The Team:

Jessica Willard

Ashley Hoffer

Whitney Hipwell

Kailen Nordhausen

Sunki Hong

Nov

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201

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CUSTOMER EXPERIENCE INITIATIVEMARKETING PLAN

1

I. COMPANY DESCRIPTIONRichard Warren Sears and

Alvah C. Roebuck founded Sears Roebuck and Co. in 1893. The company began as a mail order catalog business that offered everything imaginable to its customers, including clothing, jewelry, appliances, tools, and sewing machines. The catalog grew to be more than 500 pages by the turn of the century when Sears and Roebuck decided to expand the business into a merchandising outlet. Their first retail store opened on February 2, 1925 in Chicago followed by more stores constructed in urban areas. Continued market expansion made Sears the largest retail store in the United States by 1980 (searsarchives.com). In 2005, Sears Roebuck and Co. and Kmart Holding Corporation

formed one of the largest retail mergers in the United States. At the time of the merger, Chairman of Sears and prominent hedge fund manager, Edward Lampert, was hailed as a genius and predicted to be the next Warren Buffet. The $12B merger created the 3rd largest retailer in the U.S. However, since the merger, the performance of Sears Holdings has been disappointing. The company has experienced declining sales since 2005 (cite) and in 2011 Sears Holdings dropped to the sixty-fifth position in the ranking of Fortune 500 companies (well behind its competitors Wal-Mart, Home Depot, Target, and Lowe’s). Today, Sears Holdings is a broad-line retailer, operating 2,172 full-line and 1,338 specialty retail

stores in the United States through Kmart Holding Corporation (Kmart) and Sears, Roebuck and Co. (Sears). Sears Holdings also operates 500 full-line and specialty retail stores in Canada through Sears Canada Inc. (Sears Canada), a 95%-owned subsidiary. Sears Holdings is the 10th largest retailer in the United States based on revenue and the 4th largest broad-line merchant behind Walmart, Costco Wholesale Corporation, and Target Corporation. (http://www.reuters.com/finance/stocks/companyProfile?rpc=66&symbol=SHLD.O) Yet all three divisions of Sears Holdings experienced a decline in overall market share between 4 and 8 percent in 2011 alone. In 2011 Sears Holdings aimed to

The Team:

Jessica Willard

Ashley Hoffer

Whitney Hipwell

Kailen Nordhausen

Sunki Hong

Nov

embe

r 15,

201

2CUSTOMER EXPERIENCE INITIATIVEMARKETING PLAN

2

Essentially, the message from consumers to Sears was “we will shop there, but not at the prices you wish to charge as we won’t pay full price for substandard service and unwelcoming physical facilities.”Gary Balter, an analyst at Credit Suisse

II. BUSINESS MISSION

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SEARS These postcards are of the Sears Roebuck & Co store on states st in chicago Ilincludes the holiday-decorated windows.Image provided by Chuckman Chicago Nostalgia

III. MARKETING OBJECTIVES

The marketing objective is to re-establish Sears as a leader in the retail industry by improving the customer experience and support, empowering employees to drive sales, and investing in store renovations. To accomplish this objective, Sears must reclaim customers lost due to company mismanagement by regaining their trust in the new Sears brand. Likewise, Sears must attract new customers by positioning itself as a competitive retailer in the marketplace, which offers an unparalleled shopping experience.

Our mission is to grow our business by providing quality products and services at great value when and where our customers want them, and by building positive, lasting relationships with our customers. We plan to deliver this mission by attaining best in class productivity and efficiency, building our brands, reinventing the company continuously through technology and innovation, and providing a world class customer experience.

regain market share lost to competitors by licensing its brand name products such as Craftsman and Diehard to retailers such as Costco and Ace Hardware.

Objective Metric:Increase overall customer satisfaction by

100% by the end of 2013

Objective Metric:Increase sales by 10% by the end of 2013

Objective Metric:Increase number of repeat customers by

25% by the end of 2013

3

Industry Analysis:TrendsSocial media platforms have

changed the way brands and their customers interact and have allowed likeminded shoppers to organize like never before. The top-down messaging of the past has been replaced by a two-way dialogue that has amplified the voice of the consumer and empowered them to demand a greater level of participation and sway. In order to keep pace, Sears must identify its most influential customers, make a commitment to listen and respond to what they have to say, and find ways to get them more deeply involved in delivering on their brand promise.

Trend 1:Shopper as Affiliate- A means of using social media channels to empower customers to sell on behalf of brands.

Trend 2:Shopper Designed Deals- Shoppers determine the price they are willing to pay for goods and services.

Trend 3:Co-Produced In-Store Product Offerings- The customer decides what inventory will be in stores and what services will be offered based on customer reviews and opinions.

Trend 4:Shopper Coaching- Customers are educated on their purchases and are aided in making informed buying decisions. This trend empowers consumers and employees, giving employees a greater sense of community within their store.

Trend 5:Consumer’s Access to Information Allows for Real Time Price Comparisons of Comparable Products- Consumers

want quality products for a low price. There is an opportunity for a price match program as well as honest price comparison, which builds trust between the consumer and the retailer.

Trend 6:Technology on the Sales Floor- This trend includes cashless Initiatives using near-field communications enabled mobile payment systems. Cash will be used less often because of digital payment options, such as PayPal and Google Wallet.

CompetitorsSears’ business is subject to highly

competitive conditions. Sears competes with a wide variety of retailers, including other department stores, discounters, home improvement stores, consumer electronics dealers, auto service providers, specialty retailers, wholesale clubs, as well as many other retailers operating on a national, regional or local level. Online and catalog businesses, which handle similar lines of merchandise, also compete with Sears. Walmart, Target, Kohl’s, J.C. Penney, Macy’s, The Home Depot, Lowe’s, Best Buy and Amazon are

some of the national retailers and businesses with which Sears competes. The Home Depot and Lowe’s are major competitors in relation to Sears’ home appliance business, which accounted for approximately 16% of the company’s 2011 and 2010 revenues and 15% of its 2009 revenue. Sears primarily competes with mall department stores, big box retailers and home centers.

