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The article profiles Target Corp., which uses an in-house advertising department and several agencies for assignments on a project basis in the U.S. Key issues discussed include the branding campaign awarded by the firm to Peterson Milla Hooks and background information on the retailing company's target marketing campaigns.

The article features Amazon.com as the best marketer for 1999 in the U.S. The electronic retailer company was founded by Jeff Bezos. It is the biggest electronic commerce brand in the country, with 13 million customers who have made a purchase. In October 1999, Amazon.com was the seventh-most-visited site with 12.9 million unique visitors. What makes Amazon.com a marketing success is its dogged determination to make the things it does so smart and so obviously right that it seems like they were conjured up effortlessly.

The article provides some insights into the benefits of converging price, product, and point of sale in the retail industry for marketers, advertising agencies and the media companies serving them in the United States. Experts suggest that to become successful, a store must match its rivals on selection, service, and price. INSET: WINNERS AND LOSERS.

The article reports on the plan of U.S.-based Kmart Corp. retail chain to revive its BlueLight Special marketing scheme. Kmart chief marketing officer Brent Willis is handing the relaunch of BlueLight with TBWA/Chiat/Day. As part of the program, Kmart will lower prices on household staples from toothpaste to cereal.

The article discusses the retail strategy, design, public relations and advertisements of Apple Computer. The genius of Apple is that its brand has come to embody a lifestyle. In a tech business where two or three giants have become global dominators, still-the-underdog Apple resonates with consumers across generations and international boundaries. Apple is also striking a chord with music industry executives, potentially giving the troubled business a new lease on life, with its iTunes software that creates a new model for making money from downloadable songs. From a seemingly innate understanding of how to woo users with design, through a stand-out retail strategy to its ability to reach people with grassroots marketing techniques, Apple has proved itself a great marketer. It has achieved incredible levels of brand loyalty and created an army of evangelist users not because of its great advertising-though certainly its print and television work was among the best in 2003-but because it focuses, in everything it does, on the consumer. At the moment, Apple has sold more than a reported 17 million songs through its iTunes Music Store, although each 99-cent sale drops merely a dime into the kitty, almost a loss leader intended to build a new generation of Apple enthusiasts and to induce sales of the more profitable iPod.

Reports on the sales performance of shoes at Wal-Mart in the U.S. Comparison between the sales performance of shoes in Wal-Mart and Payless ShoeSource; Details on the increase in the share of Wal-Mart in the shoe market; Information on an advertising campaign for Payless and Wal-Mart shoes.

The article reports on discussions of a strategic-positioning assignment between retail chain Gap and advertising agency Leo Burnett USA in 2002. Gap's strategic plan was formulated under newly appointed chairman and chief executive at parent company, Gap Inc., Paul Pressler. The retailer's contract with another New York-based agency, Laird & Partners continues despite a new contract with Leo Burnett.

This article announces that retailer Aeropostale will launch its first advertising campaign via a two-and-a-half minute short film on Viacom's MTV. The film, called Backseat, is part of an estimated $8 million deal with MTV. Thirty-second teasers start September 4, 2002 and the short film, designed to be reminiscent of a music video or independent film, airs September 17, 2002 during the premier of The Real World, Las Vegas. The only clue the film is a commercial message will come at the end when the Aeropostale logo flashes on the screen. In the film, six teens drive around in a convertible, but the action centers on a shy boy and girl getting to know each other in the back seat. Unlike sexually provocative ads from competitor Abercrombie & Fitch, the spots are intended to portray an innocence, according to Julian Geiger, chairman-CEO, Aeropostale. For Aeropostale stores open for more than one year, a key retail barometer, sales rose 11 percent for the second quarter, although the company posted a loss of $2 million for the fiscal quarter ending August 3, 2002. Geiger added that the retailer has secured its niche by focusing on the 12- to 16-year-old. Three other films will follow Backseat. A holiday one will focus on a long phone call between a girl and boy parting to go off to college. Two others are set at a house party.

