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Stepping up Our Style 2009: a Year of Stepping up Our Style Stepping up Our Presence

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Stepping up Our Style 2009: a Year of Stepping up Our Style Stepping up Our Presence J. C. Penney Company, Inc. Summary Annual Report 2009 Stepping Up Our Style 2009: A Year of Stepping Up Our Style Stepping up our presence... our service...our innovation...our commitment We are laying the foundation for growing market share and profitable sales. To our customers, our associates, and our stockholders, our vision is clear: To be America’s destination for discovering great styles at compelling prices. 4-5 Message to Our Stockholders 14-15 The Customer Experience 23 Financial Discipline 6-7 JCPenney Takes Manhattan 16-17 Poised For Growth 24 Operating Results 8-9 New Brands & Collaborations 18-19 Putting People First 25 Board of Directors & Executive Board 10-11 New Looks in New Ways 20-21 Responsible Leadership 26-27 Stockholder Information 12-13 Schooled in Style 22 Power Brands 28 WINNING TOGETHER™ Principles table of contents 2009: A Year of Stepping Up Our Style 23 Financial Discipline 24 Operating Results 25 Board of Directors & Executive Board 26-27 Stockholder Information 28 WINNING TOGETHER™ Principles Dear JCPenney Stockholder: In a difficult year for many American families, JCPenney did what we do best — provided the quality merchandise we are known for at prices that make sense for our customers’ pressured budgets, and “stepped up” our style to enable to our stockholders them to be more fashionable than ever. At the same time, we continued to execute our Bridge Plan, Mike Ullman addressing Associates at the Manhattan store grand opening which focused on tightly managing all aspects of our business in order to protect our profitability and put a solid operational and financial foundation in place to enable a return to a growth our merchandising leadership structure, aligning our organization trajectory. This included planning our inventory for a lower under two seasoned JCPenney executives. Together, they and level of sales, discontinuing several promotions that were not their teams will continue to maximize our current brands and productive for us, and reducing capital expenditures and accelerate our style authority, ensuring that we are offering the operating costs across the Company. right assortments and quantities on a market-by-market basis. I am pleased to report that we achieved what we set out to We support the work of our merchandising team by continuing do when I wrote to you last year. Despite the worst economic to enhance the technology platform behind every aspect of our downturn our nation has seen in 80 years, we increased our inventory flow. In 2009, this included rolling out Door to Floor gross margin by 200 basis points to 39.4% of sales — an across our organization to improve the process of stocking historic peak for us. Our financial strength is a considerable our stores in a way that drives productivity as well as higher competitive advantage, allowing us to invest in key areas of our customer service levels. To capitalize on the refinements we business at a time when others are cutting back. Moreover, we made in our merchandising structure, we are continually maintained our 2009 annual cash dividend at $0.80 per share improving the customer experience. In 2009, this included: for the benefit of our stockholders and rewarded over 100,000 • Streamlining our marketing strategies at every customer touch Associates with a special bonus check for their meaningful point to highlight our “stepped up” style and enterprise-wide contribution to our overall customer satisfaction scores, and merchandise offering. We are dedicated to building on this ultimately, our profitability. success, as well as increasing membership in our JCP Rewards As a result, we believe we are well-positioned to focus our loyalty program, which has grown to over 4 million customers — attention in 2010 on delivering top-line sales growth, as we who we know spend more and shop more often than our begin to implement our new five year Long-Range Plan. average customer. Stepping Up Our Style and Enhancing • Investing in our digital platform. We improved the functionality the Customer Experience of jcp.com, allowing customers to find the right styles more Over the past year, we introduced new, exclusive brands easily through innovative tools, such as our online runway across several merchandise categories. These new brands videos. Customers responded well to these enhancements, as are off to a promising start. They include Allen B.