Customer Profiles1. A newly married couple; early 30s

with no children and moving into their starter home

2. Middle aged couple (40s) with their youngest child six or older

3. Middle aged couple (50s) with an empty nest

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“We do not intend to sit idly by and have it be business as usual.  We will make the difficult decisions required to position Sears Holdings for the future and we will not accept such poor performance without making substantial adjustments.”

Eddie Lampert

(Chairman Sears Holdings)

IV. SITUATION ANALYSIS

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2011 During the holiday season sears closed countless stores across the country

SWOT Analysis:StrengthsBrand equity and recognitionStrong retailer networkBalanced brand mixBroad product offerings

WeaknessesPoor fundingLow inventory turnoverRun-down storesWeak marketing strategy

OpportunitiesGrowth in private label productsIncreasing online salesDecentralizing of operationsCompany mergers

ThreatsLow consumer confidenceDirect competitors and specialty storesEconomic slowdownLabor costs

5

Target Market Strategy:Social ClassesThe target Sears customer comes from the middle and

upper-middle social classes with an annual income ranging from $45,000 to $100,000.

DemographicsThe typical Sears customer is likely someone who has put

down roots in their community. He or she is likely married with a family or is likely to start a family. The age range of potential customers is 30 to 55 and they can be either male or female. The target Sears customer lives in suburban cities and towns across the United States where they can visit Sears at their local mall. He or she is an informed consumer with a high school and/or college education. The Sears customer enjoys living the American lifestyle and is involved in his community – whether it is through church, sports teams, or local organizations.

Size of Target MarketBased on data captured from US census records of

metropolitan population and money income of households and families, the Sears target market is roughly 15% of total US population.

Target Market Wants and NeedsThe target Sears customer expects quality customer service

and value for dollar. They enjoy spending time with their family and therefore expect convenience in their one-stop shopping experience. He or she does not appreciate games or gimmicks and expects honest, straight-forward dealings with sales people. The target Sears customers also expects to form serendipitous, trusting, and beneficial relationships with Sears employees. Because the Sears customer expects quality, they expect their shopping experience to reflect that- from knowledgeable sales staff to clean, organized stores.

V. MARKETING STRATEGY

“Lorem Ipsum Dolor Set Ahmet In Condinmentum. Nullam Wisi Acru Suscpit Consectetuer viviamus Lorem Ipsum Dolor Set Ahmet. Lorem Ipsum Dolor Set Ahmet In Wisi Acru Suscpit Consectetuer viviamus.”Leo Praesen

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Product:The Sears Customer Experience Initiative focuses on

enhancing the customer’s in-store experience to the fullest potential. This initiative will be achieved in the following ways: first, by empowering and educating Sears employees to drive sales and establish meaningful relationships with customers; and second, by updating brick-and-mortar store locations.

As a first step in ensuring employee motivation, Sears must develop a new Human Resources Employee Empowerment Program which will outline the objectives and expectations for employee interactions with customers. The Employee Empowerment Program will also offer incentives such as Sears store credit to top performing employees. This program will be modeled after the Nordstrom Customer Service Excellence program which is exclusively focused on generating customer satisfaction. The Employee Empowerment Program aims to validate employees across all ranks of the company by giving them a purpose and common goal to strive for: providing Sears customers with a world class shopping experience.

Advantages of Employee Empowerment:Cost SavingsEmployees who perform their tasks on a daily basis

have an intimate understanding of how their jobs are done. By empowering employees to determine their own work methods, Sears can benefit from the years of experience each employee has. By allowing employees to suggest and make procedural changes that make their jobs more efficient, Sears will benefit by saving money.

MoraleEmployees who are empowered in their jobs feel a

stronger sense of responsibility concerning productivity. Putting employees in charge of their own results has a positive effect on morale. Empowered employees know that their ideas matter to the success of the company, so they tend to take a greater interest in creating a more efficient and profitable company. Higher morale means that employees take less scheduled time off and productivity increases. This all has a positive effect on the bottom line.

Management-Employee RelationshipEmployee empowerment can help strengthen the

relationships between managers and employees. Managers are seen as coaches and professionals with a direct interest in the success of their employees as opposed to those that dictate policy and give commands. Managers learn to rely on empowered employees, and employees learn to use their managers as resources for getting jobs done.

Direct Accountability

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means that employees have direct accountability for their jobs. This is advantageous for companies, because instead of harnessing managers with the responsibility for all decisions, employees pick up some of the decision-making slack. Thus, it is easier to pinpoint the exact sources of issues. Companies can offer specific employees training and any other information needed to correct errors as opposed to spending time and money training entire departments

Secondly, Sears must invest profits earned back into the company by transforming its old, run down store locations into fresh and inviting outlets for the modern shopper. In many instances, Sears mall locations were once free-standing stores erected many years before the malls which now surround them. This is the case at the Oglethorpe Mall location in Savannah, Georgia where we gathered primary research. This location is defined by sagging drop ceilings, dim lighting, and dingy shelving; 3 characteristics that drive away customers and turn off employees. By renovating stores like the Oglethorpe Mall location, the Sears Customer Experience Initiative not only aims to elevate the shopping experience, but also positively impacts the customer’s perceived brand value of Sears. Primary research conducted at the Sears Oglethorpe Mall location also indicates that by giving its stores a facelift, Sears will in turn empower its employees by giving them a sense of pride in their workplace.

Place:Our strategy is to implement the new Sears Customer

Experience Initiative in the State Street Chicago, Illinois store location. We chose to implement this initiative in the Chicago area because it is a populous area and it is where Sears is headquartered. This store will serve as a testing ground for the Sears Customer Experience Initiative and the effectiveness of the strategy at this location will determine how we will further implement it.