Focuses on the actions of marketers in the wake of the September 11, 2001 attacks on the United States. How they are moving carefully in deciding how to attract consumers; Strategies being planned, including discounting and promotional incentives; Difficulties facing retailers; Eagerness of marketers to return to business; Reaction of video-game software manufacturers, who are toning down imagery.

The article reports that retail companies in the United States are launching back-to-school marketing schemes in an effort to attract student consumers. According to the National Retail Federation, typical spending per college-bound student is at $500 a year. The Educational Testing Service also estimates that college enrollment will increase by 19 per cent in the country.

The article speculates on the market performance of the retail trade sector of the U.S. in 2001. Key issues discussed include the relationship between retailers and advertising agencies, expectations of a slow but sustainable increase in advertising spending and the potential effects of a slowdown in consumer spending.

The article forecasts retail advertising trends for the 2000 Christmas shopping season in the United States. Among the top retailers in the market are Sears, Roebuck & Co., Wal-Mart Stores and Kmart Corp. have announced their advertising spending and budget for December 2000. Sears has launched six television commercials from the Ogilvy & Mather.

The article reports on the partnership between the Menomonee Falls, Wisconsin-based Kohl's Department Stores and the New York-based advertising agency, McCann-Erickson Worldwide to handle its advertising account in the United States. The retailer of name brand products at discount prices has been growing in 2000 and has announced plans to open 60 stores across the country.

The article focuses on the financial difficulties of many Internet retail companies following the 1999 holiday shopping season. According to Carl Steidtmann, chief retail economist with PricewaterhouseCoopers, online marketers did not get the return on investment in terms of the number of eyeballs per dollar spent on television advertising. Retailers will be moving advertising from television to out-of-home media such as trains, buses, airports and other gathering places. The advertising that really paid off was mobile advertising, which caught customers on the move.

This article reports on an advertising campaign that will be launched by Sears, Roebuck & Co. to promote sears.com as of November 1999. The retailer will leverage $100 million in total marketing. The push kicks off with a $7 million television campaign breaking this week. The television spot, from OgilvyOne Worldwide breaks on November 4, 1999. It shows a 1950s-era family peering at new appliances in a Sears department-store window. The scene then moves to a modern family viewing a computer monitor displaying the sears.com Web site. Under pressure from home-improvement chains Home Depot and Lowe's, Sears has reformulated its tool offerings with more national brands besides Craftsman in the mix, and also has created new Tool Territory sections, both in its stores and online. In 2000, Sears will set up a Parts Direct and Wish Book section online. INSET: Poke Marts at Sears latch onto hot trend.

This article focuses on the effects of electronic commerce on traditional retailers. Inspired by the Gap's vertical success story, retailers increasingly are expanding their own private label offerings and backing their own brands. Successful retailers will provide consumers with ready-made answers. They will make decisions for them. Retail experts believe multichannel retailing will be the only way to survive. Online retailers are using the freedom from some state sales taxes to offset shipping costs, but most experts do not expect that to last many more years.

This article deals with several U.S. retailers that have opened or have plans of opening for e-commerce as of July 12, 1999. One such retailer is Tiffany & Co. Wall Street has begun to sense the synergies between onland and online retailers, including using stores to sign up online customers, the ability to conduct in-person product demonstrations, and handle returns or exchanges on the spot to spare customers' having to pay shipping charges. Not all traditional retailers look at the Web as a different distribution channel. Starbucks Coffee Co. is trying for a presence that goes beyond a grande latte.

Reports on how retailers, in the United States, are marketing holiday specials in 1998. Details of Visa USA's `Visa Magic Moments' in which the company will choose a time and whatever is being purchased with a Visa Card will be free; Details of Kmart Corp.'s advertising campaign featuring actress Rosie O'Donnell and Penny Marshall.

Reports that changes being made in New York City to end indefinite sales, advertised by stores, could have a negative effect on advertisers. Opposition to the rules from the American Association of Advertising Agencies, the American Advertising Federation, and the Association of National Advertisers; How the rules, which are set to go into effect in early 1999, would regulate the size, type, and location of advertising disclaimers; Reasons for the change in rules.

