Tell us a bit about your career. Your first paying job, and what lead you to launch your own branding company?

I started in the food business via the manufacturing sector. I worked for more than 17 years at Keystone Foods, a large processor for some of the world’s leading food brands, including McDonald’s. I fell into licensing, as most people in this field do, by happenstance. I was trying to get the rights to use the name of James Cagney for a special project and ended up representing the rights to his estate. From there I built a licensing agency that specialized in representing classic celebrities. About ten years ago we shifted our focus to corporate brands and haven’t looked back.

How has branding as an area of expertise evolved during the past few years? How do you think this strategy will change during the next few years?

The field of licensing formally started in the 30s and 40s, with the biggest success of that era being Disney. An interesting historical anecdote about the power of the Disney brand is Lionel, the model train company. Lionel was close to going under until they took on the license for a Mickey Mouse branded train. The model sold so well it saved the company.

Back then, licensing was mostly just a matter of putting a character or logo on a product and it would sell. Today it has evolved from ” label slapping” to a much more sophisticated process. We look at the essence of the original brand and determine what demo or audiences it appeals to. We then find products that best reflect the promise and the integrity of the brand. Brand extensions through licensing must stay relevant to the essence of the brand. Coming up with a winning match-up is both a science and an art.

A recent example is the Ford Garage system, where we have addressed the interest of consumers who like to work in their garage and given them a totally branded system with Ford’s name or Mustangs’ name on all key features.

How can aspiring retailers prepare themselves to pursue careers that embrace branding? What attributes do they need in order to become successful in such a discipline?

Retailers are always looking for a way to drive new consumers to their store. Brand licensing, when done correctly, helps differentiate the retailer by providing a unique incentive for attracting customer traffic. Licensed products can effectively enhance retailers’ revenue streams when those products are designed to be sold exclusively to only certain retailers that share the demographic or the essential appeal of the original brand. Retailers who become savvy about the strategy of brand licensing can really elevate the success of their stores and their personal careers as well.

Are professional training/educational programs that address branding as a viable retail concept (such as those offered by colleges and universities) widely available?

There are some. UCLA has a course. So does LIMA (Licensing Industry Merchandising Association). But our industry is really the least known of the marketing disciplines. As a matter of fact, when I tell someone what we do, I always have to give an example since most people don’t really understand it at first. I surely didn’t when I first started.

Read more about Jeff Lotman, and his thoughts on brand licensing, in the full NRF STORES interview.

Ray Greenly Scholarship recipients should demonstrate a strong interest in e-commerce or online retailing. How has your coursework and/or work experience piqued your interest in this aspect of the industry?

I was first intrigued with the e-commerce field through my coursework in the Retailing and Consumer Sciences major at my University. I completed an e-commerce internship with Collective Brands Performance and Lifestyle Group in 2010, focusing on the four brands: Sperry Topsider, Keds, Stride Rite, and Saucony. I worked with the graphic design team, the international marketing team, and online merchandising department. I furthered my knowledge of the field with additional coursework in multichannel retailing as well as entering in the YMA Fashion Scholarship Fund case study of 2012. With this case, I competed and won with a business structure based solely in the non-store channels.

Scholarship recipients should also demonstrate leadership in the community or on campus. What activities have you been involved in at the University of Arizona?

I was the Vice President of Standards for my sorority, Vice President of Technology for Students In Free Enterprise, and a Student Ambassador for the Terry J. Lundgren Center for Retailing Corporate Advisory Board. I served as a student teaching assistant for two professors in academic courses. I am also a member of the National Society of Collegiate Scholars as well as the National Society for Leadership and Success. I was awarded the title Outstanding Senior for the Graduating Class of May 2012 in Retailing and Consumer Sciences.

How have you used the scholarship funds?

The entirety of the scholarship amount has assisted my tuition expenses while attending the University of Arizona.

When are you graduating? Have you secured an internship or job in e-commerce or online retailing for when you graduate?

I am graduating in May 2012, and I’ve accepted a position with Macys.com in New York City, starting in August this year.

Congratulations to Melissa! We’re looking forward to hearing about more success from her, and other scholarship recipients, as they rise through the ranks in the retail industry. Look for updates from other recent Ray Greenly Scholarship winners on our Retail Careers Blog in the near future.

Did you aspire to a retail career from the beginning? Was visual merchandising a focus of your college studies?

I studied fine arts in college and loved every minute of it. I was taking courses in sculpture, painting and photography. I did not aspire to a career in retail, but I joined Dayton’s [Minneapolis] for a two-week stay and got bitten by the retail bug. And wow, time flies when you’re having fun.

Your first retail job, at Dayton-Hudson, lasted 16 years — that’s a long time by today’s standards. How did that experience shape the rest of your career? What do you like most about working in retail?

My first job there was in windows, but I had the opportunity to be promoted every two to three years. So each time I was learning more and gaining more responsibility. That coming-up experience taught me to continually look around me for ideas and influences, to surround myself with talented individuals and share my knowledge. I also learned you should do what’s good for the soul once in a while.

At Dayton’s, I recognized the foundation for success. It’s learning and believing in the value of the people you work with and work for. If you don’t believe in their value, I don’t know how you’re going to be successful.

What characteristics do you think are important in the retail industry, and visual merchandising in particular? What advice would you offer others who are interested in a visual merchandising career?

I’ve found it’s important to have people skills, flexibility and commitment, but most important is being able to interpret an idea and turn it into a tangible thing. My advice is to seek out a mentor early on, keep an open mind and trust your instincts. But most of all, exercise your passion.

Did you have mentors early on who guided you in the right direction?