Additionally, an opportunity for increasing brand loyalty lies in a potential partnership with St. Jude Children’s Research Hospital. St. Jude Children's Research Hospital, founded in 1962, is a leading pediatric treatment and research facility focused on children's catastrophic diseases. It is located in Memphis, Tennessee. Sears has no strong relations with local or national charitable organizations. Some of the benefits of the proposed partnership are:

‣ Increasing brand loyalty‣ Brand differentiation and strengthening brand image‣ Creating company or product awareness and visibility‣ Enhancing company's credibility and educating the public about products and services‣ Driving retail traffic or sales through linked pages‣ Highlighting community responsibility, or corporate social responsibility‣ Building new and deeper community networks‣ Recruiting, retaining and motivating employees

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To build awareness of the new Sears Customer Experience, we plan to utilize Sears’ website as well as its mobile application for advertising. While Sears has experienced steep declines in sales within its brick-and-mortar stores, it has been successful in its ecommerce channels. Sears is the number 7 e-tailer in the United States by sales volume as indicated by InternetRetailer’s Top 500 List, and has the number 5 mobile app store in the world. These channels will be used to drive online traffic to stores to try out the new Sears in store experience, and will feature attractive images showing the new features of the updated Sears experience. While ecommerce is gaining ground, consumers still want to shop in store for the social experience. In fact, 24% of people go to a store first to check out item before purchasing online.

Price:There are two major pricing components to be

considered with the implementation of the Sears Customer Experience Initiative. First, a new Human Resources training program with tools for training Sears employees on new customer experience concepts and expectations and second, the cost associated with remodeling stores.

VII. SUMMARYBased on the recent poor financial performance of

Sears as discussed above, we feel it is clear that serious modifications are needed to revitalize Sears’ brand image. We are confident that the changes outlined above will not only boost Sear’s performance in the short term, but will also result in a redesigned brand image that will increase the probability of long term success. Furthermore, we are confident that Sears is financially capable of fully integrating these recommendations into its operating strategy. The implementation of the actions recommended in this report must begin immediately. Ultimately, they will result in a Sears Holdings Corporation that is more relevant to the modern consumer, financially stronger, and more likely to climb back to the top of the ranks as one of America’s most successful retailers.

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Contact Help. (2012). Sears. Retrieved October 31, 2012, from Contact help: www.contacthelp.com

Customer Service Scoreboard. (2012). Sears vs Target: Customer Service Comparison. Retrieved November 2012, 2012, from Customer Service Scoreboard: www.customerservicescoreboard.com

Express. (2012). Benefits Overview. Retrieved November 05, 2012, from Express: www.express.com

Gallup polls (n.d). Retrieved October 30, 2012 from www.gallup.com

Gap Inc. (n.d.). Gap Credit Cards. Retrieved November 5, 2012, from Gap Inc: www.gap.com

http://hbr.org/1998/01/the-employee-customer-profit-chain-at-sears/ar/1

http://maaw.info/ArticleSummaries/ArtSumRucci,KirnQuinn98.htm

http://sears-reviews.measuredup.com/1658/Reviews/Consumer-Review-5?start=0

https://www.facebook.com/campaign/landing.php?placement=pf&campaign_id=402047449186&extra_1=auto

https://www.google.com/search?q=sears+customer+satisfaction&ie=utf-8&oe=utf-8&aq=t&rls=org.mozilla:en-US:official&client

=firefox-a#hl=en&client=firefox-a&hs=O3F&rls=org.mozilla:en-US:official&q=sears+employee+satisfaction&revid=

644110372&sa=X&ei=c0O3Tv3YN42A2AWfsL3MDQ&ved=0CCoQ1QIoAw&bav=on.2,or.r_gc.r_pw.,cf.osb&fp=c0bffce

148b2ddfa&biw=1276&bih=585

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CD4QFjAA&url=http%3A%2F%2Fwww.

keepem.com%2Fdoc_files%2Fclc_articl_on_productivity.pdf&ei=D3-3TpWDPZC-tgfP04nAAw&usg=AFQjCNFrxnc

VTaLCDEC-NrVqHpA-XJS_fQ&sig2=RWOenPNsJfOP3Uq6NwmTEQ

http://www.hulu.com/about/advertising?src=footer

http://www.mysears.com/topics/Customer-Satisfaction-is-a-Joke-At-Sears/posts

http://www.prnewswire.com/news-releases/sears-builds-on-success-of-softer-side-advertising-campaign-new-creative-askscustomers-

to-take-another-look-76542702.html

https://www.royalrobbins.com/t-about.aspx

http://www.youtube.com/advertise/

iTunes. (2011). Sears2go. Retrieved November 4, 2012, from iTunes: www.itunes.apple.com

JC penny (n.d). Retrieved November 2, 2012 from www.jcpenny.com

Macys (n.d). Retrieved November 2, 2012 from www.macys.com

Meetingmetrics.com/research…/whitepaper_cs_es_relationships.pdf

Reseller Ratings. (2012, August 16). sears.com. Retrieved October 2011, 2011, from Reseller Ratings: www.resellerratings.com

Sears (n.d). Retrieved November 1, 2012 from www.sears.com

Sears Holdings Corporation (n.d). Retrieved November 1, 2012 from http://www.searsholdings.com/invest/docs/SHC_2010_Form_

10-K.PDF

Target (n.d). Retrieved November 2, 2012 from www.target.com

Walmart (n.d). Retrieved November 2, 2012 from www.walmart.com

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41 years old Chicago, Il BA Gov Employee $ 70,0002,100 sq ft

houseMarried

(thinking about kids)

Age Location Occupation Salary Home Marital StatusEducation

$$$ $$$ $$$

Work

Personal

-Discusses Policy and Systems -Walks and utilizes public transit to work when the chance presents itself utilizes -Likes to brainstorm with others but is then secluded for the duration of the process

-Enjoys nature-Likes to read and write, occasionally cooks-Loves to learn by watching documentaries

Activities:

Demographics:

Food & Beverage Transportation

Apparel/Fashion

Mobile/DevicesGifts

Entertainment Insurance/Healthcare

At Work

In Transit Rest & Relaxation

Housing

Expenditures:

$2,350 $22,550

$3,200 $1,650

$14,093 $17,000

$5,000 $17,890

49 hr 6.7 hr

4.2 hr 26 hr

Time Spent (weekly):Shopping (on & off line)

“I want a quality

courteous, shopping

experiance and

value for my dollar.”