Examines how retailers are using the World Wide Web to prepare for the 1998 holiday season. Comments of Lauren Freedman, president of the E-tailing Group; Predictions on sales; Some strong-selling holiday items; The web sites of Macy's and Nordstrom, among others.

Discusses how the sales surge in private-label clothing is increasing marketing budgets for the back-to-school and fall selling period. The popularity of store brands; Private-label brands; J.C. Penney Co.'s efforts to market Arizona jeans; Their use of a Web site and advertising on campus channels; Wal-Mart's strategies for marketing the Kathie Lee Gifford clothing line; Sears, Roebuck & Co.'s launch of mix-and-match tops and bottoms in children's sizes.

The article reports that Sears Roebuck & Co. is attempting to expand temporary-retailing business with a sports store operating in New Orleans, Louisiana during the city's major events in the winter of 1997. In addition to T-shirts, jerseys and jackets, the shop's licensed professional and college team logo merchandise includes mugs, caps, wallets and autographed footballs. Sears' entrance is the latest example of the growing temporary- retail business, estimated at $3 billion in sales previous year.

Advises that retailers, under pressure from a short 1996 holiday season, will concentrate spending early in the season with the launch of advertising campaigns before Thanksgiving. New advertisements from Kmart starring Rosie O'Donnell and Penny Marshall; Advertisements from Sears, Roebuck & Co.; Competitive pressure from catalogs, television home shopping and online merchants.

The article reports on the plans of Maggie Gross plans to resign as executive vice president-advertising director of The Gap Inc. in May 1996 due to differences with president and chief executive officer Millard S. Drexler. The company will plan its major branding campaign for the year without Gross. This situation offers opportunities for advertising agencies to work with the high-profile retailer as Gross had always been reluctant to work with outside agencies. Gap representatives would not comment on Gross' resignation.

The article reports that cell phone company Sprint Nextel Corp. is offering a service called GPShopper's Slifter on some of its phones, which allows customers to search the prices and availability of products at nearby stores in the Slifter network. The article discusses the implications of Slifter for the retail industry and also mentions camera company Nikon Corp.'s use of Slifter.

Provides information on a deal signed by Zoup-ah! with Nelvana to create and distribute Gaspergoo-themed television programming globally as well as to handle merchandising, home-video rights and some aspects of publishing. Statement issued by Bill Bourdon, partner and business-development director of Zoup-ah!, on Nelvana; Background of Nelvana; Expected amount to be spent by Nelvana in developing Gaspergoo television series; Reason behind the interest of the company in the Gaspergoo brand.

The article provides information on the business of the Apple Computer retail store. The store is organized around signs demarking areas by the tasks the Apple products accomplish, such as moviemaking, digital photography or music. What might unimaginatively be called a customer service or customer information desk elsewhere is called the genius bar at the Apple store. Apple says its retail net sales hit $428 million for the first nine months of its fiscal 2003, up 136% from the same period in 2002; for the third quarter, net sales were up 130%. Apple financial statements filed with the U.S. Securities & Exchange Commission also reported its retail segment lost $6 million for the nine months ended in June 2003, down from $18 million in the same period in 2002.

Electronics retailers are looking forward to the 2003 holiday season, in spite of a weak consumer-confidence profile and no must-have items on tap. Early research points to the likelihood of healthy holiday sales, led by strong demand for consumer electronics, movies, music and games. With the reduction in the price of DVD players and flat-screen TV and a price war among the video game makers, many consumers are expected to shop for electronics this holiday. A survey by brand consulting firm BrandKeys found consumers plan to spend an average of $710 on holiday shopping, or about 9% more than last year. Indeed, the electronics retailers are girding for a heavy promotional season. Circuit City Stores spent $240 million last year, according to TNS Media Intelligence/CMR. Seven million to 10 million magalog copies will be distributed via direct mail and at Best Buy stores. Demand for electronic products this holiday season will be fueled by a number of major pushes from manufacturers, particularly those backing flat-screen TV, with computer players Dell and Gateway joining the traditional players such as Panasonic and Philips. In categories such as digital cameras, Hewlett-Packard alone is spending $300 million to back its consumer products.