I did. At Dayton’s it was Andrew Markopoulos [former senior vice president of visual merchandising and design for the department store division of Dayton Hudson Corp.], who taught me good taste vs. bad taste. He was a very demanding boss. He really influenced my career and I learned a lot from Andy, but he wasn’t the only one. [In 2001, Luckenbill, then vice president of visual merchandising for Kohl’s Corp., was named as the seventh recipient of the highly coveted Markopoulos Award, an industry honor named for the late visual merchandising vice president.]

Another big influence was Sam Chernoff, a vendor who took an interest in my career and gave me advice. He wouldn’t let me throw caution to the wind, even though sometimes I did. Another mentor, Wayne Sullivan, who represented a number of mannequin companies, became a friend of mine early in my career. He was not only an industry friend, but a personal friend who was able to give me both personal and career advice. You need to understand [at that time] I had two fantastic parents who didn’t understand what I did for a living.

With more than 500 connections, your LinkedIn profile is pretty impressive. Do you have any tips for retail job seekers trying to connect with people and/or companies on social media websites? How can they use this connection to their advantage?

I wasn’t looking for that to happen, but over time those connections were made … there are lots of people out there with 500 connects. Personally, I like to read the blogs associated with LinkedIn, so I use it more as a learning tool to see what the retail world is up to. It offers how and what people are thinking.

I’m not sure social media sites are a great job source. I think you need to look at it from the company’s perspective: How do they wade through thousands of resumes and get the cream to come to the top? Think about the multiplier effect — there could be millions of people on that site and thousands of people looking for that job.

Once you’ve identified the job or company, the next step is to do whatever it takes to get an introduction and a foot in the door. Use LinkedIn as well as the company’s website. Send an e-mail, mail a letter and try to connect with a real person. Be the squeaky wheel, but be courteous. Call the company early in the morning — before 9 a.m. Most retail executives, including HR, are in their offices between 8:00 a.m. and 8:30 a.m., and sometimes they’ll pick up their own phones. I got the job at Carson’s using that strategy. I got the lead from a vendor and the next morning I called. This was before the Internet, but I think my advice still applies. I also believe word-of-mouth networking remains as powerful as the Internet.

I have more personal experience in this area as a dad. When I’m helping my kids, who are adults now, I keep reminding them it’s about the relationship. About a year and a half ago, my daughter was online every night applying for jobs. And I said, “Okay, think about it. How many people are on that site looking at that job and applying for that job?”

My son Evan is now manager of operations at Nike’s Beaverton, Ore., employee store. He started out there in visual as a department manager and I’m really proud of what he’s accomplished. Of course, I’m proud of all three of my kids. Evan and I talk regularly about the challenges and opportunities retailing offers. As everyone knows, it’s a hard business to be in, because like anything it requires a commitment and the idea that you should do whatever it takes to get the job done and to do your best work. But if you like what you’re doing, it’s a great business. If you don’t like what you’re doing, get out and find something else.

Read more about Chuck Luckenbill, including more about his thoughts on visual merchandising, in the full NRF STORES interview.

This article was originally posted on CareerBuilder.com by Chief Operating Officer Brent Rasmussen.

The class of 2006 is looking at a bright future with promising job prospects and salary increases. Seventy percent of hiring managers say they plan to recruit recent college graduates this year, up from 62 percent in 2005, according to CareerBuilder.com’s “College Hiring 2006″ survey. Plus, nearly one-in-five hiring managers expect to hire more recent college graduates in 2006 compared to last year and one-in-four plan to increase starting salaries.

College grads can also expect a bigger payoff this year. Twenty-seven percent of hiring managers anticipate increasing starting salaries for recent college graduates in 2006 and only 5 percent plan to decrease them. How much should new grads expect to earn? Thirty-four percent of hiring managers expect to offer between $20,000 and $30,000 and 28 percent expect to offer between $30,000 and $40,000. An additional 10 percent will offer between $40,000 and $50,000 and 7 percent will offer more than $50,000.

New grads won’t have to pound the pavement for too long. Thirty-six percent of hiring managers say they will do the majority of their hiring of recent college graduates in the second quarter. Thirty-one percent say the majority of their hiring will take place in the third quarter. With promising job opportunities, favorable salaries and plenty of free time, new grads should have no reason not to look for that first job. Make sure you know these top five things hiring managers look for when sizing up a candidate:

1. Relevant experience – Twenty-three percent of hiring managers say the candidate’s ability to relate their experience to the job at hand is the most important factor in the hiring decision. Unfortunately, new graduates often underestimate the experience they have through internships, part-time jobs and extracurricular activities, but 63 percent of hiring managers say they view volunteer activities as relevant experience.

2. Fit within the company culture – Just because you look good on paper doesn’t mean you’re a shoo-in for the job. To 21 percent of employers, the trait they most want to see in a candidate is the ability to fit in with co-workers and the company. Offering up a blank stare when the interviewer asks why you are the right fit for the job will not go over well. Just be yourself, but mind your i’s — never insult, interrupt or irritate the interviewer. This can also be evaluated by that “unimportant” small talk at the beginning of an interview or non-job-related questions like “What was the last book you read?”

3. Educational background – Nineteen percent of hiring managers place the most emphasis on your educational background: the institution you attended, major, minor and degree earned. Be sure to also include courses taken and completed projects if relevant to the job. With grade point average, it’s tricky. A good rule of thumb is to omit it unless it is 3.0 or higher and denote if it’s your overall or major GPA.

4. Enthusiasm – Passion for the job is the top characteristic 19 percent of employers look for in a candidate. Employees who are passionate about their jobs tend to be more productive workers. The answer to “Why do you want to work here?” should always focus on the strengths of the company and the challenge of the position, not the perks. A “take or leave it” attitude about the job will leave the employer feeling the same about you.

