The Limited prides itself on being client-focused at its 265 stores and 11 outlets across the United States, with all strategies, marketing and messaging designed with “Her” in mind: the sophisticated, professional woman. Many retail brands are design- or merchant-led, but the 52-year-old The Limited is client-led, as “she” is the center of the enterprise.

The way consumers shop is rapidly changing, so The Limited must change with them. It does business in a brick-and-mortar channel, an outlet channel and an e-commerce and mobile channel. The Limited is focused on growing all channels and wants its customer to become an omni-channel shopper.

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In the world of high-fashion retail, there are few names that carry as much weight as Saks Fifth Avenue. Whether they shop at the company’s flagship store in New York City or any of its other locations, customers flock to Saks Fifth Avenue because of its position on the cutting-edge of luxury fashion. 

One of the people in charge of keeping the store on that edge is Thomas Ott, senior vice president and general merchandise manager of menswear, home, food and gifts. Ott has been with Saks for more than 20 years, and in that time he has seen many changes to not only fashion but to the retail environment as a whole.

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The Canadian optical market is fragmented, and New Look Vision Group is taking advantage of the situation. One of the fastest-growing companies in Canada’s optical retail industry, New Look Vision Group is rapidly expanding through a series of key acquisitions.

“We’re growing fairly quickly,” says Antoine Amiel, president of the Montreal-based company. New Look Vision Group had 76 stores in Quebec before making two major acquisitions in the past two years: Vogue Optical in 2013 and Greiche & Scaff the following year. Vogue Optical is the leading optical retailer in the Canadian Maritime provinces. 

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Mackenthun’s Fine Foods is the oldest grocery company in the state of Minnesota and a family business in the truest sense of the phrase. The store has been passed down through five generations, beginning with President and CEO Kim Mackenthun’s great-grandfather in 1917 with a meat market. 

Kim’s father, Marvin, a World War II veteran, started the full grocery business. Marvin and his father, along with a German sausage maker who never spoke a word of English, brought recipes from Germany – the same sausage recipes that are still used in the store today. 

“We make 110 different kinds of sausage,” Kim says. “We do everything from scratch. And we still make the weird stuff the old Germans like, such as blood sausage and liver sausage. They keep coming from farther and farther away to get it because it’s tough to come by.”

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Changing the way sourcing and procurement works is what LogicSource is all about. Owned and operated by an experienced group of global business veterans, the company’s sourcing and procurement model is execution-based and fully transparent, so clients don’t spend money for service before seeing results. 

The company has put together a suite of proven, pre-built assets to execute rapidly deployable, customized solutions that deliver immediate savings and sustainable value. These assets include its supplier ecosystem, sourcing and procurement operations centers, onsite execution teams, and OneMarket “source-to-pay” technology. LogicSource has shared service centers in Texas and Connecticut as well as people and systems on client sites around the U.S. and Canada. It works with suppliers around the globe, and its technology is utilized on an international level. 

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After being in the fashion industry for more than 15 years, John Varvatos, acclaimed men’s fashion designer, is getting back to his roots. 

This past March, Varvatos opened a new store in Detroit, his hometown. He’s watched the city go through troubled times since he was a child in the 1960s. But he sees hope in the city, believing it will become one of the most talked-about places in the next several years thanks to urban development, opportunity and reinvention. “I see a light shining through it today,” he says.

Varvatos’s store is one of two retail shops within 15 blocks and the only fashion retail store in the downtown area. Most of the storefronts are closed, but he believes it was important to plant his flag in Detroit and be part of the upcoming turn-around. 

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For more than two decades, House of Blues has excited audiences with a wide variety of musical flavors, but now the company wants to tantalize taste buds as much as eardrums. The House of Blues Bayou Heat Hot Sauce is just one of the many products the renowned music venue offers as part of its push into the licensing world, an effort that includes guitar picks, mugs, clothing and even cornbread mix.

Through licensing, parent company Live Nation, one of the world’s largest live entertainment and e-commerce businesses, is turning House of Blues from solely a place for live performances into a brand synonymous with the music lifestyle. By collaborating with product manufacturers, House of Blues can place its name in grocery stores, retailers and upstairs markets to give the brand access to a broader variety of consumers. “Licensed products allow House of Blues to connect with fans outside of our venues and reinforce the memory of their experience”, notes Allison Meyerson, vice president of merchandise. 

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When Brad Bowen took over ownership of Golf USA in late 2013, he understood that to be successful the brand had to renew its commitment to its small town stores. Prior ownership had expanded too aggressively into bigger markets where Golf USA found itself competing against large chains with deep pockets. But it was at the small town locations where Golf USA’s attentive customer service stood out and franchisees became a part of the community, creating personal relationships with junior and senior golfers alike. “That’s where we’ve seen a lot of success over the years,” Bowen says.

Golf USA’s were never designed to compete with the large, 60,000-square-foot retailers on inventory, but Bowen says its stores still offer all the familiar products that customers desire. “We have all the same wanted items, the same brands,” he states. “We just don’t carry the overkill in depth.” 

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