There are questions about whether the estimated 100 million shoppers who walk through Wal-Mart every week actually watch in-store TV. That is the challenge for executives at Wal-Mart TV operator Premier Retail Networks, a private company backed by a number of media-related firms such as General Electric's GE Capital. Wal-Mart has integrated the network with in-store displays to back DVD releases. Packaged-goods marketers also have found it a mainstay of product introductions, using Wal-Mart TV to launch some 350 products. PRN, which also operates networks with different programming in Best Buy, Kroger's Ralphs supermarket chain and Wal-Mart's Sam's Club, offers no category exclusives. Four-week flights are priced from $50,000 to $300,000, depending on frequency, and the cost-per-thousand is similar to that of a prime-time cable buy.

Not long after Phil Marineau took the CEO post at Levi Strauss & Co. in 1999, Wal-Mart called to inquire about getting fitted with the Red Tab line of jeans, which includes icon styles such as the 501. But Marineau turned Wal-Mart down. Nevertheless, Levi Strauss, reeling from declining sales, undertook an extensive consumer-research effort. It discovered a consumer segment that would like to buy an average of 2.5 pairs of pants per year at discount stores, but did not buy that many because they could not find them. That was when Levi's realized it would make sense to develop a signature brand for the discount market. Levi's held talks with Wal-Mart, as well as rivals Target, Kmart and Costco. But it was Wal-Mart's ability to build brands that sealed the deal. At one point, Levi Strauss showed clothing prototypes, and Wal-Mart executives made suggestions on colors and fit, such as making the lines on plaid tops thinner, and adding a medium size with a long length. The Signature brand, launched with men's, women's, children's tops, bottoms and denim jackets, was launched with no traditional media, except mentions in Wal-Mart's newspaper ad supplements. Overall, Levi's sales have fallen for six consecutive years, dropping from a $7.1 billion peak in 1996 to $4.14 billion in 2002.

This article focuses on retail chains in the U.S. which offer customers more activity than shopping. The chains lure customers with the opportunity to participate in an activity ranging from stuffing a custom-designed teddy bear to mixing perfumes to stir-frying vegetables. "They are new and innovative concepts which make the mall more of an action-pulsed place," said Eric Beder, vice president-retail analyst at Northeast Securities. Fastest-growing among the activity-based retailers is Build-A-Bear Workshop with 130 stores and plans for expansion in Canada, Europe and Asia. The stores provide customers with a selection of empty bear bodies that are then stuffed, fluffed and dressed in costumes ranging from bridal veils to baseball gloves. Customers use an in-store computer to print each bear's "birth certificate" and special wish. Department store holding company Saks Inc. joined the club earlier in 2003. It bought Club Libby Lu, a chain of about a dozen experience-based stores aimed at preteen girls. Girls walk through a fantasyland environment, dressing as princesses and mixing fragrances. Saks plan to add the shops to some of its department stores and open additional mall-based stores.

This article reports on the role of advertising in the efforts of retailers in the U.S. to recover from first quarter sales in June 2003. Thirteen of the nation's largest retailers recorded combined first quarter sales growth of 4.3 percent, but hidden in the numbers was a median same-store sales decline of 2.4. percent. In fact, only Gap, Wal-Mart, and Lowe's grew in store-for-sales in the period. Same-store sales are gaining some life. All of these elite retailers have recorded improved same-store sales for the January-May period over their January-March quarter. Advertising, up to 6.5. percent in the first quarter, is expected to increase further. These retailers are likely to be the locomotive that propels all retail media advertising. Growth in retail advertising spending in 2003 is likely to be modest. Additionally, several key retailers have cut the number of pages and the distribution of their weekly preprint advertisements. Three major supermarket chains have moved the distribution dates of circulars from Sunday to Friday and Saturday to cut costs. If retail advertising spending turns around in 2003, thank the wars being waged on a number of retail fronts.

The article discusses the appointment of Janine Bousquette as executive vice president and chief customer and marketing officer of Hoffman Estates, Illinois-based Sears, Roebuck& Co. The marketer is struggling with credit-card debt woes and operating in the challenged department-store sector. The article also describes Bousquette's marketing background.

