Mission Statement, Vision, & Core Values of Macy's, Inc. (M)

You're looking at Macy's, Inc. not just as a department store, but as a retail ecosystem aiming for $21.15 billion to $21.45 billion in net sales for fiscal year 2025, which means their Mission, Vision, and Core Values are defintely worth a deep dive.

When a company is closing 64 underperforming stores this year while simultaneously committing $5 billion toward equitable and sustainable initiatives by 2025, you have to ask: what is the core purpose driving that kind of strategic pivot?

Do those guiding principles-like the omnichannel focus and commitment to customer experience-actually translate into the kind of $1.70 to $2.05 adjusted earnings per share (EPS) growth you need to see from a legacy retailer, and how do you value a business in transition?

Macy's, Inc. (M) Overview

You're looking for a clear-eyed view of Macy's, Inc., a retailer that's been a fixture in American commerce for over a century and a half. The direct takeaway is this: Macy's, Inc. is a massive, multi-brand holding company aggressively executing a turnaround, shifting its focus to its most profitable assets and digital channels to stabilize revenue in a tough retail environment.

The company's story starts in 1858 when Rowland Hussey Macy opened a small dry goods store in New York City. That grew into the iconic Macy's department store, famous for its flagship Herald Square location and the annual Thanksgiving Day Parade. Today, Macy's, Inc. operates three primary nameplates: Macy's, the department store chain; Bloomingdale's, its upscale counterpart; and Bluemercury, its specialty beauty retailer.

These brands offer everything from clothing and accessories to home goods, jewelry, and cosmetics. For the fiscal year ending February 1, 2025, the company generated annual revenue of approximately $23.01 billion, making it a dominant force in the US retail landscape.

Recent Financial Performance: Q2 2025 Highlights

The latest financial reports show a company in transition, but with clear pockets of strength. For the second quarter of fiscal year 2025 (Q2 2025), Macy's, Inc. reported net sales of $4.8 billion, which actually exceeded the company's own guidance.

The headline number, though, is the comparable sales growth (sales from stores open for at least a year) of 0.8% on an owned basis and 1.9% on an owned-plus-licensed-plus-marketplace (O+L+M) basis. That's the best comparable sales growth the company has seen in three years, or 12 quarters.

Here's the quick math on where the growth is coming from:

• Bloomingdale's comparable sales rose 3.6%.
• Bluemercury comparable sales grew 1.2% (its 18th consecutive quarter of gains).
• Adjusted diluted earnings per share (EPS) for the quarter was $0.41.

Honestly, the overall net sales decline of 2.5% for the quarter was largely due to the strategic closure of 64 underperforming Macy's stores, which cost about $170 million in lost sales. The company is forecasting full-year 2025 sales to be in the range of $21 billion to $21.4 billion, so they're defintely focused on quality over quantity of locations.

Leading the Retail Turnaround

Macy's, Inc. isn't just a legacy retailer; it's a multi-brand, multi-category, omnichannel giant that's actively reinventing itself. The company is executing its 'Bold New Chapter' strategy, which involves redesigning 125 key Macy's locations and heavily investing in its digital and luxury segments.

Its market position is strong, holding a Zacks Rank of #1 (Strong Buy) as of November 2025, and its forward Price-to-Earnings (P/E) ratio of 10.02 is a significant discount compared to the industry's P/E of 20.53. This suggests the stock is undervalued relative to its peers, a classic turnaround play. The strength of the Bloomingdale's and Bluemercury brands, plus the improved performance in its 'Reimagine 125' locations, shows the strategy is working.

A deep dive into the numbers reveals how the company is balancing its heritage with the demands of modern retail. To understand the full picture of this strategic pivot, you need to look closer at the balance sheet and cash flow. Breaking Down Macy's, Inc. (M) Financial Health: Key Insights for Investors is a great next step to see the underlying financial structure supporting this massive change.

