Lorna Nagler, 54, was named president of Bealls Department Stores in January. She has 30-plus years in retail, in positions that range from buyer to chief executive officer. Her resume includes retailers such as Montgomery Wards, Kids R Us, Kmart, Catherine’s Stores, Lane Bryant and Christopher and Banks.
We talked with Nagler about her new position, strategies for the Bradenton-based retailer and challenges ahead.
As president of Bealls Department Stores, what is your role and responsibilities?
Basically, all merchandising, marketing and store operations, anything involving products and people are part of my world.
You have an extensive background in retailing. Can you highlight the positions you’ve held and how you think they’ve prepared you for your new position?
I’ve been lucky enough to fall in love with retail at an early age. When I think about the last part of my career with Kmart apparel and home area and its 2,500 stores, and as president of three different speciality stores, Lane Bryant, Christopher and Banks, and Catherine’s Stores, it has allowed me to go beyond being a merchant to touching each piece of business in retail, including e-commerce.
Now that you have been at Bealls for a few months, what do you think its strengths and weaknesses are?
Its strengths are its wonderful culture, a business that has been around almost 100 years with a family member in the chairman seat. Bealls distinctly knows Florida. They know Florida better than anyone else.
For the weaknesses, as competition has come in, we have to be stronger in all parts of state. Competition allows you to raise your game. The consumer continues to change and we have to change with her.
What changes or shifts in direction, if any, are you hoping to accomplish?
Three things are my focus right now. I really want to look at our ladies sports wear business. It is a bigger percentage of our business than of our competitors. We know if can make the female shopper happy, she is going to drive purchases in other areas. I also want to focus on growing our e-commerce business. The company has made an investment to a new platform that is consumer friendly and will help drive our store branding.
I also want to get a better understanding of the personality of our stores, One merchant assortment doesn’t fit everyone’s needs. We need to make sure we are buying the right products for each of our stores -- it’s micro merchandising.
Do you believe Bealls has the right target market in the middle-aged female or should the stores be attracting a younger demographic?
We love who our customer is, but we realize we have to attract more customers into our stores. The demographic, for instance, in our south Venice store is dramatically different than the demographic in our Orlando store.
Stores with a younger demographic do well with our junior world, kids and young men’s departments. We need to attract more customers while holding on to our core customer.
Competition is fierce among retailers fighting for market share in a still sluggish economy. What strategies is Bealls employing to continue its growth?
Customers have more access and options. Customers want a deal so we can’t lose sight of quality and price point. We have to have great brands and products for the price.
Bealls now operates 75 department stores and plans to add another in 2011. Are there long-term plans to expand its footprint with more department stores and outside of Florida?
I believe there is growth beyond Florida in the future, But right now we are still maximizing Florida as an opportunity.
In recent years, Bealls has added more celebrity/designer lines in its department stores. Are more in the offing?
We are on the look but there is nothing that I am at liberty to talk about right now.
Based on your experience, is this the most challenging time you’ve faced as a retailer?
There’s no doubt about it. In my 30-plus years in the business, people are a lot smarter and savvier, which forces you to be a better merchant.
