In the 1990s, both Macy's and Bloomingdale's - two of the nation's most venerable retailers - filed for bankruptcy. Cataloguers and discounters were commanding more shoppers' dollars. Dayton-Hudson knew its survival depended upon cementing its relationships with its current customers. Committed to moving away from costly mass mailings, and pinpointing its messages, Dayton-Hudson used its database to divide its 4 million customers into "spending groups." Imagine their shock when they learned that a tiny 12% of customers accounted for nearly two thirds of their sales. See how they retained high-spending customers with a loyalty initiative called "Regards", and watch them cope with the unexpected challenges.