Latinitas empowers the next generation through culture, education and community. by We Are Austin Tue, September 29, 2026 at 1:26 PM Estefania Romero of Latinitas joined We Are Austin's Sierra Waggoner to share how the Austin nonprofit is empowering girls through culturally relevant STEM education, along with its growing partnership with JCPenney. For Latinitas, Hispanic Heritage Month is a chance to celebrate culture, community and the next generation of young leaders while continuing work that happens all year long. Estefania Romero of Latinitas joined We Are Austin's Sierra Waggoner to share how the Austin nonprofit is empowering girls through culturally relevant STEM education, along with its growing partnership with JCPenney. Creating spaces where girls belong. Latinitas provides after-school programming, summer camps, one-day conferences and programs that engage girls and their families. "We create spaces where girls can feel like they belong," Romero said. "They can learn STEM programs, science, technology, engineering and math, in an environment where they can be themselves and they can celebrate their culture, their heritage." Exploring careers with JCPenney. Latinitas' partnership with JCPenney goes beyond sponsorship. During Camp Latinitas, girls participate in a week of Design Chica, where they get the chance to step into the role of fashion designers. JCPenney's design team travels from Dallas to work directly with the girls on their ideas while also introducing them to careers in fashion and showing how technology plays a role in the industry. "The girls can really start to see themselves in different careers that maybe they couldn't have imagined themselves in," Romero said. The partnership was also highlighted during Latinitas' Sept. 12 Hispanic Heritage Month kickoff event, which showcased JCPenney's Hispanic Heritage Month collection alongside music, food and fundraising. Get involved year round. Latinitas welcomes volunteers from all backgrounds to support its programs, community events and fundraisers. The partnership was also highlighted during Latinitas' Sept. 12 Hispanic Heritage Month kickoff event, which showcased JCPenney's Hispanic Heritage Month collection alongside music, food and fundraising. "We often get asked, 'Do I have to be Latina? Do I have to be a woman to volunteer?' And absolutely no," Romero said. "We welcome everyone." Supporters can also contribute through one-time or monthly donations. For volunteer opportunities, programs and more information, visit LatinitasOnline.org. SPONSORED CONTENT MORE TO EXPLORE

JCPenney goes to school in the next phase of its 'Yes' turnaround strategy. JCPenney is opening the next chapter in its "Yes, JCPenney" brand relaunch with a fall campaign meant to push the legacy retailer back into shoppers' consideration set. Called "The Other September Issue," it is a gentle nod at Vogue's iconic fall fashion issue but replaces runway models with five teachers from San Marcos, TX - representing the nation's 99% of hardworking, everyday folks the company is targeting. "Through this latest expression of 'Yes, JCPenney,' we are spotlighting some of the communities we admire most and who exemplify our customers: teachers," said Marisa Thalberg, EVP and chief customer and marketing officer at Catalyst Brands, JCPenney's corporate parent. The campaign will launch on Substack, across social channels and during Thursday night's Detroit Lions-Buffalo Bills game on Prime Video. This is the next phase in a journey that Thalberg and team have been on since early last year to reposition JCPenney as the smarter, value-driven alternative in the crowded retail landscape. But while the brand work has generated attention, JCPenney still faces a long road to changing consumer perception after a twenty-year fall from grace that accelerated with its 2020 bankruptcy. Refining the message. The "Yes, JCPenney" campaign kicked off in April 2025 with a simple promise: trending fashion at an amazing price. Since then, the brand has leaned into a series of "other" moments design to flip customers' expectations. It staged an "other" Venice, CA wedding in June for an everyday couple - riffing off the multimillion-dollar wedding of Jeff Bezos-Lauren Sánchez in Venice, Italy - dressing the entire bridal party and picking up the tab for the venue and catering for under $10,000. And in another subversive move, it hosted an "other" Paris runway fashion show in Paris, TX in March featuring locals wearing head-to-toe JCPenney fashions while the established fashion world had its eyes fixed on the runway shows in Paris, France. Then this summer it relaunched its JCPenney rewards program and tied it to the Aéropostale brand, another Catalyst holding, resulting in a 14% lift in reward signups. And its tongue-in-cheek "Retail Rejuvenation" campaign - a mock therapeutic retreat to break shoppers' off-price shopping habits - was coupled with a limited time Retail Regrets Trade-In program offering a $15 off coupon for shoppers who bring in disappointing off-price purchases. It also expanded the focus from fashion into other