100 WAYS TO MAKE MAGIC by J. Walter Thompson New York for Macy's

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100 WAYS TO MAKE MAGIC

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Industry Department Stores & Shopping Malls, Business equipment & services, Corporate Image
Media Direct marketing
Market United States
Agency J. Walter Thompson New York
Executive Creative Director Wayne Best
Art Director Tiffany Mckee
Producer Lauren Eberhardt
Released September 2010

Credits & Description

Category: Corporate Image & Information
Advertiser: MACY'S
Product/Service: DEPARTMENT STORE
Agency: JWT NEW YORK
Date of First Appearance: Sep 8 2010
Entrant Company: JWT NEW YORK, USA
Chief Creative Officer: Harvey Marco/Peter Nicholson (JWT)
Executive Creative Director: Wayne Best (JWT)
Creative Directors: Matt MacDonald/Lea Ladera (JWT)
Art Director: Tiffany McKee (JWT)
Copywriters: Rick Abbott/Josh Gold/Chris Plehal (JWT)
Planner: Mylene Ong (JWT)
Business Director: Claire Capeci (JWT)
Account Director: James Cuff (JWT)
Account Manager: Kate Reaves (JWT)
Director of Print Production: Nick Scotting (JWT)
Producer: Lauren Eberhardt (JWT)
Design Studio: (Dress Code)
Art Buyer: Sara Levi (JWT)
Junior Art Buyer: Kaia Hemming (JWT)
Project Manager: Danielle Mills (JWT)
Illustrators: Sarah J. Coleman/Ray Smith/Crush/Sharon Watts/Jessie Ford/Adrian Johnson/Chelsey
Production Company: (JWT Studio)
Printing Press: (RRD Donnelly)
Media placement: Distribution Of Employee Handbook - 800+ Macy's Stores - 8 September 2010

Describe the brief/objective of the direct campaign.
America’s largest department store describes its products and services as “The Magic of Macy’s.” But with more than 800 stores and 160,000 employees, our customer’s shopping experiences weren’t always magical. Our mission was to change that with “100 Ways to Make Magic,” a handbook teaching every Macy’s employee how to make our customer’s experience better. To create the book, we drew inspiration from Macy’s rich history, its place in American popular culture and from interviews with people all over the organization.

Describe the creative solution to the brief/objective with reference to the projected response rates and desired outcome.
Setting the magic in motion, we created a handbook for each of Macy’s 160,000+ employees. “100 Ways to Make Magic” provides 100 tips to transform the store’s culture from the ground up. But the book goes beyond mere words; there are many interactive surprises. Like a scan able page. A URL that lets you chat with CEO Terry Lundgren’ magically reversible bookmarks. We even put an animated (screensaver) version of the book on every Macy’s computer in the country.

Explain why the creative execution was relevant to the product or service.
To inject magic into all 800+ Macy’s stores, we decided to target the single most important touch point – 160,000 Macy’s employees. So we gave every worker in every store a copy of “100 Ways to Make Magic,” literally putting the magic in their hands. Put simply, we harnessed Macy’s massive reach to inspire, revitalize and magic-ify the brand on a truly national scale.

Describe the results in as much detail as possible with particular reference to the RESPONSE of the target audience including deliverability statistics, response rates, click throughs, sales cost per response, relationships built and overall return on investment.
The Macy’s brand is on a big upswing due in large part to a focus on better service, and “100 Ways to Make Magic” has been an important tool in that mission. Almost instantly this book has become the new model for employee behaviour at Macy’s. A testament to its transformational power is seen in the American Customer Satisfaction Index survey conducted by the National Retail Federation. In that survey, Macy’s posted the biggest improvement among department stores in the critical 4th quarter of 2010, with scores up 7%.