5. Preparedness – Eight percent of hiring managers say the ideas you bring to the table and the questions you ask carry the most significance. Come in prepared to discuss how your qualifications can specifically contribute to the success of the company. Actually put yourself in that role and explain how you would perform your work and ways to improve it.

We hope new grads and other jobseekers find these tips helpful as you embark on your job search. Stay tuned as we’ll have resume tips coming up next month – so you can beat the post-graduation job application rush.

Brent Rasmussen, Chief Operating Officer of CareerBuilder.com is an expert in recruitment trends and tactics, job seeker behavior and workplace issues. Check out CareerBuilder.com’s job board to see current opportunities.

One participant, Alexandra Wangard, a student at University of Wisconsin, took the challenge head-on. We interviewed her to find out more about the life-long lessons created by her involvement.

How was the experience of working remotely with other students from around the country? Did you have any particular challenges working remotely?

Working remotely was definitely challenging in some aspects as we were dealing with different time zones and many different schedules. However, working remotely also motivated us to use our time together on calls wisely. For my team and me it was about time management and making sure we had a set plan for every call. As a team leader, I made sure we had an agenda for each of our meetings and an idea of what we wanted to accomplish when we talked again.  In many ways not having that real-time face-to-face interaction helped keep us organized and on track because we knew we wouldn’t be talking to each other everyday.

You had the opportunity to present in front of retail executives during the NRF’s BIG show. How did you prepare?

Presenting at the Big Show was nerve-racking but also incredibly exciting and I was confident that my team and I would do well. Preparation was more about learning how to deliver our presentation to a live audience rather than over a web conference. In order to prepare, I re-worked my talking points and added a more conversational element. Our team had a few more conference calls to make sure we were all on the same page, as well as a practice in New York the day before we presented. We also did a team dinner at a phenomenal Italian restaurant in the Theater District to celebrate our win.

Why are you interested in a retail career? What motivates you?

There is really nothing else I can imagine doing; working in retail is something I have always had a passion for and the more I learn about the industry the more I know I picked the right sector to pursue my career in. The retail industry is constantly changing with new developments and technologies that help create better products and a better consumer experience. I am definitely motivated by the progressive nature of the industry and the unique and exciting experiences and challenges that working in the retail industry brings.

What did you learn from this overall experience and how do you apply it to your professional career goals?

Personally, I learned how to lead a team successfully as well as how to be a successful team member. As team leader, I was able to develop my communication skills as well as develop an understanding about what it takes to be a respected leader. The teamwork skills I gained during this project will also help me be a better professional, as working on or with various teams is something I will undoubtedly encounter during my career. This case study simulated situations that I will be presented with in buying and planning. We created our own retail business from merchandising to sourcing and it is great to have a more specific and real-life knowledge of how a retailer functions in its entirety. Having this cross-functional knowledge will be incredibly useful as I embark on my career path.

What did your (challenge section) mentor do to ultimately help you to solve the problem in the case study? What was it like having a one-on-one session with (name of mentor, company, and position)

I fulfilled the compliance role on my team for this year’s case study and our compliance mentor was Dennis Cohen, Senior Director of Private Brand, Sourcing and Supply Chain for Office Depot. The session helped broaden my knowledge of the compliance issues that retailers currently face. Prior to the call I had a basic knowledge of various compliance factors like trade deficits and labor conditions, but Dennis provided me with a lot of resources and other pieces of information that really helped me complete thorough research and really develop a strong understanding of compliance and how it can be applied to manufacturing footwear or other private label goods.

Caption: (l to r) Marcia Klipsch, advisor from University of Arizona, Courtney Dolfi- University of Florida, Nicole Wanco- Georgia Southern, Tamara Smith- Florida State, Marla Putty- University of Arizona, our interviewee, Alexandra Wangard- University of Wisconsin- Madison, and Lydia Schulz, VP/GM Retail Industry Group at American Express

Did you face any unique challenges while participating in this case study? How did you overcome them?

The most unique aspect of this challenge was taking the challenge prompt and coming up with an entirely unique company profile from a merchandising strategy to the detailed aspects of sourcing and a new diversified supply chain. My team members and I had a lot of great ideas and information and it was definitely challenging to try and sift through everything and develop a comprehensive presentation. I attribute our success to the mutual respect we developed for each other’s opinions and ideas and our ability to communicate and collaborate to create our solution.

Do you have any advice for future “Aspire2Retail” challenge team members?

The most important advice I could give to future team members would be to really get to know your team and your university affiliated mentor. As part of this case you spend a lot of time talking to your team and knowing their communication and work styles will really help you develop a successful solution. Another important tip would be to use any and all resources available to you; don’t hesitate to reach out to various industry professionals you have made connections with in the past as they often can give you helpful and relevant advice about the current retail climate as it pertains to the case challenge.

The mission of the “Aspire2Retail” Intercollegiate Retail Challenge is to build awareness of diverse career paths in retail by engaging university students in a competitive, collaborative role play with support from retail executive mentors to implement a multi-tiered business strategy.

From left: Chris Manolis, Amit Sen, Greg Smith

Measuring the “American Dream” wasn’t quite possible — until professors Amit Sen, Greg Smith, and Chris Manolis put together the American Dream Composite Index (ADCI) at Xavier University’s Center for the Study of The American Dream in Cincinnati, Ohio.  Read our joint interview with STORES to find out how employees define job satisfaction and job security, and how retailers can use the ADCI study to hire the right employees.

Based on past American Dream Composite Index [ADCI] surveys, how has job satisfaction evolved? And what are the takeaways for the retail industry as it strives to find and retain good employees?