Shopping Habits:

Poor customer service

Husband & friends

May do research on the go, but prefers to shop in store

Department Stores

Current favorite store:

Channel:

Pet Peeve

Guest:

PERSONA

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High CustomerSatisfaction

Employee Satisfaction,Positive Service Attitude

Above AverageWagesExtensive

Training

Continuity inRelationship with

Customer

CustomerLoyalty

LowCustomerTurnover

Repeat Emphasis onCustomer Loyalty and

Retention

Lowered Turnover,High Service Quality

HigherProfit

Margins

BroadenedJob Designs

Training and Empowerment ofFrontline Personal to Control Quality

IntensifiedSelection E!ort

EMPLOYEE CYCLE

CUSTOMER CYCLE

CYCLE OF SUCCESS

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CustomerDissatisfaction

Service NotFocused on

Customer Needs

Promotionand Pay

Increases basedon Longevity,

Lack of Mistakes

Resentment atInflexibility and

Lack of EmployeeInitiative;

Complaints toEmployees

No Incentive forCooperativeRelationship

to ObtainBetter Service

Other Suppliers (if any)Seen as Equally Poor

Customers TradeHorror Stories

Jobs are Boring andRepetitive; Employees

Unresponsive

Complaints Met byIndi!erence or

Hostility

EmployeeDissatisfaction

(but can’t easily quit)

Employees SpendWorking Lives

in Environmentof Mediocrity

Narrow Designof Jobs

Training EmphasizesLearning Rules

Wages and Benefits,Are Good; Job Security

Is High

Initiative is Discouraged

Success DefinedAs Not Making

Mistakes

Emphasis onRules Ratherthan Pleasing

Customers

EMPLOYEE CYCLE

CUSTOMER CYCLE

CYCLE OF MEDOCRITY

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EMPLOYEE CYCLE

CYCLE OF FAILURE

CUSTOMER CYCLE

CustomerDissatisfaction

Employees Can’tRespond to Customer

Problems

Emphasis onRules Ratherthan Service

Minimizationof Training

No Continuity in Relationship with

Customer

Failure to DevelopCustomer Loyalty

High CustomerTurnover

Repeat Emphasis on Attracting New Customers

EmployeesBecome Bored

Employee Dissatisfaction;Poor Service Attitude

High Employee Turnover;Poor Service Quality

Low ProfitMargins

Narrow Design ofJobs to Accommodate

low Skill Level

Use of Technologyto Control Quality

Payment of Low Wages

Minimization ofSelection E!ort

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30 PopulationU.S. Census Bureau, Statistical Abstract of the United States: 2012

Table 22. Metropolitan Statistical Areas With More Than 750,000 Persons in 2010—Population by Age: 2010[In thousands (871 represents 871,000). As of April 1. Covers metropolitan statistical areas as defined by the U.S. Office of Management and Budget as of December 2009. All geographic boundaries are defined as of January 1, 2010. For definitions and components of all metropolitan and micropolitan areas, see Appendix II]