The article discusses whether the business of retail chain, Kmart Corp. will survive its Chapter 11 bankruptcy filing in the U.S. Information on the marketing initiatives of Kmart is given. There are positive results from the advertising campaign of the company. Retail consultants have given their outlook on the future of Kmart. INSETS: Fast Facts;LOSS LEADER.

Forecasts retail advertisement spending in the U.S. for the second half of 2002. Focus on back to school and holiday advertising by retailers; Comments of retail analysts; Increased ad spending by retailers such as Gap and Kmart Corp.; Prediction that retailers' spending for the remainder of 2002 will remain flat.

The article reports that the department store chain, J.C. Penney Co. Inc., will try to raise $1 billion of capital to help the retailer recover from financial decline. Chief executive officer Allen Questrom has spearheaded the renovation of J.C. Penney stores to attract customers. The retailer has also launched an advertising campaign designed by DDB which aims to promote its name to more consumers.

The article reports that some shopping patterns that have either benefited or challenged retailers before the September 11, 2001 terrorist attacks have persisted six months after the tragedy. For example, stores where customers picked up what they believed to be bargains, such as Wal-Mart Stores, Kohl's and Target, continued to gain steam. Specialty retailers such as Gap Inc., Ann Taylor and Abercrombie & Fitch continued to struggle. Tom Holliday of Retail Advertising and Marketing Association believes the increased emphasis on families and friends which have driven sales in the home arena and entertainment, may prove to be a long-term trend.

The article discusses the difficulty of getting the right marketing mix faced by luxury retailers in the United States as of March 2002. The luxury goods industry has been struggling in the absence of a clear path to status symbols during the recession. Theories to account for the phenomenon vary widely. Publisher Walter Loeb attributes the malaise to the dearth of executive bonuses for potential luxury shoppers. The mood of patriotism in the wake of the September 21, 2001 terrorist attacks is also thought to lessen the need for external luxury.

The article discusses the outlook for United States retail trade in 2002. Wall Street and retail analysts anticipate a retail turnaround by the second half of the year, barring any further terrorist events and if consumer confidence continues its upbeat trend. A number of retailers will continue to face serious challenges, however. Prudential Securities analyst Wayne Hook, for example, raised the question of bankruptcy option for Kmart Corp. when he cut the stock's rating to "sell." J.C. Penny Co., another retailer in a rebuilding mode, held off on a major advertising push until its stores and products are ready for relaunch.

The article reports on the marketing efforts launched by online retailers to remain competitive in the Internet shopping business. One of the top retailers, Yahoo!, launched a national television spot developed by Black Rocket. Meanwhile, Amazon.com's advertising campaign is being handled by Wieden and Kennedy and Lycos' radio advertising campaign is under the agency, Hill, Holliday, Connors, Cosmopulos. INSET: Cash registers.

Offers information about the retail trade. Sales and media spending of Wal-Mart Stores and Costco; Decline of free-standing inserts in promotional media, according to Tom Holliday of the Retail Advertising & Marketing Association.

This article focuses on the effects of the September 11, 2001 terrorist attacks, on consumer spending in the U.S. The effect of the attacks on consumer spending for the rest of the year is still uncertain. Even before terrorists attacked, the nation's retailers were in need of a Christmas marketing miracle to stave off what could be one of the toughest holiday seasons in memory. Initial holiday forecasts developed before the attack found consumer sentiment had plummeted to a level not seen in years. A run on American flags may foreshadow a boost for some brands such as Ralph Lauren or private-label patriotic apparel and other products. Before the attack, PricewaterhouseCoopers LLP's Retail Intelligence System forecast the weakest holiday season since the 1991 recession, with fourth-quarter sales, excluding automobiles and gasoline. The specter of falling prices and deflation also loomed as numerous retailers faced a super competitive environment and, in some channels, large inventories, according to the report. Although the dot-com bust triggered the economic gloom, one consolation going forward is electronic commerce sales. Others uncertainties center on one sector of the populace significantly influencing retail sales.