categories such as beauty and cookware. Now JCPenney is sharpening the message with a new tagline: "Everyone Deserves a Better Deal." Thalberg said the customer have been "battling through headwinds in the macro economy," making 'no' the default response to buying something new. "We believe with a 'better deal' it can be everyday moments of 'yes' for our customers." The message that is resonating most sharply is the focus on real people with real needs and worries. "The journey of changing customer consideration and translating that into action is to start getting people to come to JCPenney with a question mark - what can I find today," she said. "It's never a completely straight line, but we feel the responsibility to be real and authentic to take this legacy business and build it back up to where it deserves to be - a store built on deals where you can find really great things that you want and need for your family, not just cheap, poor-quality stuff," she continued. Teachers - who make up about 10% of JCPenney's customer base and are real-world influencers for their students - are taking a star turn in the latest campaign. "They deserve to be the cover models of magazines that inspire others," Thalberg observed, adding that more real-customer campaigns are planned. "Often brands and marketing over-index on elitism with a coastal bias - that's not at all how we think. We want to celebrate and serve those people who are our customers and make them feel well represented," Thalberg said. The brand has seen some early wins. For the fourth year in a row, it was named America's Best Department store in USA TODAY's Readers' Choice poll, ahead of Von Maur and Belk. And Morning Consult just ranked JCPenney the 20th-fastest-growing brand among Gen X consumers and 6th-fastest growing brand among parents. But Thalberg's challenge isn't awareness - virtually everyone knows the JCPenney name. It's getting consumers to reconsider the value proposition and add JCPenney back into their selective set of shopping destinations. That will take time and she says the team is prepared to put it in. Financial results still lag. Retail results have yet to catch the positive tailwinds from the "Yes, JCPenney" message. Revenues dropped 5% for the fiscal year ending January 31, 2026, to $6.3 billion - a far cry from the $18 billion high in the aughts when the company operated over 1,000 stores. Today it has just under 650 stores with about 70% connected to malls. However, after a disappointing fourth quarter when sales slid by 8%, the pace of decline slowed in the first quarter, with revenues down 4% to $1.3 billion ending May 2, 2026. The company also reported a 5% uptick in average order value online as well as a 5% increase in digital traffic. "Overall the company was able to strategically manage through the softer demand environment, resulting in outperformance against internal expectations for the period," the company reported to the SEC. It also noted outstanding performance in jewelry, home and activewear - Nike just joined the lineup, alongside Adidas. Despite digital gains, in-store traffic continues to flag. Placer.ai reports that in-store monthly visits have dropped an average of 4% year-over-year through August, with a 5% decline during peak back-to-school season. "Mid-tier department stores have faced challenges connecting with customers in a bifurcated economic environment, where shoppers are either looking for value or an elevated experience," said Elizabeth Lafontaine, Placer.ai's director of research. "JCPenney saw softer back-to-school visitation compared to other apparel brands, indicating that there might be a disconnect with its audience." Continuing to carry the message forward. Thalberg counters that the back-to-school season extends well into September - the Other September Issue is design to keep the momentum going - and that JCPenney is far more than a women's and men's clothing store. Over 40% of revenues last year were generated in jewelry, handbags, beauty, home, kids clothing, footwear, toys and services. Coming next, the company is hosting a National Suit Up event from September 17 through 20 to prepare young job seekers for upcoming interviews. Beyond helping customers select work-appropriate apparel - over half of hiring managers say young applicants are unprepared for interviews, often showing up in unprofessional attire - JCPenney will also offer professional headshots in its portrait studio and $12 haircuts or blowouts in its salons. Its back-to-school $12 haircut promotion generated over 135,000 haircuts, including 18,000 new JCPenney Salon customers. "Affordability is an obvious challenge for the majority of Americans," Thalberg concluded. "We proudly stand for that, and not just for special moments of the year, like Black Friday, but every day. Whether you drive to a JCPenney store or go to our site, every day there are thousands of deals available - and if you're not an existing JCPenney customer, you may not know that. So we are on a continuing journey of making people understand and believe that we are a place for everyday deals."

