58%
Going to stores that are closer to home or work 55%
Doing more activities around the house instead of driving places 47%
Doing more online shopping 26%
Visiting friends and family that don’t live close by less often 23%
Reducing miles driven during vacations 17%
Walking/bicycling to places instead of driving 15%
Doing more carpooling 10%
Using public transportation 8%
Telecommuting to work/working from home more often 6%
Other 4%
*Among shoppers driving fewer miles to offset high gasoline prices (68%)

Source: TNS Retail Forward ShopperScape™, June 2008

American ShopperScape™ 2008 reports:

  • 26% of shoppers are turning to retailers other than where they usually shop to offset high gasoline prices. They are shopping more at discount and value formats and less at upscale and specialty retailers. In contrast, patrons of upscale and specialty formats report shopping them less often to get better deals elsewhere.
  • Power centers are gaining ground at the expense of regional malls and small strip centers. Frequent patronage at power centers increased by four percentage points (from 56% to 60%) between June 2007 and June 2008 as shoppers seek one-stop shopping venues to save on gasoline. In contrast, monthly patronage of regional malls and small strip centers continues to decline.
  • More shoppers use online shopping to save time than to save money. Shoppers are gradually shifting some shopping away from stores to Web sites, which may affect shopping patterns even more dramatically in the future given rising gasoline prices and time scarcity. Women, middle-aged and high-income shoppers are much more likely to shop online to save time than money.
  • Home improvement spending declined substantially year to year and home furnishings spending also weakened—both victims of a weak housing market. Reported spending for other merchandise groups—casual apparel, dress apparel, consumer electronics, groceries, and health and beauty care—remained stable.
American ShopperScape™ 2008 also explores six Shopping Modes—the ways shoppers approach their “customer journeys” in retail venues. While the majority of shoppers (62%) participate in Low-Cost Replenishment shopping, as more shoppers seek deals to offset pain at the pump and in the grocery aisles, the Thrill of the Hunt shopping mode is now a more likely motivator of the shopper journey.

“Knowing the primary shopping modes associated with particular channels and retailers helps retailers plan relevant tactics to meet the needs of customers during their shopper journeys,” states Putnam. “Addressing shoppers’ secondary modes can create compelling points of differentiation from the competition,” she adds.

Source: TNS Retail Forward

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PetSmart Cuts Store-Opening Plans


Focusing on building profits rather than sales, PetSmart is slowing its expansion in 2009 and beyond, executives said at the company’s second quarter conference call Plans now call for opening between 60 and 65 net new stores in 2009, and 50 to 60 new stores in 2010 and beyond. Earlier in the year, the company had projected a 20% cut in new store growth in 2009 from the 100 to 104 new units to open this year. The company also will open 35 PetsHotel in-store pet care centers annually, down from 42 this year and the 45 originally projected for 2009.

“The world has changed, and when the world changes, we think we must change with it,” said Phil Francis, chairman and CEO. "At our age and stage, this is the best for our shareholders, irrespective of the economic cycle."

Net sales were $1.2 billion, up 11.2% from the second quarter of last year. Comparable store sales rose 4.0%. The company reported net income of $37.2 million for the quarter, compared with net income of $47.1 million for the same period last year. PetSmart operates more than 1,075 pet stores in the United States and Canada.

Source: GlobeSt.com

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Sears 2Q Profit Plummets 62%


Sears Holdings Corp. said second-quarter profit fell 62% as the company continued to struggle to attract customers to its stores despite a high-stakes restructuring. The company also said that it expects that its sales and gross profit margins will continue to be pressured amid a sluggish economy. The company said Thursday that it earned $65 million in the three-month period ended Aug. 2, compared with $173 million in the year-ago period.

The second-quarter 2008 results included the positive impact of the reversal of a $62 million reserve because of the overturning of a Feb. 2, adverse jury verdict related to the redemption of certain Sears, Roebuck and Co. bonds in 2004. Revenue declined to $11.76 billion from $12.26 billion in the year-ago period. Overall same-store sales dropped 6.2% in the United States. Same-store sales declined 6.7% at Sears, and 5.6% at Kmart. Especially hard hit were categories such as home appliances and tools that have been hurt by the housing slump.

