Financier №1 (41) 2026

The history of Macy’s (M) began in 1858, when Rowland Hussey Macy opened a store in New York City selling fabrics, clothing, haberdashery, and home goods. On the first day, revenue at the new location amounted to about $11, and within a year, turnover approached $85 000.

From a Humble Shop to a City Symbol

The brand quickly became recognisable, thanks in part to its symbol. The red star on the logo replicates a tattoo Macy got in his youth during sea voyages.

In the fashion industry, not only the products matter, but also the shopping experience. For a long time, the department store in the US remained a “city stage”. Display windows and seasonal decorations created a festive atmosphere. Macy’s was among the first to embrace the culture of experiences. The store was meant to inspire, help customers make choices, and turn an ordinary shopping trip into a pleasant and meaningful event.

This is illustrated by the parade in New York, first held by the department store in 1924 at the start of the holiday shopping season. Over time, the parade became a national tradition and one of the brand’s key public elements. Formats like this function as soft PR: they do not sell a specific item, but strengthen the habit of returning to the same store, build trust in the brand, and position it as an integral part of city life.

Shopping. XXI Century

Viewing Macy’s through the lens of “women in business”, it is logical to start with how the chain has built connections with female customers over decades. The female audience has largely shaped demand in key categories: clothing, footwear, cosmetics, gifts, and home goods.

For shoppers, it is important to easily navigate the sales floor, try on items in comfort, and make a choice. A department store succeeds when it helps the customer put together an outfit, pick a gift, or find the “right” item without feeling overwhelmed by endless assortments.

By the 2020s, consumer habits had changed. The internet expanded choice and opportunity, making shopping faster and more convenient. Meanwhile, traditional “glass-and-concrete” stores had to rethink their business approaches. Under these conditions, Macy’s introduced A Bold New Chapter strategy. It emphasised updating the customer experience and targeted assortment management. The company streamlined its stores, closing unprofitable locations and strengthening flagship department stores. This helped avoid spreading attention and budgets too thin, which further attracted the female audience.

Girl Stuff

A notable role in how customers perceive the Macy’s brand is played by women - top managers and independent directors.

One of the first female leaders in American retail was Margaret Getchell. She started at Macy’s as a clerk and in 1866 became manager of the department store

Sharon Otterman, Chief Marketing Officer, oversees campaigns that maintain brand awareness and media narrative. Nata Dvir, who leads the merchandising sector, shapes assortment logic and in‑store placement. Her professional profile highlights work in cosmetics and the beauty industry, where trust in brands, quality service, and merchandising are especially important. Emilie Arel, President of Mitchell & Ness Nostalgia Co. and a woman with extensive experience in omnichannel retail and customer service development, serves as an independent director on the Macy’s Board of Directors.

Macy’s strength lies not only in its history and symbols, but also in its ability to turn shopping into positive and meaningful emotions. When the market changes, the winner is the one who listens to their customer. For the “red star”, this resource remains engagement with female shoppers through diverse assortments, communication, exclusive window designs, and top‑notch service