On this flight of The Retail PIlot, Ken Pilot interviews Pete Nordstrom, the President and Chief Brand Officer of Nordstrom. Throughout his career, Pete has helped Nordstrom innovate the customer shopping experience and redefine the role fashion plays in customers’ lives leading major strategic initiatives such as building the designer offering to a $1.5 billion business, evolving Nordstrom’s mix of brands and categories and bringing in limited distribution brands as exclusive partners.
Since taking over leadership of Nordstrom in 2000, Pete and his brothers grew the business from $5.1 billion to $15.1 billion, increased the number of stores by more than 200 locations and opened Nordstrom’s first flagship store in New York City as an experiential shopping destination. Driven by a Nordstrom principle to “leave it better than we found it,” they also led the organization to achieve 100 percent pay equity for employees, earn a spot on Fortune 100 Best Companies to Work For list for 20 years in a row and set a target to give back more than $50 million in local communities where we do business by 2025.
Key takeaways from this podcast episode include:
1. Early Introduction to Retail: Pete Nordstrom's entry into the family business started at a young age, with his father emphasizing the importance of work during summers. He began working at Nordstrom at the age of 12, starting with simple tasks like sweeping and stock work in the shoe department.
2. Career Progression: Nordstrom's career at the company progressed from selling shoes at age 16 to various managerial roles, including store manager and regional manager. He followed a typical career path within the company, starting from entry-level positions and gradually moving up through the ranks.
3. Family Business Dynamics: Nordstrom discussed the dynamics of being part of a multi-generational family business. He shared insights into the transition of leadership within the company, including his own experience when he and his brothers were given the opportunity to lead after a change in leadership.
4. Customer Service and Brand Building: Nordstrom emphasized the importance of customer service and adapting to changes in consumer preferences. He discussed Nordstrom's commitment to providing exceptional service while also recognizing the shift in customer expectations towards speed and convenience, particularly in the digital age. Additionally, Nordstrom highlighted the company's approach to brand partnerships and its focus on amplifying brands' presence through strategic collaborations.
5. Adaptation to E-commerce: Nordstrom acknowledged the evolution of retail, particularly with the rise of e-commerce. He discussed how Nordstrom adapted to the changing landscape by not only maintaining its renowned customer service but also by embracing online channels and forming partnerships with direct-to-consumer (DTC)brands to reach a broader audience.
6. Changing Business Models: Pete Nordstrom highlights the evolving nature of business relationships, moving from traditional wholesale models to more flexible arrangements. He emphasizes the importance of solving customer needs while discussing various financial arrangements with brands.
7. Diversification in Retail: The discussion explores the shift from traditional retail models to omnichannel approaches. Nordstrom discusses the integration of physical stores and online platforms, emphasizing the importance of reaching customers through multiple channels.
8. Partnerships and Discovery: Nordstrom emphasizes the value of partnerships with brands and the importance of maintaining a spirit of partnership rather than transactional relationships. He also highlights the role of platforms like marketplaces in...
The Retail Pilot