"Our second-quarter results reflect the continued effects of a slowing economy, which contributed to the earnings declines we have experienced since the third quarter of 2007,” interim CEO and president W. Bruce Johnson said.

He added that while it was a difficult quarter, the company was successful in reducing domestic inventory levels by $500 million. Johnson believes that should lead to lower markdowns and help improve gross margin rates in the second half of the year. The company said it intends to further reduce domestic merchandise inventories to better align current levels with expected sales.

Source: Chain Store Age

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Pop A Shop


"Pinkitude," a pop-up store, appeared in Los Angeles last month selling a new fashion brand inspired by the Pink Panther. But despite the neatly arranged racks of designer clothes ready to be purchased, the kitschy shop has one main mission: to teach teens and young women about the importance of breast health and early detection of breast cancer.

Pop-up shops are about driving sales - no doubt. But they are also taking on additional tasks, like the Pinkitude store did. They often play dual roles: In this case one was breast health, to entice people to visit. A second was to be a retail outlet. Their exclusivity and elusiveness are appealing. Here one day, gone the next.

MGM Consumer Products, the creator of Pinkitude, is using the shop to promote its yearlong cause marketing effort. Educational materials are distributed to visitors and dropped into shopping bags. MGM plans to donate at least 5% of the sales to Susan G. Komen for the Cure.

The 800-square-foot space is open through mid-September at Xin Boutique selling apparel, jewelry and accessories.

"It was the right size due to the number of licensees we had," says Warren Schorr, MGM Consumer Products' executive director of worldwide retail business development and international licensing. "Anything bigger than that, then we would have needed more partners."

FINDING A NEW CUSTOMER

For Mattel, a pop-up shop was a way to expand its customer base in Japan. Despite being one of the largest toy markets in the world, Japan has a very small doll market. And even though Japanese girls did not necessarily grow up playing with Barbie dolls, as they grew they recognized the doll for her fashion heritage and leadership, says John Cullen, vice president, international, for Mattel Brands Consumer Products.

To tap into that fashion sense, Mattel created a Barbie apparel and accessory collection by designer Patricia Field for25-year-old women. It opened the store for three months this spring in Tokyo's fashion-foward Shibuya district.

"We wanted to bring fresh excitement to the brand to go after a broader customer base," Cullen explains.

The company chose a two-story, 1,000-square-foot shop, complete with full-size windows.

TESTING ... TESTING

Procter & Gamble popped a shop near Ohio State University last fall for six months to test a new line of fabric refresher products called Swash. It featured a selling area and demonstration stations for each of the "between-wash" products, which are marketed under the Tide brand. The store also offered a lounge area, video games and computers to entertain students.

"A new store for a new product just kind of made sense," says Fritz Westenberger, president of ad agency Hazelwood, which operated the shop as Sugartown Creative.

Did it work? Swash had a 60% awareness by yearend, and an 85% likeability factor, Westenberger says. P&G polled students to gauge those results. Even better, one in three people bought something in the store.

P&G promoted the store with on-campus advertising, posters and fliers. Reps distributed about 25,000 premiums during campus events, including branded laundry bags, T-shirts and hand fans, as well as product samples.

P&G is planning a test launch of Swash at retail stores in Lexington, KY, this month, says Kash Shaikh, P&G's influence marketing manager for fabric care.

ALL GROWN UP

Another firm used a store to reach a new age group.

Ragdoll, the creator of the popular kids' TV show "Teletubbies," ran a store in New York's West Village in 2007 to re-introduce the preschool brand to teens and tweens. The show is in reruns.

"It was about generating brand awareness among an older demographic who had not experienced us sincrs," says Lynn Godfrey, Ragdoll's former senior director of marketing.

The store, which Grand Central Marketing handled, featured a more "grown up" approach: a lounge and a live disc jockey, who offered scratching and spinning lessons. The shop was filled with apparel, accessories and art designed for that age group, and drew more than 10,000 people during its 10-day opening.

"It was a delicate mix," Godfrey says. "We didn't want to alienate anyone or come across as being babyish."

And cost is a factor. Ragdoll's overall budget was about $500,000, Godfrey says. In general, rent can cost upwards of $75,000 to $100,000 a month, depending on the market.

While Ragdoll may not have converted every teen into a Teletubbies fan, the store achieved one top objective.