This article discusses the repositioning of executives at Kmart Corp. in its efforts to gain market share. The retailer moved Steve Feuling to senior vice-president of marketing from chief marketing officer at BlueLight.com. Feuling previously worked at Clorox Co. as well as online college-search firm Achieva.com. Larry Davis is the second top marketing executive to leave Kmart recently; Chief Marketing Officer Brent Willis resigned after six months and Kmart spokesman David Karraker said the retailer will not "in the near future" fill the post. Feuling will be in charge of print, not including the weekly advertising circular, along with broadcast advertising, brand and marketing strategies and multicultural marketing and advertising. Falling under the domain of Doug Meissner, senior vice president of sales and marketing, are in-store events, promotions and advertising and direct marketing. Feuling takes up his post as Kmart is engaged in war of words with Target Corp. over Kmart's Dare to Compare program, an in-store effort listing comparable prices on similar products. Target sued Kmart, charging the listed prices were inaccurate, then put out a statement saying it had "forced" Kmart to rescind the effort. Kmart fired back that Target withdrew the lawsuit because the charges were unfounded.

This article discusses the move of retailers to use the Internet as a marketing tool. In the electronics sector, Best Buy Co. urges consumers to "do your homework" online and then go to the store, via campaign produced in-house. Print ads will be supplemented with two TV spots backing online research, one for the holiday season. "Our research shows in-store consumers have a better shopping experience" if they have visited the Web, said spokesman Barry Johnson. Best Buy believes 20% of its Web visitors show up at the stores. Circuit City hopes to use the Web to draw customers into stores. Under a pact announced last week, Amazon.com customers searching for electronics products will see offerings from Circuit City as well. Other retailers are trying to put some of the Web's more successful dot-coms to work for them. J.C. Penney has been experimenting with selling overstock and clearance goods on auction site eBay. Retailers facing the tough economic environment will appreciate any help the Web can offer in ringing the cash register. U.S. Web retail sales are now above 1% of overall retail sales, with online sales of $24 billion in 2000, according to Jupiter Media Metrix.

The article focuses on the online marketing effort of retailer Sears, Roebuck and Co. Advertising forms used by the company include banners and electronic mails. Sears uses its own in-house agency to handle the company's interactive marketing program. In June 2001, the company spent $380,000 to buy 18.2 million impressions for various Sears services and brands.

Focuses on Chico's Folk Art Specialties (FAS), an apparel retailer perceived to be surviving economic downturn, as of May, 2001. Methods employed by Chico's to attract business, including using a highly trained staff and new sizing sets; Market share held by the company; Marketing and advertising efforts of Chico's.

Focuses on cosmetics retailer Sephora and parent company LVMH Moet Hennessy Louis Vuitton. Discussion of Sephora's financial profitability; Company website for the luxury items; Arrival of Sephora in the United States and competition from stores like Macy's; Mention of LLoyd & Co.'s work on a marketing campaign for Sephora; Outlook.

The article reports on the back-to-school advertising campaigns of several clothing manufacturers and retailers, such as Kmart, Levi Strauss, Eddie Bauer Inc. and Gap, in the U.S. in 2000. Key issues discussed include a description of the key features of the campaigns, their target markets and the creative credits for the advertisements.

The article reports that Kmart Corp. is preparing an advertising campaign for the Christmas season in the U.S. in 2000. Key issues discussed include speculation that retail sales will be relatively low during Christmas season, a description of the theme of the advertising campaign and information on the market growth enjoyed by Kmart and other retail chains.

This article examines a number of changes being implemented by retailers in the U.S. as a result of the Internet and changes in consumer shopping behavior, as of October 1999. Sears, Roebuck & Co. put Mark A. Cohen, who headed up some merchandising units, into the top marketing executive slot at the beginning of the year. Within six months, Cohen had ditched the Softer Side campaign in favor of focusing on store sale events and heralding the traditional guarantee theme of the company. At department store rival J.C. Penney Co., longtime marketing chief Gale Duff-Bloom was promoted from president of marketing and company communications to president of company communications and corporate image. Another piece of the puzzle new power players will be asked to tackle is how to parlay their on-land assets into online assets.