Metropolitan statistical areaNumber (1,000) Percent

under 18 years

Percent 65 years and overTotal

Under 18 years

18 to 44 years

45 to 64 years

65 to 74 years

75 years and over

Albany-Schenectady-Troy, NY . . . . . . . . . . . . . . 871 186 313 249 62 60 21.4 14.0Albuquerque, NM . . . . . . . . . . . . . . . . . . . . . . . . 887 218 323 237 61 48 24.6 12.3Allentown-Bethlehem-Easton, PA-NJ . . . . . . . . 821 187 275 234 62 63 22.8 15.2Atlanta-Sandy Springs-Marietta, GA . . . . . . . . . 5,269 1,396 2,076 1,325 283 189 26.5 9.0Austin-Round Rock-San Marcos, TX . . . . . . . . . 1,716 435 750 392 81 58 25.3 8.1Bakersfield-Delano, CA . . . . . . . . . . . . . . . . . . . 840 254 324 186 44 32 30.3 9.0Baltimore-Towson, MD . . . . . . . . . . . . . . . . . . . 2,710 623 992 753 183 159 23.0 12.6Baton Rouge, LA . . . . . . . . . . . . . . . . . . . . . . . . 802 198 313 205 50 37 24.7 10.7Birmingham-Hoover, AL . . . . . . . . . . . . . . . . . . 1,128 270 409 304 80 66 23.9 13.0Boston-Cambridge-Quincy, MA-NH . . . . . . . . . . 4,552 983 1,721 1,252 306 290 21.6 13.1Bridgeport-Stamford-Norwalk, CT . . . . . . . . . . . 917 227 309 256 62 62 24.8 13.5Buffalo-Niagara Falls, NY . . . . . . . . . . . . . . . . . 1,136 245 388 323 87 92 21.6 15.7Charlotte-Gastonia-Rock Hill, NC-SC . . . . . . . . 1,758 456 688 437 102 76 25.9 10.1Chicago-Joliet-Naperville, IL-IN-WI . . . . . . . . . . 9,461 2,378 3,574 2,429 579 501 25.1 11.4Cincinnati-Middletown, OH-KY-IN . . . . . . . . . . . 2,130 531 761 578 140 120 24.9 12.2Cleveland-Elyria-Mentor, OH . . . . . . . . . . . . . . . 2,077 481 682 598 159 157 23.2 15.2Columbia, SC . . . . . . . . . . . . . . . . . . . . . . . . . . 768 180 299 201 50 37 23.5 11.4Columbus, OH . . . . . . . . . . . . . . . . . . . . . . . . . . 1,837 455 720 468 108 86 24.8 10.6Dallas-Fort Worth-Arlington, TX . . . . . . . . . . . . . 6,372 1,774 2,506 1,532 328 233 27.8 8.8Dayton, OH . . . . . . . . . . . . . . . . . . . . . . . . . . . . 842 193 290 233 66 60 23.0 14.9Denver-Aurora-Broomfield, CO 1 . . . . . . . . . . . . 2,543 634 987 666 144 112 24.9 10.0Detroit-Warren-Livonia, MI . . . . . . . . . . . . . . . . . 4,296 1,044 1,471 1,215 296 271 24.3 13.2El Paso, TX . . . . . . . . . . . . . . . . . . . . . . . . . . . . 801 241 301 177 44 38 30.1 10.3Fresno, CA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 930 278 356 204 49 44 29.8 10.0Grand Rapids-Wyoming, MI . . . . . . . . . . . . . . . 774 200 281 202 48 43 25.9 11.7Hartford-West Hartford-East Hartford, CT . . . . . 1,212 270 420 348 87 87 22.3 14.3Honolulu, HI . . . . . . . . . . . . . . . . . . . . . . . . . . . . 953 211 358 246 69 70 22.1 14.5Houston-Sugar Land-Baytown, TX . . . . . . . . . . 5,947 1,662 2,329 1,444 303 208 28.0 8.6Indianapolis-Carmel, IN . . . . . . . . . . . . . . . . . . . 1,756 460 653 453 105 86 26.2 10.9Jacksonville, FL . . . . . . . . . . . . . . . . . . . . . . . . . 1,346 321 493 369 93 70 23.8 12.1Kansas City, MO-KS . . . . . . . . . . . . . . . . . . . . . 2,035 522 730 540 130 113 25.6 12.0Las Vegas-Paradise, NV . . . . . . . . . . . . . . . . . . 1,951 489 762 480 135 86 25.0 11.3Los Angeles-Long Beach-Santa Ana, CA . . . . . 12,829 3,139 5,126 3,148 756 659 24.5 11.0Louisville/Jefferson County, KY-IN . . . . . . . . . . . 1,284 308 455 356 90 75 24.0 12.8McAllen-Edinburg-Mission, TX . . . . . . . . . . . . . 775 268 294 140 40 33 34.7 9.3Memphis, TN-MS-AR . . . . . . . . . . . . . . . . . . . . . 1,316 350 487 340 79 60 26.6 10.5Miami-Fort Lauderdale-Pompano Beach, FL. . . 5,565 1,206 2,001 1,471 443 444 21.7 15.9Milwaukee-Waukesha-West Allis, WI . . . . . . . . . 1,556 383 560 417 97 99 24.6 12.6Minneapolis-St. Paul-Bloomington, MN-WI . . . . 3,280 820 1,232 879 188 162 25.0 10.7Nashville-Davidson–Murfreesboro–Franklin, TN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,590 388 619 413 98 72 24.4 10.7New Haven-Milford, CT . . . . . . . . . . . . . . . . . . . 862 193 308 238 61 63 22.4 14.4New Orleans-Metairie-Kenner, LA . . . . . . . . . . . 1,168 273 431 322 79 63 23.4 12.2New York-Northern New Jersey-Long Island, NY-NJ-PA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18,897 4,312 7,132 4,980 1,288 1,185 22.8 13.1Oklahoma City, OK . . . . . . . . . . . . . . . . . . . . . . 1,253 313 477 315 82 66 25.0 11.8Omaha-Council Bluffs, NE-IA . . . . . . . . . . . . . . 865 227 323 219 51 45 26.3 11.1Orlando-Kissimmee-Sanford, FL . . . . . . . . . . . 2,134 499 830 542 146 117 23.4 12.3Oxnard-Thousand Oaks-Ventura, CA . . . . . . . . 823 212 298 217 51 45 25.7 11.7Philadelphia-Camden-Wilmington, PA-NJ-DE-MD . . . . . . . . . . . . . . . . . . . . . . . . . 5,965 1,391 2,160 1,622 405 388 23.3 13.3Phoenix-Mesa-Glendale, AZ . . . . . . . . . . . . . . . 4,193 1,108 1,581 989 289 226 26.4 12.3Pittsburgh, PA . . . . . . . . . . . . . . . . . . . . . . . . . . 2,356 475 778 696 195 212 20.2 17.3Portland-Vancouver-Hillsboro, OR-WA . . . . . . . 2,226 527 854 593 138 114 23.7 11.3Providence-New Bedford-Fall River, RI-MA . . . . 1,601 346 578 447 113 117 21.6 14.4Raleigh-Cary, NC . . . . . . . . . . . . . . . . . . . . . . . . 1,130 296 453 280 60 42 26.2 9.0Richmond, VA . . . . . . . . . . . . . . . . . . . . . . . . . . 1,258 294 462 350 85 68 23.3 12.1Riverside-San Bernardino-Ontario, CA . . . . . . . 4,225 1,215 1,589 981 244 196 28.8 10.4Rochester, NY . . . . . . . . . . . . . . . . . . . . . . . . . . 1,054 238 370 298 76 72 22.6 14.1Sacramento–Arden-Arcade–Roseville, CA . . . . 2,149 535 797 559 138 120 24.9 12.0St. Louis, MO-IL 2 . . . . . . . . . . . . . . . . . . . . . . . . 2,813 671 990 777 196 179 23.8 13.3Salt Lake City, UT . . . . . . . . . . . . . . . . . . . . . . . 1,124 331 455 241 54 43 29.4 8.6San Antonio-New Braunfels, TX . . . . . . . . . . . . 2,143 576 808 524 131 104 26.9 11.0San Diego-Carlsbad-San Marcos, CA . . . . . . . . 3,095 724 1,259 760 181 171 23.4 11.4San Francisco-Oakland-Fremont, CA . . . . . . . . 4,335 921 1,689 1,179 289 258 21.2 12.6San Jose-Sunnyvale-Santa Clara, CA . . . . . . . . 1,837 446 726 463 109 93 24.3 11.0Seattle-Tacoma-Bellevue, WA . . . . . . . . . . . . . . 3,440 786 1,353 929 203 169 22.8 10.8Tampa-St. Petersburg-Clearwater, FL . . . . . . . . 2,783 590 943 770 249 231 21.2 17.2Tucson, AZ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 980 225 350 254 82 70 23.0 15.4Tulsa, OK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 937 239 333 245 67 54 25.5 12.8Virginia Beach-Norfolk-Newport News, VA-NC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,672 394 648 436 107 86 23.6 11.6Washington-Arlington-Alexandria, DC-VA-MD-WV . . . . . . . . . . . . . . . . . . . . . . . . 5,582 1,332 2,212 1,480 320 238 23.9 10.0Worcester, MA . . . . . . . . . . . . . . . . . . . . . . . . . . 799 187 282 227 51 51 23.4 12.8

1 See footnote 1, Table 20. 2 The portion of Sullivan city in Crawford County, Missouri, is legally part of the St. Louis,MO-IL MSA. Data shown here do not include this area.

