CHICAGO, ILLINOIS – JULY 25: Dressed head-to-toe in JCPenney, Jackie Young poses at JCPenney’s North Riverside store before shopping with young fans from the Boys & Girls Club of Chicago. Together, they styled the girls in gameday looks for the WNBA-All Star game on July 25, 2026 in Chicago, Illinois. (Photo by Jeff Schear/ Getty Images for JCPenney)
Getty Images for JCPenney
JCPenney is launching the next phase of its “Yes, JCPenney” brand revival with a fall campaign designed to recapture shoppers’ attention. Titled “The Other September Issue,” the initiative reimagines traditional fashion editorials by featuring everyday Americans—specifically five teachers from San Marcos, Texas—instead of runway models, underscoring the retailer’s commitment to authentic, relatable storytelling.
“This campaign highlights communities we deeply respect and reflects the values of our customers: hardworking, passionate educators,” said Marisa Thalberg, EVP and chief customer and marketing officer at Catalyst Brands, JCPenney’s parent company. The campaign debuted across Substack, social media platforms, and during the Detroit Lions-Buffalo Bills game on Prime Video.
This marks continued progress in a strategic rebranding effort launched earlier this year to reposition JCPenney as a value-focused alternative in retail. While awareness remains strong, the company acknowledges significant work remains to reshape consumer perception following its 2020 bankruptcy and two-decade decline from prominence.
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Sharpening the Brand Message
The “Yes, JCPenney” campaign began in April 2025 with a clear promise: accessible fashion at unbeatable prices. Since then, the brand has consistently redefined expectations through creative, culturally resonant moments.
In June, it orchestrated an “other” wedding in Venice, California—costing under $10,000—for a real couple, contrasting sharply with celebrity nuptiations. In March, it staged an “other” Paris runway show in Paris, Texas, featuring locals modeling JCPenney styles while global fashion elites showcased collections in Paris, France.
This summer, the company revived its rewards program, integrating it with Aéropostale, another Catalyst brand, which boosted signups by 14%. Additionally, its tongue-in-cheek “Retail Rejuvenation” campaign—presented as a mock wellness retreat—paired with a limited-time trade-in offer providing $15 off coupons for returning off-price items. The initiative expanded beyond fashion into beauty and cookware categories.
The latest iteration introduces a refined tagline: “Everyone Deserves a Better Deal.” Thalberg noted that consumers have grown accustomed to saying “no” due to economic pressures. “With our better deal, we’re giving people everyday opportunities to say ‘yes,’” she explained.
According to Thalberg, the most impactful element has been the focus on regular people facing relatable challenges. “To build trust, we start by inviting customers with curiosity—‘What can I find today at JCPenney?’—rather than pushing products,” she said. “We’re not just selling cheap, low-quality items. We’re creating a destination where families can find what they need and love at fair prices.”
Teachers, who represent roughly 10% of JCPenney’s customer base and serve as influential figures in their communities, are now front and center in the campaign. “They deserve to be the heroes of magazines that celebrate them,” Thalberg remarked, emphasizing future campaigns will continue spotlighting everyday influencers.
“The Other September Issue” cover with San Marcos, TX teachers
Courtesy of JCPenney
“We reject the coastal elitism often seen in branding. Our mission is to celebrate our customers and make them feel truly seen,” Thalberg added.
Early results reflect growing momentum. For the fourth consecutive year, JCPenney earned the top spot in USA TODAY’s Readers’ Choice Best Department Store award, surpassing Belk and Von Maur. Morning Consult ranked the company 20th-fastest-growing among Gen X consumers and sixth among parents—key demographics.
However, transforming perception into measurable sales remains challenging. Revenue fell 5% in the fiscal year ended January 31, 2026, to $6.3 billion, down from $18 billion at its peak in the 2000s. Today, the chain operates just under 650 stores, with 70% located in malls.
Financial Performance Trends Upward Amid Challenges
After reporting an 8% revenue drop in Q4, the company saw improvement in Q1 FY2026, with revenue declining only 4% to $1.3 billion. Digital metrics showed positive movement: average online order value rose 5%, and website traffic increased 5%.
In a filing with the SEC, JCPenney noted it “strategically managed through a softer demand environment,” exceeding internal forecasts. Strong performance was recorded in jewelry, home goods, and activewear—including new additions like Nike—and adjunct brands such as Aéropostale.
Nevertheless, foot traffic remains a concern. According to Placer.ai, in-store visits declined an average of 4% year-over-year through August, with a 5% drop during back-to-school season.
“Mid-tier department stores face structural challenges in today’s economy, where shoppers choose between extreme value or premium experiences,” observed Elizabeth Lafontaine, director of research at Placer.ai. “JCPenney struggled with back-to-school engagement, suggesting a gap between the brand and its core audience.”
Campaign Momentum Continues
Thalberg counters that the back-to-school season extends into September, aligning with the timing of “The Other September Issue.” She emphasized that JCPenney is far more than a clothing retailer, with non-apparel categories—including jewelry, handbags, beauty, home goods, toys, footwear, and services—generating over 40% of annual sales.
Next up: the National Suit Up event scheduled for September 17–20. Designed to assist young job seekers in preparing for interviews, the promotion offers professional attire, complimentary headshots, and discounted salon services. Building on last year’s successful $12 haircut deal—which served over 135,000 customers and attracted 18,000 new Salon clients—the brand aims to strengthen community ties and drive practical value.
“Affordability is essential for most Americans,” Thalberg concluded. “We stand for daily deals, not just seasonal sales like Black Friday. Whether shopping in-store or online, there are always deals to be found. We’re on a mission to ensure customers know and believe in that promise.”