Greg Smith: That’s a hard question to answer, and keep in mind that we’re asking 140 questions each month of 1,000 individuals living in the United States, how they feel at the moment about many areas that affect the quality of their lives. We’re not asking them to project what actions or purchases they plan in the future. We do ask questions about the job environment and what (in the job environment) is holding it back from being better. We’re asking questions about job benefits and job satisfaction — keep in mind that job satisfaction goes beyond money and health benefits that the job affords a person.

We’ve found folks in the United States are about 61 percent … really and fully achieving the dream of having a good working environment. Of particular concern, and it’s a quite large concern, is the way their company implements its policies. So we can see that’s a huge area of growth for any company. They need to focus on how they truly implement their policies: Are they being straightforward or are they being biased? When people are not certain of what the policies are, that might lead to distrust, not only of management but with their co-workers.

Another concern people have is with interactions with co-workers and envy. This is probably not new to most people, but we have statistical conclusions now that can actually can confirm this. Respondents are also quite concerned about their bosses and their satisfaction with their bosses, which is quite common. And from a retail industry standpoint, I think that would be something to look into because of the high level of interaction with direct superiors such as managers for those in a (retail) sales role.

Amit Sen: While they might not be happy with the management or the policies, we should note that we’ve found most people are happy with the work they do in their current positions. Here are employees who think they are doing a good job and clearly have a sense of accomplishment, but then the backdrop is they don’t view the company as supporting them in the way that they ought to.

Smith: We’re also finding they’re looking for greener pastures. With respect to retail, which has a relatively high level of turnover, people are looking for other jobs and they’re looking for jobs in comparison to theirs. Overall, the respondents are quite concerned with their job security.

So to sum it up, they have a wandering eye; they’re not always satisfied with their bosses or the way their company’s policies are being implemented and that leads to turnover, which is a significant problem. If I’m looking at this as a corporation, I’m going to start putting the pieces of the puzzle together and try to see how can I improve that environment where I can promote job security and assure them that the job they have is better than the greener pasture they might see to their left.

I would improve the environment with their bosses. The concern with the pay they receive in relation to the amount of work they do, is that they want to be rewarded for the work they do appropriately. I would begin working on an environment that would lead to retention and satisfaction.

Does retail offer the kind of job security that people are looking for in today’s uncertain economic climate?

Sen: ADCI respondents are relatively dissatisfied with the level of job security that they have, and this might be even more extreme in the retail industry, we can’t say for sure. But what we stress is that employers might want to take a look at the job environment and take steps to create a more open environment where employees are rewarded for their ideas and willingness to be innovative.

What conclusions can retailers seeking a reliable pool of workers derive from the ADCI?

Smith: We have the ability to look at a particular company’s level of employment. We can build a profile around what a typical retail employee would look like — are they part-time? Do they rent their home? What is their level of education? That sort of thing.

We can then look at what a company believes that their workforce would look like. Kroger, for instance, has a lot of young people working in their stores. We could take a look across the country at their employee base and offer a composite snapshot of who’s still in high school or who is living with parents. Nordstrom could ask us to set up a special study in the South, for example, if they were looking to open stores there to see what the potential employee base looks like at this point in time.

Sen: We ask questions about leisure time pursuits, and employers might want to take a look at those sentiments. When respondents say they don’t have enough money or time to pursue outside interests or leisure activities, that might point to areas an employer could address or improve to build a loyal workforce.

Smith: By showing employers the things employees desire, they can actually raise satisfaction levels by building that work environment. Take Stew Leonard’s as an example. It’s rated a top place to work because it’s fun, rewarding and gives employees a sense of belonging to a family. Full-time employee turnover is about half the industry average; it was once named a best place.

For more on why Smith, Sen, and Manolis created this survey please read the full NRF STORES interview.

At the TJX Companies merchandising is comprised of two divisions, Planning & Allocation and Buying. The two teams work alongside each other to drive sales and profits.

The Corporate Merchandising Training Program (CMTP)  allows selected individuals to get their foot in the door on a career in merchandising. The training program begins with PASE, a combination of classroom and on the job training, led by the TJX Learning & Development Team. Your first position as an Allocation Analyst will lead you on the path from there to Senior Allocation Analyst, Associate Planner, Planning Manager, Associate Buyer I, Associate Buyer II, Buyer, Assistant Vice President, and eventually to Vice President.

View the video below to find out what it’s like working in merchandising:

“I love the fact that I have so much power to control over what goes into the store. One day you could be traveling to New York, another day you’re in the office. This job can take you anywhere.” Michelle Bierschied, Buyer

Merchandising requires a strong analytical and number skills background — with the ability to work in a constantly changing and fast-paced environment. If you’re interested in this retail career path please visit our Retail Careers partner, Career Builder, to view their current opportunities. If you’re not interested in a merchandising career check out our Facebook page for other options.

If you’re unfamiliar with supply chain — they’re responsible in the organization, people, technology, activities, information, and resources, used to get the product from the supplier to the customer.

Starbucks has released a great behind-the-scenes video detailing how their supply chain works:

“Planning in our supply chain involves planning everything from raw materials, through manufacturing, to our retail markets.”

The supply chain operations department at Starbucks manages four functions: Plan, Source, Make, and Deliver. The team makes sure that their global products reach over 17,000+ stores, with 70,000+ deliveries, all originating from 6 different plants.

That’s a whole lot of numbers, but it’s just to give you an idea of how immense this operation is — and why they need more people who are interested in making it all possible.

“What makes working at Starbucks so special for me — is the sense of family and the passion for what we’re doing. We’re not making widgets — we’re making the best coffee in the world.” Anna Johnson, Roasting Plant Operations

If a supply chain career piqued your interest please visit our Retail Careers partner, Career Builder, to apply for a job in the supply chain operations field. Not interested in supply chain? Check out our other retail careers options on our Facebook page.