Macy's, Inc. (M) Mission Statement

You're looking for a clear, actionable understanding of what drives Macy's, Inc. beyond the quarterly earnings report, and that starts with the mission statement. The company's goal is to be a retailer with the ability to see opportunity on the horizon and have a clear path for capitalizing on it. This isn't just corporate fluff; it's the strategic compass for their current 'Bold New Chapter' plan, which is all about moving faster, using more technology, and concentrating resources on the core customer. The mission is the foundation for every investment decision, like the aggressive shift toward a multi-channel, multi-brand model.

For a company with a long history, this forward-looking mission is critical for navigating the volatile retail landscape. It guides the allocation of capital, such as the focus on the 350 go-forward locations and the acceleration of luxury growth through Bloomingdale's and Bluemercury. It's a simple mandate: stay ahead of the curve, or get left behind. We see the impact in the Q2 2025 results, where comparable sales on an owned-plus-licensed-plus-marketplace (O+L+M) basis were up 1.9%, showing the strategy is starting to gain traction in the core business.

The mission statement breaks down into three core components that dictate daily operations and long-term financial health. You can see how these components directly translate into the company's financial performance by reading Breaking Down Macy's, Inc. (M) Financial Health: Key Insights for Investors.

Core Component 1: Customer-First Innovation and Adaptation

The first pillar is a relentless focus on the customer, which, in today's retail environment, means embracing innovation and adapting quickly. Macy's, Inc. is fundamentally shifting from an operationally-led model to a customer-led one. This isn't just a slogan; it's a multi-million-dollar investment strategy. For example, the company has completed the redesign of 125 reimagined stores as of early 2025.

The investment is paying off in measurable customer experience (CX) metrics. In the second quarter of 2025, the company reported the highest-ever second quarter Net Promoter Scores (NPS) at both the Macy's and Bloomingdale's nameplates. The reimagined stores specifically showed even higher NPS, plus higher traffic and average order value compared to the rest of the store fleet. Here's the quick math: better experience means a higher average order value, which drives top-line growth. The digital experience is also a priority, with investments in AI and loyalty programs to enhance personalization and operational efficiency.

Core Component 2: Commitment to High-Quality Products and Assortment

The mission to capitalize on opportunity requires having the right product at the right time, which means a deep commitment to quality and relevance. The 'Bold New Chapter' strategy explicitly calls for revitalizing the assortment to improve both relevance and value. This involves curating a mix of national brands, like the expanded distribution of Sam Edelman and Hugo Boss, and enhancing their private brands.

Their commitment to product quality is measurable, especially in their private brand sourcing. By the end of 2025, Macy's, Inc. has set two concrete goals:

• Ensure 40% of Private Brand products are made with preferred fibers.
• Certify 75% of Private Brand apparel and soft textiles as OEKO-TEX STD 100, which means they are tested for harmful substances.

This focus on quality and sustainability is a direct response to consumer demand, and it reduces long-term supply chain risk. It's a smart, realistic move that ties product integrity directly to the brand's long-term viability. When you buy a private label item, you defintely want to know it meets a high standard.

Core Component 3: Mission Every One: Equity and Sustainability

The third, and most tangible, component of the mission is the company's commitment to social and environmental responsibility, encapsulated in its 'Mission Every One' platform. This is a five-year initiative focused on creating a more equitable and sustainable future for colleagues, customers, and communities.

The action behind this mission is a massive financial pledge: Macy's, Inc. is directing $5 billion of its spend through 2025 toward people, partners, products, and programs that support this goal. This isn't a future promise; it's a current, active spend target. This commitment is woven into the business strategy, covering everything from diversity and inclusion in the workforce to environmental impact. For example, the company aims to increase its in-store recycling rate to 80% by the end of 2025. This kind of concrete, time-bound goal shows a serious commitment to their values, not just rhetoric. It's a clear sign that Environmental, Social, and Governance (ESG) factors are a core part of their financial planning.