® by Allen reflected in the positive sales trend for jcp.com. Additionally, we ™ Schwartz and IkRonson® by Charlotte Ronson in Women’s invested in social media, mobile applications, and our FindMore apparel; Olsenboye™ by Ashley Olsen and Mary-Kate Olsen smart fixtures in stores. Moving forward, we will continue to in Juniors’ apparel; JOE™ Joseph Abboud and Irreverent™ in invest in digital initiatives to capture market share. Men’s apparel; and Cindy Crawford Style™ in Home. We also • Remodeling or refurbishing approximately 100 stores, as remain a “headquarters” for top national brands such as part of our ongoing efforts to make the customer shopping Levi’s®, Carter’s® and Dockers®. We continue to make strides experience more exciting. This included opening 64 new in maximizing the potential of our leading private brands, such Sephora inside JCPenney locations; we plan for 75 more in as The Original Arizona Jean Company®, Worthington® and 2010, bringing the total to 230. a.n.a®, which deliver significantly higher gross margins than • Opening 17 new stores in attractive markets, where we are national or exclusive brands. competing aggressively. This included the July 2009 opening All of these brands are brought to life at JCPenney by our of our first-ever store in Manhattan, where JCPenney has proven exceptional merchandising organization. To ensure we popular among residents and tourists, bringing good visibility continue to tap our deep well of talent, we recently refined to JCPenney and our exclusive brands. 4 “ Our vision is to be ‘America’s shopping destination for discovering great styles at compelling prices... .’ This means consistently reinforcing our style authority and affordability and building a sense of discovery for our customers every time they shop with us. ” Mike Ullman • Providing ongoing CustomerFIRST training and leadership Off to a Running Start on Our New Long-Range development opportunities for our Associates. The result is Plan for 2010-2014 that our Associate Engagement scores continue to increase, Five years ago we introduced a Long-Range Plan for growth. which translates into ongoing gains in our customer service Given the circumstances of the last two years, putting this Plan scores. We are proud that in 2009, for the second year in a on hold and creating a Bridge Plan was the right course for us row, JCPenney ranked No. 1 in customer service among and is reflected in the strong position our Company is in today. department stores in the American Express/National Retail We ended 2009 with $3 billion of cash on our balance sheet, Federation Foundation Customers’ Choice survey. and we will leverage this financial strength as we launch our • Creating a new clearance strategy called “Red Zone new 2010-2014 Long-Range Plan for growth. Clearance,” which more clearly communicates the true “out the Our vision is to be “America’s shopping destination for door” price to simplify the purchase decision for our customers. discovering great styles at compelling prices” by building We were able to accomplish all of this even though we the satisfaction, loyalty and shopping frequency of our existing reduced capital expenditures to $600 million in 2009, versus customers and growing our market share, especially among approximately $1 billion in the prior year. We are planning for younger customers. This means consistently reinforcing our capital expenditures to be $500 million in 2010. style authority and affordability and building a sense of discovery for our customers every time they shop with us. Exciting New Brands in 2010 Critical to our success is having the best team of Associates Taken together, we have a strong platform from which to in retail. To this end, we are dedicated to an engaged culture achieve our top goal in 2010 — restoring comparable store focused on innovation and teamwork. Together, our team is sales growth. Our strategies to do this include demonstrating committed to establishing JCPenney as the growth leader in that JCPenney is a style destination and focusing on increasing our industry, increasing our sales and market share, maintaining our market share. We expect to accomplish this by adding our gross margin to maximize earnings potential, and delivering exceptional new brands that continue to set us apart, including: enhanced value for our stockholders. • Introducing Cindy Crawford’s newest collaboration with As we do this, we benefit from the wise counsel of our Board ™ ® us, One Kiss by Cindy Crawford , in April. This new brand of Directors. We welcome the newest addition to our Board, reflects how we are answering the growing demand for Geraldine Laybourne, who founded Oxygen Media, a pioneering fashionable fine jewelry that can be worn every day. network that produces content aimed at younger women. ® • Launching Liz Claiborne , one of the country’s most My deepest thanks go to our Associates for their unwavering recognized women’s brands and most popular among our focus on teamwork and showing our customers that we core customers, for which we will be the exclusive department know “Every Day Matters®” at JCPenney; our Board for their store retailer, beginning this fall. We are capitalizing on this contributions to planning our successful future; and our by expanding the brand into a full lifestyle collection across stockholders for your continued investment… we are all approximately 25 categories, including women’s and men’s committed to delivering for you. apparel, home and accessories. Myron E.
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