What made you decide to write a book about the history of the Great Atlantic & Pacific Tea Company? What captured your imagination about the company’s history?

My interest in A&P has less to do with the company’s history than with the larger social issues that come into play. One of these is that A&P’s approach to selling food — managing tightly, cutting out middlemen and pressuring suppliers to cut costs — had absolutely enormous benefits for American consumers. A&P deserves some of the credit for the fact that Americans now spend 7 or 8 percent of their incomes on food instead of 30 percent.

A&P’s success led directly to a social and political struggle over the role of size and efficiency in the American economy, which played out in decades of efforts to protect small retailers from chain stores. We in America tell ourselves that we like capitalism and free enterprise, but the truth is that we’re very uncomfortable with capitalism and free enterprise, because they result in people losing their jobs and businesses closing their doors. A&P offered a good way to explore that aspect of American history.

Do you find any lessons in the story of the rise and ultimate fall of A&P that modern-day retailers should apply to their own business strategies? Could more forward-thinking leaders have enabled it to evolve in order to survive and thrive?

There are a couple of obvious lessons for modern-day retailers. One is that the alternative to change is death. A&P thrived for so long because George L. and John Hartford remade the company at least four times, often over the opposition of their own executives. When the Hartfords died and their successors proved unwilling to change the business they had inherited, the company deteriorated very quickly. The other lesson is that chief executives shouldn’t choose their own successors. The Hartfords did, and things did not end well.

What grocery retail business leaders do you respect and/or admire? Why?

There are a couple of things that have always impressed me about the grocery business. One is that many foreign companies have entered the grocery trade in the United States, thinking that they could come in and apply their expertise to what they regarded as a relatively sluggish and inefficient industry. The list is long: Loblaw, Sainsbury, Auchan, [Groupe] Casino, Tengelmann, Ahold, Delhaize … Some of those companies came close to destroying themselves in the U.S. market, and most of them have departed. Despite the importance of national brands and global logistics systems, there is something uniquely local about the grocery trade. I admire the managers of some of these companies that have managed to grow and prosper by staying close to their customers.

Grocery stores operate on a thin margin, which of course affects their profitability and attractiveness to career seekers. Why do you think grocery retail could be an attractive career opportunity?

I think the grocery industry faces a real challenge today. The big companies have competed in good part by gaining economies of scale in distribution. But consumers increasingly want other things. They want alternative formats, so they don’t need to go to a supercenter to get a loaf of bread. And they want something different: local brands, locally grown produce, meat from an organic farm whose name and address is on the package, high-quality baked goods.

I think the big chain retailers are at a disadvantage in this environment, and I think there are a lot of opportunities for people who can figure out how to provide this sort of product diversity to customers while still maintaining the advantages of scale.

Have you ever worked in a retail establishment? What can you share about your experience?

I had a paper route when I was in junior high school. I recall that the paper gave us incentives to sign up new subscribers, not understanding that I didn’t want any new subscribers because I couldn’t fit any more papers in the basket of my bike. I’m very fortunate not to have stayed on that particular career path.

For more information on Marc Levinson’s book, The Great A&P and the Struggle for Small Business in America, read his full STORES interview.

Winners were voted on by shoppers across the U.S. — who completed the seventh annual NRF Foundation/ American Express® Customers’ Choice survey. The “Top Ten” companies are selected each year for being among the best at customer service. The jobs offered by our top ten vary — from software engineers, sales associates, buyers, to everything in-between. You’ll be sure to find something that interests you and your personal retail career path on this list.

2011 Customers’ Choice Awards Top Ten Recipients

1.      Amazon.com

Amazon… a place where builders can build. We hire the world’s brightest minds and offer them an environment in which they can invent and innovate to improve the experience for our customers. Work at Amazon

2.      L.L.Bean

When you work at L.L.Bean, you’ll join a community of innovative professionals who are down-to-earth, share a love for the outdoors and are excited about the future. Work at L.L. Bean

3.      Zappos

Are quirky? An innovator? Would you rather wear jeans and flip-flops to work? Zappos is a company that offers a unique experience and they list being weird, creative, adventurous, and open-minded among their core values. Work at Zappos

The desk of Zappo's CEO Tony Hsieh

4.       Overstock.com

If you are the type of person who likes to find new and interesting ways to work efficiently, enjoys working with others in a friendly atmosphere for the benefit of everyone and is willing to go the extra mile to achieve goals, this is the place for you. Work at Overstock.com 

5.      QVC

Love fashion? Imagine working for a company where you might get to attend NYFW — on assignment. Join QVC’s team of over 17,000 employees. Work at QVC

6.      Kohl’s Department Stores

One of the nation’s largest retailers, Kohl’s values the contributions that their sales associates make to the overall customer experience. Work at Kohl’s

7.      Lands’ End

Lands’ End is a leading international brand and multi-channel retailer of classically inspired clothing and home products as well as school uniforms and top-quality logo apparel for business consumers. Work at Lands’ End

8.      JCPenney

Who wouldn’t want to work for a company that prides itself on “becoming the preferred choice for a retail career.” At JCPenny customers come first and they strive to make every visit a positive experience in customer service. Work at JCPenny

9.      Newegg

An online retailer offering over 2 million products — Newegg even lists its “fan’s” as being one of the top ten reasons to work for them. Do you have what it takes? Work at Newegg

10.  Nordstrom

This retail giant is proud of its “promote from within” philosophy, so if you’re looking to get your foot in the door for a career in buying or as a store manager — Nordstrom is a great place to start. Work at Nordstrom

Good luck on your job search and remember to follow Retail Careers on Twitter and “Like” us on Facebook — to stay updated on the NRF Foundation’s blog focusing on job searching, career advice, and the NRFSA student perspective.