"It really drew you in," Godfrey says.

Source: Plain Vanilla Shell

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Teen apparel stores see secondary brands struggle


NEW YORK - At the Arden B clothing store on Fifth Avenue, dance music is pumping and sale signs are everywhere, but Sara Chidester walks out empty-handed.

"Nothing caught my eye," said the 28-year-old resident physician, a New Yorker. Chidester said she usually shops at J. Crew and Banana Republic.

Arden B, which targets women in their 20s, is a sister chain to teen-apparel retailer Wet Seal, and is suffering from a sales slump. While Wet Seal Inc. is trying to improve results with new management and a better merchandise assortment, other retailers are facing similar problems.

Many teen retailers who rely on the back-to-school season for a huge part of their sales are running into tough times not only at their main stores, but also at the secondary brands - often aimed at a different demographic - that they hoped would cushion them from such swings.

Adding a second or even third store brand can be a way for retailers to reinvest money during boom times, but it may turn into a bigger challenge than many retailers realize - and a money drain if the economy turns south, said Stifel Nicholas analyst Richard Jaffe.

"If you're good at dressing 7- to 14-year-old girls, it doesn't necessarily make you good at dressing a teenage girl or a 25-year-old," he said.

Two casualties so far have been Limited Too stores, which are all being converted to owner Tween Brands Inc.'s lower-priced and better-performing Justice brand, and Demo, the urban apparel side of the otherwise beachy Pacific Sunwear of California Inc.

Following one of the weakest back-to-school seasons in years, might other teen retailers' secondary store brands be gone by the time classes are out? Analysts say it is probable.
"It's tough to wait it out if you're not outperforming in this environment," Jaffe said.

Abercrombie & Fitch, known for its clothing aimed at teens, is struggling to revive its Ruehl chain, which is aimed at older shoppers. The company said that second-quarter sales at established stores fell 4 percent overall as a 3 percent rise at its namesake stores did not offset a 22 percent drop at Ruehl stores. Same-store sales at its surf-inspired third store brand, Hollister Co., fell 9 percent.

"There's no question Abercrombie has figured out the teen segment pretty darn well," Jaffe said. "But they've clearly missed on young adult segment with Ruehl."

Abercrombie executives have said the company is taking a wait-and-see approach with the brand, saying that even though same-store sales have declined, the loss generated from Ruehl has stabilized.

"It's fair to say that we'll be watching the sales trend in Ruehl very closely as we get to the end of the year and beginning of next year," Mike Nuzzo, Abercrombie & Fitch's vice president of finance, said in August when the company released its quarterly earnings.

As far as Wet Seal and its Arden B stores, the company reported last week that second-quarter same-store sales fell 1.8 percent at its namesake stores and sank 13.8 percent at Arden B.

Wet Seal is hoping the return of Sharon Hughes, an executive involved in the creation of Arden B, can resuscitate it. Hughes left the company in 2002 but returned in February as chief merchandising officer for the brand.

"We're just starting to see product," said Roth Capital Partners analyst Elizabeth Pierce. "So far I'm greatly encouraged, but I recognize headwinds remain challenging."

The one standout in the sector is Urban Outfitters Inc., which has found success with all three of its brands, including Urban Outfitters, Anthropologie and Free People.

Its same-stores sales rose 13 percent in the second quarter on growth across all its brands, including 7 percent at its Anthropologie women's clothing and home accessories chain, 10 percent in its Free People bohemian-chic brand and 19 percent growth at its namesake clothing and home decor stores.

"You have to give their management team a ton of credit for their discipline and focus," Pierce said.

Retailers' whose secondary concepts are doing well are still being cautious. American Eagle Outfitters Inc. said during a conference call with investors that its Martin + Osa store results were improving, and expected to break even by 2010. But it has stopped planning any new Martin + Osa stores, which target 28- to-40-year-old men and women, until it sees results for the second half of the year.

Even as others retrench, some teen retailers are still developing new brand concepts. Aeropostale Inc. is developing a children's concept. American Eagle is starting a new line, 77kids, for children ages 2 to 10. The line is expected to be sold online during this fiscal year, with brick-and-mortar stores planned for 2010.

