The Organizational change of Belk and Macy’s Department store Keyona .L. Chestnut
Keller Graduate School
This paper is a written comprehensive review of the change within the Macy’s and Belk’s organization. This paper will revisit each organizations mission, inspire its stakeholders and increase the company’s impact and productivity. Every Belk and Macy’s department should aspire to engage stakeholder and audience with the changes within the Macy’s culture and organizations during change. This document will help ensure public trust in the organizations during this acquisition merger and buyouts. This written form of communication is to motivate, inform and counsel employees and attract and retain stakeholders, raise public awareness and increase understanding, commitment and productivity. Included in this paper are relevant aspect of Belk and Macy’s during the organizational change. The 6-box diagnostic model used will utilize and review aspects of change, activities and actions that have been taken by both Macy’s and Belk Department store. The paper will explain the strategies and details that are relevant to the each organizations performance, SWOT analysis and perspective, and implantation during the organization change process.
R.H. Macy & Co., Inc. also known Macy's is a subsidiary of Federated Department Stores, Inc. and operates through two department store groups. The company is divided into Macy’s East and Macy's West. Together these groups operate approximately 187 stores located in 21 states. Macy's stores target the middle-to-higher-priced market, offering women's, men's, and children's clothing and accessories; house wares; home furnishings, and furniture. The company also maintains two direct-to-customer retail operations: a mail-order catalog business called Macy's By Mail, and an e-commerce web site, macys.com.
The Macy's-Federated merger created a true retail giant. The combined companies laid claim to more than $13 billion in revenue, 11 department store chains, and more than 300 stores in 26 states. It was not long after coming under Federated ownership that Macy's felt the first tremors of change. Federated began rolling several of its smaller chains into the two large Macy's East and Macy's West divisions to streamline operations and avoid inter-company competition. As an initial move in this direction, Federated consolidated its Jordan Marsh chain into Macy's East. The following year, the company phased out its 130-year-old Abraham & Straus chain in January, converting most stores to Macy's, Rich's, Bloomingdale's, or Stern's. Nine of the former A&S stores joined the Macy's East division. Macy’s structure is use a model for retailers throughout the industry. The company culture and demographics creates a podium for retailer across the board. Belk is the nation's largest privately owned mainline department store company with more than 300 fashion department stores in 16 contiguous Southern states and sales totaling $3.5 billion in its past fiscal year. The company has continued to expand its retail leadership position in key Southern markets by acquiring the profit's McRae's and Parisian department store groups from Saks Incorporated in 2005 and 2006. Belk also opens new stores and expands existing stores each year as part of its long-term growth strategy. In 2006, Belk acquired the assets of Mississippi-based Migerobe, Inc. a fine jewelry company and established a fine jewelry division at its corporate offices in Charlotte. Belk and Co. Fine Jewelers shops now offer a wide assortment of fine jewelry, watches and quality gift items in more than 150 Belk stores. The first Parisian store in Michigan opened in Laurel Park Place in Livonia in 1993; but a series of mergers and acquisitions found the chain owned and operated by a series of mega chains like Saks, Inc....
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