Macy's, Inc. (M) Vision Statement

You're looking for the fundamental drivers behind a retail giant's strategy, and for Macy's, Inc., it boils down to a clear vision and a mission to dominate the modern shopping experience. The direct takeaway is that Macy's, Inc.'s strategy is a two-pronged focus: elevating its main brands to be dynamic national powerhouses while simultaneously hyper-localizing the customer experience in every physical location.

This approach is a realist's response to a tough retail environment, balancing the efficiency of a national platform with the necessary human touch of a local store. It's not just about selling clothes; it's about being a preferred brand that delivers the 'magic of fashion and value' across every channel, which is the underlying mission.

Mission: The Omnichannel Imperative

Macy's, Inc.'s mission is simple but demanding: to be a leading omnichannel retailer. This means creating a seamless experience whether a customer is shopping on the Macy's app, picking up an order in a small-format store, or browsing the luxury offerings at Bloomingdale's. The financial results from the second quarter of 2025 show this strategy is gaining traction, but it's a constant battle.

The company reported total net sales of approximately $4.8 billion in Q2 2025, with comparable sales (owned-plus-licensed-plus-marketplace, or O+L+M) rising by 1.9%. That growth, while modest, demonstrates that their investments in digital-like the Macy's Marketplace-and in-store improvements are starting to pay off. Honestly, in a market where foot traffic is still a concern, any positive comparable sales growth is a win.

• Be a preferred brand, delivering value.
• Move faster, use more technology.
• Focus resources on core customers.

To understand the full context of this shift, you should look at the company's history and how it makes money today: Macy's, Inc. (M): History, Ownership, Mission, How It Works & Makes Money.

Vision Component 1: Dynamic National Brands

The first part of the vision is to 'operate Macy's and Bloomingdale's as dynamic national brands.' This means treating each nameplate-Macy's, Bloomingdale's, and Bluemercury-as a distinct growth engine, not just a department in a single company. You see this differentiation clearly in the Q2 2025 results.

The luxury segment is accelerating, which is key to higher margins. Bloomingdale's delivered a strong comparable sales increase of 3.6%, and the beauty specialist Bluemercury saw a 1.2% rise in comparable sales for the quarter. Here's the quick math: when the luxury brands outperform the core Macy's brand, it signals that the strategic investment in that segment is working to capture higher-end consumer spending. The company is defintely leveraging its existing portfolio to drive overall growth.

Vision Component 2: Localized Customer Offering

The second, and arguably more complex, part of the vision is 'focusing on the customer offering in each store location.' This is the 'Bold New Chapter' strategy in action, recognizing that a store in Manhattan needs a different inventory and service model than one in a suburban market. It's about being locally relevant.

The company is investing heavily in its 'go-forward' stores, which excludes the 64 underperforming locations closed as part of the strategy. Specifically, the 125 'Reimagine' Macy's stores that have been redesigned and localized are outperforming the rest of the fleet, showing a comparable sales increase of 1.1% on an owned basis in Q2 2025. This investment in personalization, like enhanced loyalty programs and in-store stylists, is what drives that local-level growth. What this estimate hides is the cannibalization risk from the new small-format stores, but for now, the targeted investment is working.

Core Values: Mission Every One and $5 Billion Commitment

The company's core values are codified in its social commitment platform, 'Mission Every One,' which guides its decisions on People, Community, and Planet. This isn't just corporate-speak; it has a massive financial commitment attached.

Macy's, Inc. is directing $5 billion of its spend through 2025 toward people, partners, products, and programs to create a more equitable and sustainable future. This is a concrete, multi-year capital allocation decision that impacts everything from sourcing to hiring.

• People: Aiming for 30% ethnically diverse representation at Director level and above by the end of 2025.
• Community: Donating over $100 million by 2025 to non-profits supporting underrepresented youth.
• Planet: Working toward 100% preferred materials in private brands by 2030.