But Pierce said it will be difficult to launch a successful brand in the current economic conditions.
"It's tough to be in an early stage of growth in this environment, it's very touch and go," she said.

"I wouldn't be a bit surprised if we see more fall out."

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Retailers slash prices, but at what cost?


Shoppers on New York's 34th Street pass a 40% off sales sign in front of a Banana Republic store, Friday afternoon Aug. 29, 2008. In a bid to pull in frugal shoppers into their stores, the nation's retailers are slashing their prices on everything from jeans to home appliances. But those 50 percent discounts on jeans and the 60 percent reductions on dinnerware will likely come at a big price for retailers.

In a bid to pull hesitant shoppers into their stores, retailers are slashing prices on everything from jeans to dinnerware. But those fat discounts will likely come at a big cost for the companies.

At teen retailer American Eagle Outfitters Inc., shoppers who buy jeans get a second pair at half off. Jewelry chain Zale Corp. is offering an extra 20 percent off on a slew of items like gold earrings that were already slashed up to 70 percent. And Pottery Barn has discounts of up to 75 percent.

"There's a fine line between aggressive promotions and panic, and we are seeing a little bit of both right now," said Dan Hess, founder and CEO of research firm Merchant Forecast.

While retailers entered the fall season with inventories well below last year, analysts say many were still a little too hopeful: August sales are turning out to be even weaker than expected, which analysts fear could lead to more piles of marked-down merchandise on the floor. That could in turn hurt third-quarter profits as the industry prepares for the critical holiday season. Major retailers, including Wal-Mart Stores Inc., J.C. Penney Co. and Gap Inc., which also operates Banana Republic and Old Navy stores, are slated to announce final August sales results on Thursday.

Hess estimated that discounts are 10 percent deeper at mall-based apparel stores than a year ago, despite a drop of anywhere from 10 percent to 15 percent in inventories.

"Even though retailers are entering the season conservatively, they still have been too optimistic about the consumer," he added.

Stifel Nicholas analyst Richard Jaffe noted that the weak sales trend suggests a downturn that more closely resembles the one of the mid-1970s than more recent difficult periods.

"It's a more prolonged consumer spending downturn," he said. "It's going to be tough. There's no quick way out of it."

Offering such deep discounts can cost high-end retailers such as Nordstrom Inc. and Saks Inc. in more ways than lower margins or falling profits. By doing so, analysts say, they risk hurting the cache of their brands. That's what happened to Saks, which operates luxury chain Saks Fifth Avenue, after the Sept. 11 attacks, when deep cuts on designer goods hurt the retailer's tony image.

Another major worry is that retailers could lose the power to raise prices once the economy improves. The longer stores are forced to offer generous discounts, the more used to them consumers will get, and resist buying regular-price items later on.

"I have always been price conscious," said Mike Hogan, 30, a publicist for technology companies. The Columbus, Ohio, resident admitted that he has cut back even more in recent months because of the higher daily costs of food and gas, which leave less money for extras. He expects to spend about $350 on clothes this fall, about half of what he spent a year ago, and he doesn't think he'll resume splurging even if the economy recovers - unless he received a big bump in pay.

"If it doesn't change for me, I can't understand why I would spend more," he added.

Hogan and other shoppers may have to wait a while: Many economists predict that the economy is unlikely to improve until at least well into next year. The latest batch of economic reports show consumers are still struggling to keep up with soaring living expenses. The Commerce Department reported Friday that personal incomes plunged in July, while consumer spending slowed significantly as the impact of billions of dollars in government rebate checks began to fade.

And despite a slight improvement in consumer confidence in August according to The Conference Board - helped in part by lower gas prices - the level is still near historic lows as shoppers worry about the job market and the housing slump.

The malaise is hurting all income levels, including more recently the affluent shoppers.

Saks told investors last month when it reported second-quarter earnings that it expects sales at established store to be anywhere from unchanged to down by low-single digit percentages for the second half of the year. Officials also noted that its high-end customers are now pulling back; previously, it was just aspirational customers retrenching.

But Saks is trying not to duplicate the mistake of slashing prices too much. Steve Sadove, chairman and CEO of the company, told investors last month, "I don't want us to repeat what happened five years ago or six years ago after 9/11 in terms of panicking and running. We feel very good about the assortments ... and we want to stay the course strategically."