Source: U.S. Census Bureau, USA Counties, <http://censtats.census.gov/usa/usa.shtml>, accessed June 2011.

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456 Income, Expenditures, Poverty, and WealthU.S. Census Bureau, Statistical Abstract of the United States: 2012

Table 697. Money Income of Families—Median Income by Race and Hispanic Origin in Current and Constant (2009) Dollars: 1990 to 2009[In dollars. See headnote, Table 696]

Year

Median income in current dollars Median income in constant (2009) dollars

All families 1 White 2 Black 3

Asian, Pacific

Islander 4His-

panic 5All

families 1 White 2 Black 3

Asian, Pacific

Islander 4His-

panic 5

1990. . . . . . . . . . 35,353 36,915 21,423 42,246 23,431 56,243 58,728 34,082 67,210 37,277 1995 6 . . . . . . . . 40,611 42,646 25,970 46,356 24,570 56,755 59,598 36,293 64,783 34,337 2000 7, 8 . . . . . . . 50,732 53,029 33,676 62,617 34,442 63,189 66,050 41,945 77,993 42,899 2004 9, 10 . . . . . . . 54,061 56,723 35,148 65,420 35,440 61,389 64,411 39,912 74,287 40,244 2005. . . . . . . . . . 56,194 59,317 35,464 68,957 37,867 61,741 65,172 38,965 75,764 41,605 2006. . . . . . . . . . 58,407 61,280 38,269 74,612 40,000 62,135 65,191 40,712 79,374 42,553 2007. . . . . . . . . . 61,355 64,427 40,143 77,133 40,566 63,471 66,649 41,527 79,793 41,965 2008. . . . . . . . . . 61,521 65,000 39,879 73,578 40,466 61,288 64,753 39,728 73,299 40,312 2009 11 . . . . . . . . 60,088 62,545 38,409 75,027 39,730 60,088 62,545 38,409 75,027 39,730

1 Includes other races not shown separately. 2 Beginning with 2002, data represent White alone, which refers to people who reported White and did not report any other race category. 3 Beginning with 2002, data represent Black alone, which refers to people who reported Black and did not report any other race category. 4 Beginning with 2002, data represent Asian alone, which refers to people who reported Asian and did not report any other race category. 5 People of Hispanic origin may be any race.6 Data reflect full implementation of the 1990 census-based sample design and metropolitan definitions, 7,000 household sample reduction, and revised race edits. 7 Implementation of Census 2000-based population controls. 8 Implementation of 28,000household sample expansion. 9 See footnote 4, Table 696. See also comments on race in the text for Section 1. 10 Data have been revised to reflect a correction to the weights in the 2005 ASEC. 11 Median income is calculated using $2,500 income intervals. Beginning with 2009 income data, the Census Bureau expanded the upper income intervals used to calculate medians to $250,000 or more. Medians falling in the upper open-ended interval are plugged with “$250,000.” Before 2009, the upper open-ended interval was $100,000 and a plug of “$100,000” was used.

Source: U.S. Census Bureau, Income, Poverty and Health Insurance Coverage in the United States: 2009, Current Population Reports, P60-238, and Historical Tables—Table F-05, September 2010. See also <http://www.census.gov/hhes/www/income /income.html> and <http://www.census.gov/hhes/www/income/data/historical/families/index.html>.

Table 698. Money Income of Families—Distribution by Family Characteristics and Income Level: 2009[78,867 represents 78,867,000. See headnote, Table 696. Median income is calculated using $2,500 income intervals. Beginning with 2009 income data, the Census Bureau expanded the upper income intervals used to calculate medians to $250,000 or more. Medians falling in the upper open-ended interval are plugged with “$250,000.” Before 2009, the upper open-ended interval was $100,000 and a plug of “$100,000” was used. For composition of regions, see map inside front cover]

