1. 2015 STORE
MANAGEMENT
INTERNSHIP PROJECT
JONATHAN BARONE – 56 SOUTHSHORE

2. RESUME
Born:
July 6, 1995 in Queens, NY
Resides:
Commack, NY
High School:
Hauppauge High School (2013)
College:
SCCC Honors College (2014)
Binghamton University SOM (2014-
Present)
Major:
Management Information Systems
GPA:
3.89
Work Experience:
• Sales Representative at MVP
Fitness (2011-2014)
• Athletics Director at F.A.S.T.
Athletics (2013-2014)
• Business Research Analyst
at Stony Brook University
(2013)
Interests
• Fitness
• Motorcycles
• Football (Go Giants!)
• Traveling
• Filmmaking

3. 2015 INTERNSHIP
PROJECT
1. My Client
2. Plenti
3. Wildcard
As an intern, I strived to take the
areas of deficiency within the
store, and to implement changes
to fix them.
My Client consists of 90% of my
project, and the Wildcard I chose
constitutes as a “bonus” for the
end.

4. OVERVIEW: MY CLIENT
AT 56- SOUTHSHORE
Bottom page 2: My Client Sales Report (as of June 2015
Week 2)
Key Metrics
• My Client Sales (YTD): 2.7% All FOB
• My Client Sales (YTD): 1.3% All FOB excluding
cosmetics/fragrances
• My Client Sales (YTD): 0.6% Childrens/Intimates FOB
Macy’s goal is 3.0% of total sales come from My Client
transactions

5. OUR GOAL, AND MY
MISSION
Our goal as a company is to not only drive My Client sales as
much as possible, but more importantly to express the
importance of the program to our associates, and customers.
This is all to be done building off of the foundation that
MAGIC selling provides.
For this 8 week project, my mission is to take the
Childrens/Intimates FOB in Southshore, and drive My Client
key performance metrics as much as possible, through
strategic Business and Coaching Plans, and the art of MAGIC
selling.

6. S.W.O.T. ANALYSIS –
CHILDRENS/INTIMATES
FOB
Strengths:
• Associates Sakinah Scruggs & Patricia
Sherrow rank 2nd and 3rd in the store
(excluding commission paid positions) in
My Client sales (1.7% and 1.4%
respectively (YTD)) .
• High sales volume in Childrens Activewear
in the summer
Weaknesses
• 7 of the 9 associates within the
FOB had 0.0% My Client Sales
YTD
• 7 of the 9 associates had under
6 clients
Opportunities
• Big sale in intimates June Week
5
• Back to School Sale July Week 3
• Time allocation to “chat” with
clients
Threats
• Southshore not performing well
in credit
• The ongoing rods problem
storewide
• Various in store tasks which
mentally defeat associates

7. DEVELOPMENT OF
BUSINESS & COACHING
PLANS
Based on the SWOT Analysis, and other information gathered from
managers/associates, there were a few key takeaways prior to
implementing the project.
The Business Plan would not be FOB specific.
• (i.e. This same business plan may be used throughout this store, or
other stores.)
• Scalability
• Cost-efficient
• Long term results driven
The Coaching Plan would be FOB specific.
• (i.e This coaching plan should only work for the associates working in
the Southshore location.)
• Modular
• Time-efficient
• Short term results driven

8. THE BUSINESS PLAN
Streamlined approach with easy implementation.
Attachments A, B, C all are addendums to the project.
• Attachment A: A brief 3 page training guide
• Provides a backbone to the coaching plan, as well
as explanations to project tools
• Attachment B: My Client Project logs
• Aides with associates tracking their own daily My
Client progress, as well as collecting day-by-day
data regarding a few key factors of My Client
• Attachment C: My Client Cards
• Enhances the process of following up by giving the
customer a more divine means to withhold
associate information
• Faster learning equates to more time spent utilizing
the new tools– necessary for effective coaching also.

9. THE BUSINESS PLAN
CONT.
The plan is to give the associates more tools within their arsenal in
order to give My Client more importance to each associate.
• Product knowledge, conversations cues, client cards etc.
For instance, the same way an associate would sign off on the
fitting rooms after their shift is how they would go about using the
My Client project logs after their shift as well.
• “Discipline is reliable, motivation is fleeting”
By making My Client more routine in their day, in theory the metrics
should all increase (clients added, sales %).

10. THE COACHING PLAN
Broken down into 2 echelons:
Management
• Must review My Client project logs weekly
• Must fill out My Client manager table weekly/bi-weekly
• Must analyze walk report for upcoming week at the start of each
week
• Perfect associate’s MAGIC selling throughout the day
Associates
• Must create personal goal daily/weekly
• Must fill out My Client project logs daily
• Must delegate the necessary time daily to review their My Client
status with a manager
• Maintain a steadfast use of MAGIC selling all day long

11. THE COACHING PLAN
CONT.
The idea of an FOB specific coaching plan requires the careful
use of micromanagement.
• MAGIC Selling is always #1
• Procure sufficient knowledge of current/upcoming promotions
• Identify opportunities to gather relevant product knowledge
within FOB
Each coaching session is to be done daily with whoever is in the
FOB, and normally takes no longer than 15 minutes. However
coaching would not end until all questions/concerns of the
associate had been addressed.