That may be tough. Deborah Weinswig, an analyst at Citi Investment Research, noted in a recent note that she's worried that Saks' inventory levels at the end of the second quarter are high relative to recent sales trends and could hurt gross profit margins in the second half of the year.

Retailers overall are expected to report a 2 percent increase in same-stores sales for August on Thursday, with discounters like Wal-Mart and warehouse club operators such as Costco Wholesale Corp. expected to keep faring much better than the slumping apparel-based stores, according to the International Council of Shopping Centers-UBS index. Same-store sales are those at stores open at least a year, and are a key indicator of a retailer's health.

With no major fashion trend inspiring them to buy, shoppers are focusing on price and sticking to discounters even as mall-based clothing stores have been aggressively discounting. That's a big hurdle for the mall-based stores, Hess says. He noted that American Eagle's prices, with the deep discounts, are at least as good as those at Aeropostale Inc., a teen retailer that has benefited from the slow economy as it typically offers goods below American Eagle and other rivals. American Eagle's jeans, for example,are typically priced about 30 percent higher than those at Aeropostale.

Stores such as American Eagle, Hess said, are "struggling to get that value message."

Source: Charlotte Observer

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Gap closes high profile Boston shop


The Gap Inc. quietly closed the doors to its Newbury Street store last Wednesday, becoming the latest tenant to leave the popular Boston shopping destination.

Without any fanfare, the retailer closed its location at 201 Newbury St., leaving the storefront, which was once adorned with mannequins dressed in Gap clothes, empty. Four signs hanging outside the shop yesterday read: "This Gap location is closed."

Gap spokeswoman Kris Marubio would not disclose why the store closed. "We vacated it last week but customers can shop at nearby Copley Place, Faneuil Hall, or CambridgeSide [Galleria]," she said.

The Gap is the latest store to abandon the trendy shopping district in the Back Bay. In recent years, shops that line Newbury Street have seen sharp increases in rent as chain stores such as H&M and Victoria's Secret replace trendy boutiques. In May, luxury retailer Louis Boston said it would not renew its lease when it expires in 2010.

Like other specialty retailers, Gap Inc. - the parent company of Gap, Old Navy, and Banana Republic - has been hurt as consumers squeezed by the slowing economy, higher gas and food costs, and a weak job market have been spending less on clothes and other nonessential items.

Gap saw a surge in sales in the 1990s when American offices moved toward a more casual dress code and workers snagged its khakis and polo shirts. But recently, Gap has faced increasing competition from retailers such as Abercrombie & Fitch and discounters Target and Wal-Mart. To remain fresh and current, last year the Gap hired designer Patrick Robinson to help revitalize the brand.

The San Francisco-based retailer, which has had sluggish sales at all of its brands, also has been trying to boost its earnings by cutting inventory, reducing costs, and closing and downsizing stores. In the fiscal second quarter, ended May 3, Gap reported a 10 percent decrease in sales at stores open at least a year. In June, chief executive Glenn Murphy said he aimed to close some stores and downsize others; the Newbury Street location is just one of 115 stores Gap said it plans to close in fiscal 2008.

Christina Wright, 26, of the Back Bay walked yesterday to the Newbury Street Gap to buy a turquoise cashmere sweater that she had seen at another location only to discover the store was closed. "I just hope they do something good with the space because obviously this is an important street for Boston."

Source: Boston Globe

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Tuesday, September 2, 2008

Stop & Shop Supermarket Chain Goes Hi-Tech


Your next trip to Stop & Shop may be little more than just placing items into your wagon and paying for them at the cashier's checkout counter.

Since 2005, Stop & Shop has been quietly deploying Hi-Tech gadgets in a dozen of their locations. Today Stop & Shop has deployed a variety of digital gadgets in 376 store locations.

These digital devices enable customers to weigh their own produce, order a variety of cold-cuts at the deli counter, by using a video touch screen, and pay without the assistance of a cashier.

The digital gadget that customers will use for shopping is the "Scan It" personal scanner; the way it works is simple. You activate the scanner by reading the barcode on your Stop & Shop loyalty card. This card is similar to the ones use today by consumers for obtaining discounts on certain items. However this system is a lot smarter and also doubles as a sales person trying to get you to buy more groceries.