Why do you want to work in retail?

Retail allows me the opportunity to learn and serve in an ever-changing, always relevant industry. This industry provides what is needed to make every part of our lives what we imagine, and I think that is powerful.

What has you most excited about this industry?

I am excited about seeing more and more retailers place greater importance on the well-being of our communities. I think supporting education, bringing awareness to various causes, and on a global level, thinking about the well-being of workers on different parts of the supply chain, shows a commitment to excellence and benefits both customers and businesses alike.

Can you share what retail experience you have so far?

My retail experience spans my entire life as my mother worked for (Burdines) Macy’s for most of my life! Whether it was choosing a birthday gift, participating in the coolest ”Take your daughter to work day,” or getting my first retail job as a sales associate at Macy*s in Tallahassee, Fl, I enjoyed being a part of a bigger picture that seemed so special. I have also worked for Pepper Flower, a small, local boutique, and with Fashion Designer’s Expo, a company committed to promoting small businesses and up-and-coming designers through fashion shows and other events, while raising funds and awareness for various charitable organizations.

What were you most looking forward to at NRF’s BIG Show, and your visit to New York City? 

As a Floridian, it might actually be “fun” to possibly see snow for the third time in life!  I hope I have a chance to see a few sites while braving the cold weather.  I look forward to making new connections with people I that hope I can continue to learn from while I’m a member of the retail community. I’m also looking forward to meeting my fellow teammates as a part of the winning ”Aspire 2 Retail” Challenge team. After hours of working together via phone and internet, we will finally meet in person!

What’s your dream retail job?

I’m not sure what my dream job would be, but I know what I want it to entail. I want to work with an environment committed to quality, excellence, and enriching lives every chance they are given. Whether it’s presenting in front of an audience, running my own business, or working with a major company, I want to help make lives the best that they can be.

Please share something else about your background, your experience, your achievements that we wouldn’t know.

I had the pleasure of being born and raised in Miami, a beautiful place full of many cultures including my own Jamaican/Cuban heritage. I moved to Tallahassee, to attend Florida State University, only to now call Tallahassee my home.

Retail became my paralleled interest as a career while earning my bachelor’s degree in Elementary Education as an undergraduate student. Children are some of my favorite people, and it was my students and colleagues that inspired me to pursue my dreams.

After gaining invaluable experience and making wonderful memories during 5 years of teaching at Kate Sullivan Elementary, I decided to make an investment in my enthusiasm for the retail industry, and pursue my Master’s degree in Global Merchandising and Product Development at FSU.

I am a part of the winning “Aspire 2 Retail” Collegiate Challenge team that will be presenting at this year’s BIG show, and I proudly represent FSU.

I have been able to focus on my educational and career goals with full support from my friends, my family, my younger sister who is also a Seminole, and my husband, Orrane who has made all of this possible.

NRF’s Student Association (NRFSA) represents the future talent of the retail industry. Read more “Future Faces of Retail” blog features.

NRF’s Foundation promotes retail as an exciting career destination to young professionals and other career-seekers. We like to think of the retail industry as a place where your passion can be your work. You combined passion and business savvy to start your own company. Can you share with us more about how you pursued your passion, and the importance of pursuing passions?

For me, retail provides a challenging outlet and a professional application for very personal interests (lingerie, and retail experience design more broadly). My story with Journelle is a classic one: I was disappointed as a consumer with my options for lingerie, and felt it could be done better!

Pursuing something I’m passionate about is a huge factor in my happiness and my motivation, and looking back, I don’t think I could ever go back to a career that I wasn’t crazy about. I’m interested in literally every aspect of Journelle, from the store design to interacting with our customers or even just keeping the windows clean, even if I have to do it myself.

As I said to a consulting friend once, my worst day as an entrepreneur is still better than my best day as a consultant. While there are new challenges each year, I still feel excited to go to work each morning when I wake up, and I don’t think I could say that about my career as a consultant.

Was there anything in your early work experience that pointed to creating your own specialty retail enterprise?

I had two really pivotal retail job experiences as a teenager, both of which had a big impact on my future choices. The first job was a barista at a local coffeehouse, where the owners gave me more and more responsibility as I gained their trust, eventually making me into a de facto manager. I virtually lived at work that summer, and loved being so directly important to customers’ daily routines.

Later, on a summer home from college, I got a job at the one store that I really admired in Ashland, Ore. — the owner had exquisite taste — and found again that the more responsibility I got, the more I loved the work.

From the earliest age, “owning it” has always been the most motivating thing for me, followed closely by the opportunity to interact firsthand with customers and, hopefully, leave them ecstatically happy.

Why do you like working in retail? Why do you think it provides a good career destination?

To me, retail is a great combination of pure business strategy and consumer psychology. Then you add macroeconomic conditions, and the result is a rapidly changing, always exciting and constantly challenging work environment.

I also love that there’s room, in retail, for operational and strategic brilliance — and I’d even go so far to say that retailers who have one strength but not the other probably won’t get that far.

What are the most important leadership lessons you’ve learned since becoming the CEO of Journelle?

Someone once told me that a good leader doesn’t hesitate to hire people who are better than them, and this has been a mantra that I try to live by as our company grows and we recruit more senior leaders. Not being honest enough about your own weaknesses and the needs of your business can only lead to entropy.

Describe what a typical day is like for you.

This sounds cliche, but there is no typical day. I feel fortunate that my work ranges from meetings with investors or my board to roaming around construction sites in a hard hat. I’m usually on the floor of one of our stores for a number of hours each week, or at a minimum working the phones and replying to customers’ e-mails for our customer care hotline, and this is vital to stay in touch with our merchandise as well as customer opinions and perspectives.

