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Signet Jewelers to Close 150 Stores

The company’s president is also resigning.

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Signet Jewelers announced that it will close 150 stores in fiscal 2020 as it seeks to streamline its operations.

Signet stated that it “continues to strategically reduce and reposition its real estate footprint to increase store productivity and allow for more focused, impactful investments in compelling, digitally enabled new store designs, as well as targeted store appearance updates across the portfolio.” In 2020, the company expects to have “limited new store openings primarily consisting of repositions to off-mall locations.”

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In fiscal 2019, Signet closed 262 stores. The company’s retail brands include Kay, Zales and Jared.

By the end of fiscal 2020, the company expects to have reduced its store base by 13% over a three-year period.

The company also said that Sebastian Hobbs, its president and chief customer officer, will step down.

Earlier this week, Signet said it planned to close a manufacturing plant in the Dallas-Fort Worth area. The closure will mean the loss of 122 jobs.

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However, Signet continues to maintain operations in north Texas, where it has more than 700 employees.

In February, media reports said Signet was making buyout offers to 2,600 employees in Fairlawn, OH, and 800 in Dallas as part of a cost-cutting effort.

Over the years, INSTORE has won 80 international journalism awards for its publication and website. Contact INSTORE's editors at [email protected].

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MSG Jewelers has always treated its customers like family. When owner Mike George decided to retire and close the doors of his St. Louis, Missouri jewelry store, he selected a company to manage his going-out-of-business sale that treats its customers like family, too. That’s why he chose Wilkerson. “Wilkerson was able to do all the things that we needed,” says George. In the end, the bittersweet store closing was so much easier with Wilkerson at the helm. From marketing to pricing to inventory, Wilkerson does it all. “It’s a package deal,” says George.

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