When scanning your loyalty card, all your past purchases are linked to the "Scan It" personal scanner. As you walk up and down the aisles scanning your groceries, "Scan It" will alert you of special discounts with a gentle ping. Stop & Shop claims that your personal data like your name and credit card information is not communicated over the wireless connection.

Most of the time "Scan It" works fine providing that the barcode is on the item or you know the code for that particular item. For produce you will not find a barcode stuck to a vegetable and you will be forced to search for the code using the scale´s touch screen. This can leave some shoppers frustrated and just shop somewhere else for their produce.

The last stop is paying for your groceries and this can be accomplished in two ways. You can visit the kiosk for small purchases or the long line for your large grocery purchases. Scanning a barcode mounted on top of the checkout device tells "Scan It" that you're done. Now you scan your loyalty card at the check out scanner and you are prompted to pay your bill.

Your grocery adventure at Stop & Shop's Hi-Tech store is now over unless you're one of the un-fortunate ones that have been randomly chosen for an audit. From time-to-time Stop & Shop will randomly pick customers to re-scan all their groceries to see if they come up with the same bill total. Is this random audit to check their automated system or customer honesty?

Source: Pyysorg.com

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Target to Open Designer-Focused Stores in New York


Target, continuing its flirtatious relationship with Manhattan shoppers, plans to open four “pop-up” stores around the city next week to sell fall merchandise by its 22 designers.

Fashions and accessories by three of them — Sigerson Morrison, Jonathan Saunders and Anya Hindmarch — will be sold in the city a month before they are available anywhere else in the country.

The retailer will not open its first full-blown store in the city until next year, but it has been plastering its bull’s-eye logo around the city for years — on a big billboard in Times Square; in a fashion show with models, supported by ropes, walking down the side of a Fifth Avenue skyscraper; and by projecting images of its fashions inside Grand Central Terminal.

“New York is the place you go to get noticed,” said Kathee Tesija, Target’s executive vice president for merchandising.

Target is calling these temporary stores bodegas to convey an egalitarian and very New York shopping experience, said Ms. Tesija. They will be located in vacant storefronts in Midtown, Union Square, SoHo and the East Village, and will open Sept. 12, which is the end of Fashion Week.

“The idea was really generated based on the Target take on Fashion Week,” she added. “This would be a way we could bring affordable design to the masses.”

At the pop-up stores — which will be open for four days from 10 a.m. to 10 p.m. — merchandise will be priced on average at $25.

Target often sells less expensive offerings from brand-name designers. In the spring, Rogan Gregory, whose designs are sold in Barneys New York for $230 to $450, created a line of clothes for Target that sold for $14.99 to $44.99. Several pieces from the collection, though, are now on clearance. A Rogan for Target sleeveless button-front dress is marked down to $8.74, from $34.99, on Target.com.

As much as Target is promoting its fashion credibility in New York, it is also focusing on its role as a discounter for struggling consumers across the chain.

“We can emphasize ‘Expect more’ or ‘Pay less’ depending on the economy,” said Ms. Tesija, playing on the company’s tagline. “We are putting a little bit more emphasis on ‘Pay less.’ ”

In its circulars, Target is advertising fewer items and giving more prominent display to prices. In its stores, many displays draw attention to low-price sundries.

Target reported that profit for the three months ended Aug. 2 fell 7.6 percent, to $634 million, compared with $686 million, for the same period last year.

Sales at stores open at least a year, a measure of retail health, declined 0.4 percent for the quarter.

“The merchandise mix of, say, Wal-Mart for example is much more suited to customers now than the merchandise mix of Target,” said Bill Dreher, an analyst with Deutsche Bank. “Wal-Mart is much more of a supermarket-style discount store, and Target’s much more of a department store-style discount store.”

Analysts say the current economy is not suited to Target’s core strengths, but its prospects are nonetheless strong.

“What’s unique about Target within the American retailing landscape is they still have immense opportunity to grow,” said Mr. Dreher, adding that the retailer could easily double, even triple, the number of its stores, particularly in areas like New York and New England.

In Manhattan, he suggested, Target would be a logical successor to the retail space currently occupied by the aging Kmarts at Pennsylvania Station and Astor Place, near New York University.

“You could imagine most