12. MY CLIENT SALES –
CHILDRENS/INTIMATES
FOB
June 2015
Week 2
June 2015
Week 3
June 2015
Week 4
June 2015
Week 5
July 2015
Week 1
July 2015
Week 2
July 2015
Week 3
-0.1 0.3 0.7
1.6 1.7
0.7 0.7
14
7 7
4
15
7
8
My Client Sales % # of Clients Added
AVG Clients Added (Before Project):
8
AVG Clients Added (After Project):
11
AVG Client Sales % (Before
Project): .6%
AVG Client Sales % (After Project):
.7%

13. BEFORE AND AFTER
Before Project During Project
0.6 1.03
8
10
My Client Sales % (Average) Clients Added (Average)
Before Project refers to
the beginning of the
internship (June Week
2-June Week 4)
FOB average prior to
internship was avg. of 3
clients per week, and
.44% My Client Sales
Clients added up clients
a week
My Client Sales & up
.43%
15 existing Clients were
called back throughout
the project.
Doubled My Client sales
percentage, and tripled
the average number of
clients added compared
to Macy’s 56 Avg.

14. 19
80.5
95.5 15.5 49
39 10.5 56
72
1
3
10
1 6
0
0
3
6
2
3
15 2 6
2 1
2 6
Shannon
Sweeting
Blessing Enahoro Sakinah Scruggs Alissa Puglia Jessica Freytes Jennifer Bode Imani Johnson Stephanie
Guevara
Patricia Sherrow
My Client Project Log Data – By Associate (7/5-Present)
Hours Worked (July Week 1-July Week 3) # New Clients (Recorded) # of Actual Clients (as of July Week 3)

15. RESULTS
What the data shows is that even with the addition of more clients,
sales were not impacted enough significance to show a conclusive
correlation of the two.
• A general increase in My Client sales could be expected to come after a few
months of data collection.*(see below)
Effective coaching and empowerment of associates made My Client a
more viable task during their workday, as indicated by the increased
number of clients, and overall morale in during their shifts.
• By promoting MAGIC selling, associates have called back existing clients more
than ever before, which should be a routine throughout their tenure working as
an associate.
*Macy’s My Client Online Training states that a typical Macy’s customer comes to the store on average 6 times a year, with most
of those visits coming during holiday shopping. Therefore with an average of 1 visit per 2 months, there wouldn’t be enough data
for that client in a 4 week period.

16. BIGGEST TAKEAWAYS
Coaching, coaching, coaching
• The value of coaching far exceeded what I thought would be necessary prior to the
initiating the project.
• You can give an associate all the tools, but it means nothing if they don’t know how
to use them.
Communication is key
• There must be a steady, constant flow of communication to the associates at all
times for My Client to be driven
• Example: Week 2 of project I was only in stores 2 days, and numbers dropped
significantly.
Talent is #1
• Developing talent can be the most rewarding, and most challenging part of
managing a department, and driving a certain objective
• Some associates were enthused to hear they had the opportunity to be a part of a
results driven project, others were not up for the task.

17. ASSOCIATES
PERFORMANCE REVIEW -
Strengths
• Associates willingness to help each other
out, and make suggestions to their
approaches
• Intimates FOB had a strong clientele base
prior to project being started
• Many associates in FOB had enough
product knowledge to be helpful in the
eyes of the customer
Weaknesses
• A lot of the associates did not work many
hours within FOB
• Some associates were more caught up
with other tasks (recovery, rods, cleaning
etc.)
• There was a considerable amount of
inconsistency with using the My Client
logs
Opportunities
• Intimates FOB is ideal for having a clientele
base
• Associates could have allotted more time for
just My Client tasks at one point in their day
• There were several instances when more
phone calls could have been made to
existing clients
Threats
• Childrens FOB is not ideal for a clientele
base
• Rods, rods, rods…
• Recovery…

18. PERSONAL
PERFORMANCE REVIEW -
Strengths
• Exceptional ability to connect with associates
personally and professionally.
• Innovative problem solving perspective as a
current college student.
• Experience in management, business
applications of technology, customer service,
analyzing financial reports, etc.
• Ability to keep associates priorities in line
Weaknesses
• Not a seasoned employee of the
company
• Still learning different facets of
associates/managers
Opportunities
• To gain more product knowledge of items
within Kids/Intimates
• Develop talent of underperforming
associates, and encouraging the best
associates to coach others
Threats
• Other highly prioritized tasks take away
time from My Client, I had to constantly
decide for an associate what main
objectives are
• Some associates within FOB were often
not placed to work there (needed to visit
other departments often to check in).