Characteristic

Number of families (1,000)Median income

(dollars)TotalUnder

$15,000

$15,000 to

$24,999

$25,000 to

$34,999

$35,000 to

$49,999

$50,000 to

$74,999

$75,000 to

$99,999$100,000 and over

All families . . . . . . . . . . . . . . . . . . . . 78,867 6,827 7,194 7,863 10,898 15,260 10,668 20,157 60,088Age of householder: 15 to 24 years old . . . . . . . . . . . . . . . . 3,405 981 505 436 531 515 197 240 29,893 25 to 34 years old . . . . . . . . . . . . . . . . 13,102 1,791 1,436 1,415 1,867 2,658 1,659 2,275 50,312 35 to 44 years old . . . . . . . . . . . . . . . . 17,067 1,345 1,336 1,450 2,232 3,288 2,554 4,863 65,196 45 to 54 years old . . . . . . . . . . . . . . . . 18,176 1,087 1,103 1,208 2,024 3,567 2,895 6,291 75,707 55 to 64 years old . . . . . . . . . . . . . . . . 13,711 777 893 1,103 1,711 2,690 2,006 4,531 71,650 65 years old and over . . . . . . . . . . . . . 13,405 845 1,921 2,250 2,532 2,543 1,357 1,957 43,702Region: Northeast . . . . . . . . . . . . . . . . . . . . . . . 14,125 1,046 1,080 1,312 1,759 2,564 1,909 4,454 66,977 Midwest . . . . . . . . . . . . . . . . . . . . . . . . 17,465 1,488 1,525 1,712 2,366 3,661 2,552 4,160 60,688 South . . . . . . . . . . . . . . . . . . . . . . . . . . 29,719 2,912 3,072 3,240 4,397 5,619 3,895 6,583 54,913 West . . . . . . . . . . . . . . . . . . . . . . . . . . . 17,558 1,380 1,517 1,600 2,375 3,418 2,311 4,956 62,229Type of family: Married-couple families . . . . . . . . . . . . 58,428 2,339 3,761 4,964 7,546 12,018 9,182 18,617 71,627 Male householder, no spouse present 5,582 811 740 744 969 1,095 555 668 41,501 Female householder, no spouse present . . . . . . . . . . . . . . . . . . . . . . . . 14,857 3,677 2,691 2,154 2,383 2,149 931 870 29,770Unrelated subfamilies . . . . . . . . . . . . . . 521 223 108 69 51 47 15 8 17,447Educational attainment of householder: Persons 25 years old and over, total . . . . . . . . . . . . . . . . . . . . . . . . . 75,462 5,846 6,688 7,428 10,367 14,746 10,472 19,916 61,443Less than 9th grade . . . . . . . . . . . . . . . . 3,323 707 787 567 502 454 167 140 27,1149th to 12th grade (no diploma) . . . . . . . 5,513 1,118 1,058 935 932 824 392 255 31,119High school graduate (includes equivalency) . . . . . . . . . . . . . . . . . . . . 22,054 1,994 2,532 2,866 3,897 4,869 2,794 3,102 48,637Some college, no degree . . . . . . . . . . . . 13,502 1,031 1,185 1,373 2,092 3,009 2,025 2,786 58,258Associate’s degree . . . . . . . . . . . . . . . . 7,413 422 487 621 1,060 1,697 1,286 1,840 65,248Bachelor’s degree or more . . . . . . . . . . 23,657 573 639 1,065 1,881 3,894 3,810 11,795 99,707 Bachelor’s degree . . . . . . . . . . . . . . . . 14,956 437 490 784 1,379 2,750 2,475 6,641 90,530 Master’s degree . . . . . . . . . . . . . . . . . . 6,193 106 118 217 378 892 1,054 3,426 106,931 Professional degree . . . . . . . . . . . . . . . 1,265 18 12 50 60 133 119 875 150,795 Doctoral degree . . . . . . . . . . . . . . . . . . 1,244 12 19 14 63 118 160 855 135,681Number of earners: No earners . . . . . . . . . . . . . . . . . . . . . . 12,205 3,410 2,498 2,167 1,871 1,355 461 445 25,740 One earner . . . . . . . . . . . . . . . . . . . . . 25,981 2,966 3,636 3,806 4,712 4,865 2,313 3,681 42,010 Two earners or more . . . . . . . . . . . . . . 40,680 451 1,059 1,890 4,315 9,039 7,897 16,029 85,299

Source: U.S. Census Bureau, Income, Poverty and Health Insurance Coverage in the United States: 2009, Current Population Reports, P60-238, and Detailed Tables—Table FINC-01, September 2010. See also <http://www.census.gov/hhes/www /cpstables/032010/faminc/new01_000.htm>.

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Income, Expenditures, Poverty, and Wealth 453U.S. Census Bureau, Statistical Abstract of the United States: 2012

Table 692. Money Income of Households—Distribution by Income Level and Selected Characteristics: 2009[117,538 represents 117,538,000. Households as of March of the following year. Based on Current Population Survey, Annual Social and Economic Supplement (ASEC); see text, this section and Section 1, and Appendix III. For definition of median, see Guide to Tabular Presentation. Median income is calculated using $2,500 income intervals. Beginning with 2009 income data, the Census Bureau expanded the upper income intervals used to calculate medians to $250,000 or more. Medians falling in the upper open-ended interval are plugged with “$250,000.” Before 2009, the upper open-ended interval was $100,000 and a plug of “$100,000” was used]

Characteristic

Number of households (1,000) Median house-

hold income

(dollars)

Total house-

holds Under

$15,000

$15,000 to

$24,999

$25,000 to

$34,999

$35,000 to

$49,999

$50,000 to

$74,999

$75,000 to

$99,999$100,000 and over

Total . . . . . . . . . . . . . . . . . . 117,538 15,329 14,023 13,003 16,607 21,280 13,549 23,749 49,777Age of householder: 15 to 24 years . . . . . . . . . . . . 6,233 1,532 1,035 882 1,054 956 351 422 30,733 25 to 34 years . . . . . . . . . . . . 19,257 2,216 2,060 2,295 3,011 4,115 2,432 3,130 50,199 35 to 44 years . . . . . . . . . . . . 21,519 1,866 1,805 1,963 2,983 4,239 3,133 5,526 61,083 45 to 54 years . . . . . . . . . . . . 24,871 2,528 1,985 1,970 3,054 4,733 3,516 7,083 64,235 55 to 64 years . . . . . . . . . . . . 20,387 2,435 1,916 2,001 2,688 3,649 2,482 5,215 56,973 65 years and over . . . . . . . . . 25,270 4,751 5,222 3,892 3,817 3,586 1,632 2,371 31,354Region: 1