Bloomingdale's tries creative way to lure shoppers back. By Fernanda Tronco TheStreet Updated September 26, 2026 9:28 AM Gift Article Store closures have become increasingly common among retailers as they shrink their footprints to adapt to changing consumer habits and rising costs. Coresight Research projects that 7,900 stores will close in 2026, while 5,500 stores will open, resulting in an estimated net loss of 2,400 stores among chain retailers. Founded in 1861 in New York City, Bloomingdale's is an upscale American department store chain known for its designer labels, luxury goods, and signature "Little Brown Bag" shopping bags. Owned by Macy's, Inc. (M), Bloomingdale's has maintained a fairly stable footprint compared to many retailers, The Wall Street Journal reported. Still, the luxury department-store chain knows the importance of giving consumers ongoing reasons to visit in person. Now, Bloomingdale's is joining a major retail trend by transforming its stores to create new shopping experiences. Bloomingdale's creates immersive experiences to bring customers to stores. Bloomingdale's has partnered with The Ritz-Carlton to transform its New York City 59th Street flagship into Hotel Bloomingdale's, an immersive in-store shopping experience running through Oct. 19, 2026. Hotel Bloomingdale's combines The Ritz-Carlton's hospitality with Bloomingdale's fashion, beauty, wellness, home, and travel brands to encourage product discovery. As part of the launch, Bloomingdale's is unveiling Late Checkout: A Ritz-Carlton Story, featuring a curated assortment of more than 55 brands, including 14 that are new to Bloomingdale's. The assortment is organized into five hotel-inspired destinations: Travel, The Spa, Room Service, Souvenirs, and Newsstand. The experience also includes dedicated windows, pop-ups, activations, and an exclusive 26-piece AQUA x Nicky Hilton collection for women and kids. The immersive experiences showcase some of Bloomingdale's most popular brands and include: * Studio 59: A Ritz-Carlton-inspired hotel bar with destination-inspired cocktails influenced by iconic Ritz-Carlton properties. * La Prairie Spa: A limited-time spa residence and retail experience by La Prairie. * Nespresso Coffee Bar: A luxury hotel lobby café offering premium coffee beverages by Nespresso. * Abbode Customization: Complimentary embroidery for Abbode purchases. For customers unable to visit the Bloomingdale's 59th Street flagship, the retailer will also bring the KILIAN PARIS Bar experience to select stores. The art deco-inspired hotel lounge experience will offer specialty cocktails, mixology classes, immersive fragrance consultations, custom bottle engraving, and complimentary fragrance samples. "We're giving customers new ways to discover, explore, and experience Bloomingdale's through unexpected moments, meaningful interactions, and a dynamic mix of fashion, beauty, wellness, and lifestyle," said Bloomingdale's VP Integrated Marketing Kevin Harter in a company announcement. Retailers host unique experiences to encourage in-store shopping. Bloomingdale's is not the only retailer transforming its stores and creating experiences designed to encourage customers to shop in person. Its parent company, Macy's, has used experiential events as part of its retail strategy for decades. The company hosts major annual events, including the Macy's Thanksgiving Day Parade, Santaland at Macy's Herald Square, Macy's Fourth of July Fireworks, and Macy's Flower Show. In 2025, JCPenney debuted the first-ever official iHeartRadio Jingle Ball 29-piece apparel collection in partnership with iHeartRadio's long-running holiday concert series. Target has also experimented with more experiential elements in its stores, including seasonally themed displays and decorations, seasonal products and collections, and promotional content across its social media channels. These examples reflect a broader effort among retailers to give shoppers new reasons to visit physical locations. Why retailers are investing in immersive experiences. Retailers' investment in immersive experiences comes as physical stores increasingly function as marketing platforms and experiential destinations alongside their traditional role as places to shop. Experiential retail is a strategy retailers are using to give consumers unique and memorable reasons to visit physical stores that complement what they can experience online. This is one reason brands continue to invest in flagship stores, which are typically larger than standard locations and may feature distinct architecture and design, exclusive merchandise, events, and hospitality experiences. Fernando Aguileta de la Garza, a communications, branding, and fashion culture expert with Elle Education Business, said flagship stores can enhance a brand's image while creating opportunities for direct communication with consumers. "An effective flagship store attracts new customers and keeps the current loyal ones hooked to the brand. The aim of a flagship store is to stimulate the emotional sensations and physical attributes that the brand possesses and showcase them to the customer." Despite ongoing store closures, brick-and-mortar retail remains a significant part of consumer spending. Physical retail accounted for approximately $14.4 trillion of the $18.9 trillion in total retail sales in 2025, according to Euromonitor research cited by EY. That helps explain why retailers such as Bloomingdale's are experimenting with ways to make physical stores destinations rather than simply places to complete a transaction. By combining shopping with hospitality, events, services, and other experiences, retailers are seeking new ways to make the in-store experience more distinctive for consumers. The Arena Media Brands, LLC THESTREET is a registered trademark of TheStreet, Inc. This story was originally published September 26, 2026 at 9:17 AM.