19. THOUGHTS POST-
PROJECT
My Client had success because it was carefully micromanaged over the course of 4
weeks.
• Many initiatives by the store perform better when they are prioritized by the managers (ex:
Plenti, RIF, Fashion Pass, etc.)
There were times when My Client had taken little to no precedence to other tasks within
the store. This while necessary, shows the nature of how attentive managers must be to
each business initiative that Macy’s takes on.
• For instance, throughout the course of this project the credit goal was not met several
times. I can personally vouch for prioritizing My Client more than credit at times during my
shifts, showing the challenges of being a sales manager.
Difficulty prioritizing needs of the store vs wants as a corporation.
• With various goals and standards to meet, it is crucial for management to balance all tasks
without losing track of one at the expense of creating an imbalance. While 30 credit
applications may be todays goal, is it more important than getting 40+ rods down?
Other Personal takeaways
• Very rudimentary from a software/database/communication perspective, can be
enhanced with new programming that prompts an associate to determine if the customer
should be a client
• Easy to inflate metrics, but MAGIC is something that must be absorbed and constantly
practiced for sustainable success.
• Our talent needs to be driven more to want to help drive My Client as much as other
parts of their job.

20. THOUGHTS POST
PROJECT – ASSOCIATES
FOB
“I genuinely felt that our clients would want to come back more
now than they did before because of the business cards they
were given after being added.”
“There were times when I felt like adding clients was
unnecessary, but after we were [assigned] to be a part of this
project, I felt like it made me a better sales associate because of
my new approach to making connections and adding clients.”
“What I want to see for the future with My Client is an easier
method to add clients… I feel like it takes too much time out of
my day to do something that I don’t get rewarded for (referring
to how credit gets rewarded).”
*The names of the associates were not included to protect confidentiality*

21. LOOKING BACK – WHAT
COULD BE CHANGED
MOVING FORWARD
Depending if Macy’s
hardware can handle newer
software, a new POS system
will undoubtedly generate
more success in all business
initiatives.
The average Macy’s
transaction takes 3 minutes,
with a My Client prompt it
shouldn’t cost too much time
opposed to the value of
adding more clients.

22. OVERALL
“You’ve gotta want to be #1 at whatever you do– no matter where you are
put.” – SM Romoul Ramlal
“To be in retail, you’ve got to be crazy” – DVP Felecia Green
“Bloom where you are planted.” – CEO Terry Lundgren
The challenge is what drives business, not the idea of results.

23. “BONUS” WILDCARD
PROJECT
Throughout the last 7 weeks there has been one incredibly
noticeable inefficiency that cuts into the time of other more
important tasks…
The accumulation of rods within a retail environment is
inevitable, however can be better controlled through more
associate engagement with customers on certain products,
but perhaps more importantly…

24. WHAT IS RFID?
RFID stands for radio frequency
identification. It involves the use of
electromagnetic fields to transfer data.
RFID can be used in many applications
such as:
• Tracking people/animals
• Toll collections (EZ Pass)
• Card key entry
• Credit cards/smartphones to pay
• Supply chain location
• Food information
In Macy’s this is used to get
information about a product, and can
be used for inventory, changing
prices, location, and more.
While RFID is used throughout the
company, there is no uniform use
throughout the stores. This causes a
variety of problems such as:
• Excess time spent on fulfillment
• Opportunity costs of product not
being on selling floor
• Confusion and lack of information
regarding the location of a
product
• Difficultly getting accurate
inventory numbers

25. WHAT IS RFID CONT.
The use of RFID can streamline processes to free up valuable time
which can be used for selling. Here is an applicable example:
Here is a Calvin Klein shirt.
Currently it uses a UPC
(Universal Product Code) which
does not store sufficient
information about a product. If
this shirt is hung up on a ROD
there is no way to find it. For this
shirt to be counted in inventory, it
must have its individual UPC
scanned.
This is an RFID tag. Once scanned to an
items UPC using an RFID gun, the item
can now be retrieved using radio
frequency. Also, RFID permits that the
price, description, and location of an item
may be changed at any time.
Products with RFID tags make
retrieval, pricing, inventory, asset
protection, and more much easier
to track and change. This will
eventually become the standard,
but eventually might be too late.

26. WHY THIS MATTERS
Omnichannel is expanding Macy’s e-commerce business at a
rapid rate, and because of total store fulfillment, the future of
Macy’s success rests on the how well associates will be able
to retrieve, and track a stores inventory. RFID makes this
easier, and more efficient across the board.
Example: Amazon uses warehouses with RFID labels on
shelves and palates to locate, track, and pick products that
will be shipped out for sale.
Unless Macy’s adapts a similar style of tracking products
within their own store, TSF will be Macy’s biggest challenge
in the future.

27. RFID AND THE
FUTURE OF MACY’S

29. Email: jbarone3@binghamton.edu
LinkedIn: www.linkedin.com/in/baronejonathan