This commitment is a key risk mitigator, too. If onboarding takes 14+ days, churn risk rises, but a focus on 'People' through initiatives like fully-funded education for colleagues helps retain talent and improve service quality, which directly impacts the customer experience and, ultimately, the bottom line.

Macy's, Inc. (M) Core Values

You're watching Macy's, Inc. (M) execute its 'Bold New Chapter' strategy, and you're right to look past the quarterly revenue dips-total revenue was $4.999 billion in Q2 2025, a 2.5% decrease driven primarily by closing underperforming stores, not a failing core business. The real story is in the core values, branded as 'Mission Every One,' which is their commitment to direct $5 billion of spend through 2025 toward a more equitable and sustainable future. This isn't just a marketing slogan; it's a capital allocation decision that maps directly to their long-term viability.

Honestly, a company's values are its risk map and opportunity blueprint. They tell you where the next dollar of investment is going, and for Macy's, Inc., that means focusing on People, Planet, and Community, all while relentlessly driving a better Customer Experience. We need to see how their 2025 spending aligns with these pillars, because that's the defintive measure of commitment.

People: Investing in Human Capital and Equity

The first core value is a deep commitment to their colleagues (employees) and a diverse, inclusive environment. This isn't just about good morale; it's a direct play for talent retention and better decision-making, which is crucial when you're navigating a tough retail environment. They know that a strong internal culture reduces turnover, which directly impacts the bottom line.

A concrete example is the support for their colleagues through the North Star Relief Fund, a 501(c)(3) charity that provides rapid, direct financial assistance during times of need. Plus, the broader 'Mission Every One' commitment is designed to tackle barriers to representation, ensuring a diverse workforce that better reflects the customer base. That's smart business. You can dive deeper into the company's foundation here: Macy's, Inc. (M): History, Ownership, Mission, How It Works & Makes Money.

Planet: Sustainable Stewardship and Supply Chain

The 'Planet' value translates into clear, measurable environmental, social, and governance (ESG) goals that have near-term deadlines. It's about reducing their operational footprint and curating a more sustainable product assortment. This is a non-negotiable for modern retail, and they've set specific, achievable targets for the 2025 fiscal year.

Here's the quick math on their 2025 environmental goals:

• Increase in-store recycling rate to 80% by 2025.
• Ensure 40% of Private Brand products managed by the sourcing team are made with preferred fibers by 2025.
• Achieve OEKO-TEX STD 100 certification for 75% of Private Brand apparel and soft textile products by 2025.

These goals show a focus on the supply chain-where the biggest impact is-plus, they are expanding their assortment of sustainable products, which are generally backed by third-party certifications. This move meets consumer demand and mitigates brand risk simultaneously.

Community: Driving Social Impact with Tangible Spend

Macy's, Inc.'s commitment to community is best demonstrated by the financial scale of their social impact programs. In 2024, they raised and donated $29 million to benefit communities, with colleagues contributing approximately $3.1 million of that and volunteering over 68,000 hours. That's a huge lift for a single year.

Their partnership with Big Brothers Big Sisters is a great example of this value in action, creating over 280,000 mentorship moments since 2022. This kind of consistent, high-visibility community support builds long-term customer loyalty that you can't buy with a discount code. It's an investment in social license to operate.

Customer Focus: Innovation and Experience

The core value of customer focus is the engine of the 'Bold New Chapter' strategy, which is all about strengthening the core Macy's nameplate and accelerating luxury growth at Bloomingdale's and Bluemercury. The numbers show this is working: in Q2 2025, comparable sales were up 1.9% on an owned-plus-licensed-plus-marketplace (O+L+M) basis, beating guidance.

The key action here is the store redesign initiative. They are redesigning 125 Macy's locations, and those 'Reimagine 125' stores are already outperforming, showing a comparable sales increase of 1.1% on an owned basis in Q2 2025. This proves that physical retail isn't dead; stale retail is. They're using capital to modernize the experience, and customers are responding.