As our business grows, I also spend an increasing amount of time working with our various vendors, leading and meeting with my talented team and working on strategic projects and relationships.

Can you share what has been a source of inspiration for you? Any designers, entrepreneurs, mentors, or other colleagues that have been influential?

I’m always inspired by the lingerie designers we support, from the very small, first-season designers to the large conglomerates that are shaping our bread-and-butter business areas. Their passion for lingerie, and women, keeps my job interesting season after season.

I’m also inspired by one of my mentors, who was responsible for hiring me in 2002 as a consultant, and has now become my largest investor, best advocate and most honest critic. In particular, his ability to keep evolving and learning professionally — especially in light of his great success — is a great inspiration to never rest on your laurels.

To learn about Claire Chambers’ first job, her social media strategy, and what she considers her favorite charity, read the full NRF STORES interview.

The first seminar I attended was What Not to Miss: Trends to Capitalize on for 2012 featuring Marian Salzman, CEO of Euro RSCG Worldwide PR, Jayne O’Donnell, retail reporter for USA Today, and Nita Rollins, Director of Though Leadership at Resource Interactive. As Jayne interviewed Nita and Marian they discussed the importance of mobile devices and this idea of a new “antisocial” that’s “social.” The retail industry has extended its branches from brick and mortar commerce to “everywhere commerce” inviting a new idea of “geo-sprees” where a consumer can purchase multiple merchandise from multiple retailers without ever having to leave the comfort of their current position.

After a short break, the seminar The Best in Store Design began featuring Retail Design Institute’s International President, Brian Dyches, Aeropostal’s VP Sore Design & Construction, Tim Anderson, Stephanie Bernier, Director of Retail Design of Aedifica and Paul Loux, VP Environmental & Visual Display of Sephora. The seminar began with a five-continent journey highlighting some of the 41^st International Store Design Competition winners. Afterwards we were presented the store designs of Aeropostal’s new flagship in Times Square, Sephora’s new tech savvy meatpacking location and the non-permanent food stand The Snack Box created from a container of 200sf. It was so interesting to see new innovative store designs that are technologically advanced and artistically built.

The last seminar of the day was Deconstructing the Flagship: A Tour of the World’s Best Designs. This seminar focused on the latest designs of outstanding flagships with a special focus on those located on New York’s infamous Fifth Av. Some of the flagships mentioned from overseas consisted of Timberland in London with its cascading water display featuring water pouring over shoes to show the merchandise’s weather proof ability, and Edinbrugh’s George St. with its themed fitting rooms, one even designed as a bathroom (don’t worry the toilet seat is sealed). Afterwards the presentation focused more on the flagships in New York such as Uniqlo and Lacoste with their innovative and well laid out floor plans. Then a special presentation of Macy’s Herald Square’s future plans to grow the store to seven stories including a new women’s shoe department reaching over 39,000sf.

After a long day of incredible presentations and seminars I was sad to say goodbye to the BIG Show but I am glad to say that it was an incredible and unforgettable experience filled with informative sessions, wonderful speakers, and new friends

Mr. Wolfe also made sure to incorporate interesting books and people that he had come across that relate to the idea of the future and what’s to come such as Michio Kaku’s Physics of the Future, a book revealing nearly 300 scientists new projects and their expectations of the future, and Dr. Aubrey de Grey, a man who believes that death is a curable disease and that a child will be born sometime in the near future that will live to be the age of 500.

After the presentation I was able to meet with Mr. Wolfe; probably the most exciting thing that happened during my days at the event. Mr. Wolfe’s presentation was well versed, interesting, and entertaining and gave a riveting insight on what’s to come in the near future in the fashion industry and how the marriage of technology and fashion will play a very large role in the years to come.

When Mr. Clinton made the stage the crowd roared and his informative presentation began. As he spoke he brought up the unstable and unsustainable negative forces that have risen throughout the past years and the importance of fixing these issues and creating a world that is healthier, more sustainable, and overall better for all humankind. His speech was moving and made me more aware of the troubles in our world and the difficulties that many people struggle with that we aren’t always aware of.

Once the presentation was over we were instructed to meet our fellow chapter mates to regroup and talk about our plans for the rest of the day. Afterwards I was able to attend the Members-Only Luncheon Special Presentation: Fl!P, featuring ChangeLabs Founder and CEO Peter Sheahan and MasterCard’s SVP Andrew Mantis. The presentation focused on new strategies for turning challenge into opportunity and change into competitive advantage. Mr. Sheahan discussed the reason why companies such as Apple and Google were true innovators, along with discussing his humorous findings of what consumers “can’t live without,” flat screen TV being one of them. Mr. Sheahan was a wonderful speaker and captivated his audience superbly.

After this I decided to head over to the Expo Hall. The hall housed dozens of companies discussing their newest technologies and products that had to offer to retailers, including an app that allows customers to do a “self-checkout,” along with heat mapping which is a process in which a retailer can track the amount of movement made on any spot in their store. This allows retailers to gather data on what areas are most visited as well as what merchandise sells better in what areas of the store. I even got to talk with a very entertaining and flirtatious robot from Wipro as he informed me of new face recognition technology that offered more personal information to retailers.  It was great to see a whole new side of retail that we haven’t seen before in school. And to think, I learned so much and it was only the first day!!

What is your best experience at the Big Show?

Elizabeth: “I enjoyed the networking lunch. I feel that FIT is a very involved chapter and I am happy to be a part of it.”

Alicia: “I liked NRFSA meeting with other colleges and hearing what they have done throughout the year.”

What are you most looking forward to?