Northeast . . . . . . . . . . . . . . . . 21,479 2,733 2,244 2,264 2,807 3,699 2,486 5,246 53,073 Midwest . . . . . . . . . . . . . . . . . 26,390 3,273 3,326 3,056 3,767 5,044 3,183 4,742 48,877 South . . . . . . . . . . . . . . . . . . . 43,611 6,235 5,657 5,038 6,476 7,730 4,813 7,660 45,615 West . . . . . . . . . . . . . . . . . . . . 26,058 3,086 2,796 2,644 3,557 4,804 3,066 6,104 53,833Size of household: One person . . . . . . . . . . . . . . 31,399 8,716 6,358 4,478 4,553 4,053 1,509 1,733 26,080 Two people . . . . . . . . . . . . . . . 39,487 3,293 4,206 4,583 6,168 8,078 5,016 8,145 53,676 Three people . . . . . . . . . . . . . 18,638 1,511 1,509 1,695 2,571 3,622 2,840 4,892 62,472 Four people . . . . . . . . . . . . . . 16,122 1,030 1,006 1,251 1,788 3,197 2,433 5,418 73,071 Five people . . . . . . . . . . . . . . 7,367 483 520 615 922 1,408 1,096 2,323 69,680 Six people . . . . . . . . . . . . . . . 2,784 189 246 242 378 568 398 765 62,745 Seven or more people . . . . . . 1,740 108 177 137 230 353 257 479 64,667Type of household: Family household. . . . . . . . . . 78,833 6,031 6,968 7,795 10,881 15,633 10,983 20,544 61,265 Married-couple. . . . . . . . . . . 58,410 2,313 3,743 4,943 7,515 12,011 9,204 18,680 71,830 Male householder, spouse absent . . . . . . . . . . 5,580 584 651 713 951 1,246 634 799 48,084 Female householder, spouse absent . . . . . . . . . . 14,843 3,133 2,574 2,138 2,414 2,376 1,143 1,063 32,597 Nonfamily household . . . . . . . 38,705 9,298 7,054 5,208 5,726 5,646 2,567 3,206 30,444 Male householder . . . . . . . . 18,263 3,462 2,766 2,483 2,959 3,053 1,535 2,002 36,611 Female householder . . . . . . 20,442 5,835 4,288 2,724 2,766 2,594 1,033 1,201 25,269Educational attainment of householder: 2

Total . . . . . . . . . . . . . . . . . . 111,305 13,796 12,988 12,120 15,555 20,322 13,197 23,327 50,971Less than 9th grade . . . . . . . . . 5,091 1,753 1,131 733 599 520 190 164 21,6359th to 12th grade (no diploma) . . . . . . . . . . . . . . 8,356 2,383 1,703 1,275 1,183 1,046 455 313 25,604High school graduate . . . . . . . . 32,770 4,844 5,036 4,508 5,462 6,151 3,290 3,482 39,647Some college, no degree . . . . . 19,938 2,293 2,374 2,337 3,213 4,041 2,471 3,210 48,413Associate’s degree . . . . . . . . . 10,531 862 1,040 1,100 1,534 2,262 1,606 2,125 56,789Bachelor’s degree or more . . . 34,618 1,662 1,702 2,168 3,563 6,304 5,184 14,034 82,722 Bachelor’s degree . . . . . . . . . 22,134 1,232 1,252 1,610 2,554 4,321 3,345 7,817 75,518 Master’s degree . . . . . . . . . . . 9,000 336 349 425 780 1,573 1,446 4,094 91,660 Professional degree . . . . . . . . 1,746 51 65 90 111 207 172 1,051 123,784 Doctoral degree . . . . . . . . . . . 1,738 43 36 42 118 201 221 1,076 120,873Number of earners: No earners . . . . . . . . . . . . . . . 26,172 9,911 6,178 3,784 2,989 2,059 609 638 19,514 One earner . . . . . . . . . . . . . . . 43,712 4,825 6,397 6,725 8,321 8,374 3,733 5,336 41,133 Two earners and more . . . . . . 47,654 591 1,446 2,494 5,297 10,847 9,207 17,772 82,165 Two earners . . . . . . . . . . . . . 38,302 554 1,320 2,255 4,614 9,139 7,274 13,147 78,473 Three earners . . . . . . . . . . . . 7,023 35 104 213 594 1,377 1,519 3,180 93,835 Four earners or more . . . . . . 2,330 2 23 27 88 330 414 1,445 116,673Work experience of householder: Total . . . . . . . . . . . . . . . . . . 117,538 15,329 14,023 13,003 16,607 21,280 13,549 23,749 49,777 Worked . . . . . . . . . . . . . . . . . . 78,888 4,583 6,498 7,614 11,384 16,522 11,458 20,828 62,508 Worked at full-time jobs . . . . 65,214 2,379 4,533 5,921 9,514 14,249 10,115 18,503 66,777 50 weeks or more . . . . . . . . 54,135 1,043 3,128 4,580 7,790 12,072 8,845 16,681 71,246 27 to 49 weeks . . . . . . . . . . 6,520 503 743 765 1,003 1,387 821 1,301 53,397 26 weeks or less . . . . . . . . . 4,558 834 662 577 721 791 450 524 38,762 Worked at part-time jobs. . . . 13,674 2,203 1,965 1,694 1,871 2,273 1,342 2,325 41,914 50 weeks or more . . . . . . . . 7,618 912 1,058 1,003 1,073 1,326 805 1,444 46,053 27 to 49 weeks . . . . . . . . . . 2,836 473 449 342 358 483 251 481 40,961 26 weeks or less . . . . . . . . . 3,220 821 458 349 440 465 287 401 34,395 Did not work . . . . . . . . . . . . . . 38,650 10,746 7,524 5,388 5,223 4,756 2,092 2,921 26,590Tenure: Owner occupied . . . . . . . . . . . 78,779 6,170 7,462 7,522 10,585 15,190 10,981 20,870 61,588 Renter occupied . . . . . . . . . . 37,080 8,628 6,291 5,266 5,797 5,856 2,469 2,775 31,463 Occupier paid no cash rent . . 1,679 531 271 215 225 233 98 105 26,199

1 For composition of regions, see map, inside front cover. 2 People 25 years old and over.Source: U.S. Census Bureau, Income, Poverty and Health Insurance Coverage in the United States: 2009, Current Population

Reports, P60-238, and Detailed Tables—Table HINC-01, September 2010. See also <http://www.census.gov/hhes/www /cpstables/032010/hhinc/new01_000.htm>.

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PRIMARY RESEARCH SAVANNAH

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5, 2

012 APPENDIX

PRIMARY RESEARCH SAVANNAH

31

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

PRIMARY RESEARCH SAVANNAH

32

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

PRIMARY RESEARCH SAVANNAH

33

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

PRIMARY RESEARCH SAVANNAH

34

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

PRIMARY RESEARCH SAVANNAH

35

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

PRIMARY RESEARCH SAVANNAH

36

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

PRIMARY RESEARCH SAVANNAH

37

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

38

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

39

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX

40

SEAR

S HO

LDIN

GS N

ovem

ber 1

5, 2

012 APPENDIX