Elizabeth: “I can’t wait to see Bill Clinton speak as well as to network and walk through the Expo Hall.”

Alicia: “I am also looking forward to walking around the Expo Hall. I am excited to see the new technologies.”

Did you get anything out of attending the Big Show?

Elizabeth: “I would love to get an internship that can lead into a future job opportunity by attending the show, especially since I just graduated.”

Alicia: “I was most looking forward to learning about the new technologies and the information sessions that can only be learned or seen at the Big Show.”

 Fashion Institute of Technology students and faculty members gather at their booth in the Javits Convention Center at Retail’s BIG Show

In addition to meeting other students, from other colleges across the U.S., I was excited to meet Jessica Wilson, a senior recruiter for Walmart Stores. After meeting her at the NRFSA Retail Talent Networking Lunch, I was honored to have the opportunity to ask her a few questions about her career.

What was your first paying job? Any retail store experience?

“My first job was at a grocery store in Oklahoma.”

Why do you like working in retail?

“I enjoy retail due to it is a fast paced environment.”

What is the best career advice you would give to a student?

“I would say, don’t be strict to your career path. Change is always good; you never know what new doors can open into a career.”

Great advice. I enjoyed speaking with Jessica and I hope to see reacquaint with her at next year’s BIG Show!

Tell us your story — and win big!

A lot of these companies were based around solutions that improved the quality of data you could see about a retail organization. Whether it was something to help quantify demographic data about the people in your store through facial recognition or providing a dashboard page of insights from your chain, this was the first big trend I noticed.

The other really significant things that I noticed revolved around mobile and local. A surprising number of companies demoed mobile versions of their software solutions or hardware point of sale accessories to meet the growing demands of the customer and take advantage of the latest in mobile technology. I was able to try Google Wallet for the first time after doing a project on it in school and got a chance to win some swag. This platform allows retailers to let customers easily pay for payments through NFC-enabled smartphones, but also sets up a system to allow local offers from participating retailers.

After some time on the floor, I went with the rest of my group to see the keynote speech from former President Bill Clinton. We went to a few other sessions before heading to tour Hugo Boss, arranged through an alumni at our school. My second day finished with a group dinner and the last day of exploring NYC on our own before heading home tomorrow.

The day began with “Keeping a Classic Brand Modern“. “Ralph Lauren is about change and pushing the envelope,” stated David Lauren, who awed his audience this morning. He expressed how such a classic brand stays unique and modern. One way they continue to reach their customer and modernize their brand is by prompting their brand story through their ads. From shop-able fashion shows and story books on their website to 4D events; as a company they have created awesome new ways to connect to their customers. We will defiantly be seeing a lot of things from Ralph Lauren.

Have you heard of “Conscious Capitalism”? This is the ingenious idea used by retailers such as Whole Foods and The Container Store. After hearing Kip Tindell, Walter Robb, and Jonathan Sokoloff speak, I was hooked on the idea. These retailers offer values that matter for all their stakeholders, especially their employees. This is the way of the future!

Then I headed over to “What the Next Five Years of Retail Will be About”. Speaker Mitch Joel kept his audience involved and laughing the entire session. The hour flew by! Mitch gave his audience 5 great tips about where retail will be. Fact 5: One Screen — Mitch states that no matter how many technology screens are present, the one in front of the consumer is most important. As well as, be prepared to introduce touch transparent screens within your home. Minority Report here we come!

My day continued with “The Future Shopper: How Offline is the New Online”, “Fashion and The Future”, and making my way through the Expo Hall. At my first stop “The Future Shopper: How Offline is the New Online,” one trend to capitalize on is a digital wallet. Would you be willing to go fully digital? As well as we are married to our phones. We cannot go a day without our little computer in our hand. We must surf the web or purchase, purchase, purchase. During “Fashion and The Future”, I was excited to see updated fashions for the upcoming years; cut out dresses and 1950’s updates. Lastly, not only is the Expo Hall huge but I got lost 5 times. I wound up bumping into several people who looked like I did, a lost puppy. We exchanged laughs and were pointed in the right direction.

Another great and successful day at the Big Show!

But bigger than the difference between western and east coast weather was the difference in focus for me at each event. At CES, I wandered the show floor looking for trends and new products that will make an impact on the industry over the next year. Companies each commented on the specifications of their new gadget or the details of their next core technology.

On my first day at NRF’s BIG Show, I learned instead from peers and industry executives commenting on their experiences in retail. I traded product and gadgets for pure strategy and empirical knowledge. Looking back on the day, it’s the combination of these two bigger ideas and the application of technology to retailing that I’m most interested in at the show.

I started with a session on Coca-Cola and the marketing programs they’re launching for new sustainability initiatives. Give It Back racks will be built from new sustainable materials to inspire the growing 70% of consumers whose purchase decisions are impacted by the choice to be eco-friendly.

As mentioned in my earlier blog post, we next went to the inaugural NRF Student Association events and took part in a “Speed Networking” event with recruiters from across the industry. This was followed by the first large-scale NRFSA business meeting with leadership from charter organizations of schools across the country.

After catching the end of a quick demo of IBM’s “Watson” supercomputer, we listened to leadership from Rent the Runway and One Kings Lane comment on the growing needs of their customer. The emotional connection that each of these companies have formed and followed with their e-commerce customers had really interesting lessons that are easily applicable to traditional retailers.

The evening finished with a welcome reception at the New York Marriott Marquis. My group mingled with retail executives and other students from NRFSA before heading to an evening showing of Matt Stone and Trey Parker’s “The Book of Mormon.”

This jam-packed schedule is just a preview for the next few days. Stay tuned for coverage of my school’s store visits and company tours, recaps of future NRF sessions, and a wrap-up interview before heading back to Silicon Valley.