we believe that we are well positioned with the right strategies in place to successfully serve our customers , which will in turn lead to long-term profitable growth and top-quartile total shareholder return . nordstrom , inc. and subsidiaries 17 results of operations our reportable segments are retail and credit . we analyze our results of operations through earnings before interest and income taxes for our retail business and credit , while interest expense , income taxes , earnings per share and return on invested capital are discussed on a total company basis . retail business our retail business includes our nordstrom-branded u.s. and canada full-line stores and nordstrom.com , nordstrom rack stores , nordstromrack.com/hautelook , trunk club , jeffrey and our last chance clearance store . for purposes of discussion and analysis of our results of operations of our retail business , we combine our retail segment results with revenues and expenses in the “ corporate/other ” column of note 17 : segment reporting in item 8 ( collectively , the “ retail business ” ) . certain metrics we use to evaluate the retail business may not be calculated in a consistent manner among industry peers . provided below are definitions of metrics we present within our analysis of the retail business : comparable sales – sales from stores that have been open at least one full year at the beginning of the year . total company comparable sales include sales from our online channels ( nordstrom.com and nordstromrack.com/hautelook ) because of the integration with our stores . gross profit – net sales less cost of sales and related buying and occupancy costs . inventory turnover rate – annual cost of sales and related buying and occupancy costs ( for all segments ) divided by the trailing 4-quarter average inventory . total sales per square foot – net sales divided by weighted-average square footage . 4-wall sales per square foot – sales for nordstrom u.s. and canada full-line stores , nordstrom rack stores , trunk club clubhouses , jeffrey boutiques and our last chance store divided by their weighted-average square footage . summary the following table summarizes the results of our retail business for the past three years : replace_table_token_7_th 1 subtotals and totals may not foot due to rounding . 18 retail business net sales in our ongoing effort to enhance the customer experience , we are focused on providing customers with a seamless experience across our channels . while our customers may engage with us through multiple channels , we know they value the overall nordstrom brand experience and view us simply as nordstrom , which is ultimately how we view our business . to provide additional transparency into our net sales by channel , we present the following information for our retail business : replace_table_token_8_th 1 other retail includes nordstrom canada full-line stores , trunk club and jeffrey boutiques . net sales ( 2015 vs. 2014 ) in 2015 , total company net sales increased 7.5 % , while comparable sales increased 2.7 % . during the year , we opened five nordstrom full-line stores , including two in canada , and 27 nordstrom rack stores . these additions increased our square footage by 6.4 % and represented 2.8 % of our total net sales for 2015 . our full-price net sales , which consist of the u.s. full-line and nordstrom.com channels , increased 2.6 % compared with 2014 , with comparable sales up 2.3 % . these increases reflected continued momentum in our nordstrom.com channel , which increased 15 % , while u.s. full-line store net sales decreased 0.6 % in 2015 compared with 2014 . on a comparable basis , we experienced an increased volume of transactions partially offset by a decrease in the average number of items sold per transaction . category leaders included beauty and women 's apparel . u.s. full-line store comparable sales decreased by 1.1 % . the northwest and southwest were the top-performing full-line geographic regions . nordstrom , inc. and subsidiaries 19 within our off-price offering , nordstrom rack net sales increased 9.9 % , compared with 2014 , reflecting the accelerated expansion of new stores . comparable sales decreased 1.0 % for the year . shoes and cosmetics were the top-performing categories , while the south was the top-performing geographic region . nordstrom rack experienced an increase in the average retail price per item sold offset by a decrease in the total number of items sold . sales per square foot of nordstrom rack decreased due to store expansion . nordstromrack.com/hautelook experienced outsized growth , with a net sales increase of 47 % . net sales ( 2014 vs. 2013 ) total company net sales for 2014 increased 7.8 % compared with 2013 , which was attributable to a comparable sales increase of 4.0 % . during 2014 , we opened three nordstrom full-line stores , including our first store in canada , 27 nordstrom rack stores and acquired trunk club . these additions represented 2.8 % of our total net sales for 2014 and increased our square footage by 5.5 % . full-price net sales for 2014 increased 3.8 % compared with 2013 , with comparable sales up 3.6 % . these increases were largely due to the performance of our nordstrom.com channel . both the number of items sold and the average selling price increased on a comparable basis in 2014 compared with 2013 . category leaders included accessories , cosmetics and men 's apparel . u.s. full-line store net sales for 2014 decreased 0.3 % compared with 2013 , which was primarily driven by a decrease in comparable sales . the top-performing geographic regions for 2014 were the southeast and southwest . our nordstrom.com and nordstromrack.com/hautelook channels experienced outsized growth , with a net sales increase of 23 % at nordstrom.com and 22 % at nordstromrack.com/hautelook compared with 2013 . story_separator_special_tag nordstrom , inc. and subsidiaries 25 return on invested capital ( “ roic ” ) ( non-gaap financial measure ) we believe that roic is a useful financial measure for investors in evaluating the efficiency and effectiveness of our use of capital and believe roic is an important component of shareholders ' return over the long term . in addition , we incorporate roic in our executive incentive compensation measures . for the 12 fiscal months ended january 30 , 2016 , our roic decreased to 10.7 % compared with 12.6 % for the 12 fiscal months ended january 31 , 2015 . this decrease reflected reduced earnings in addition to increased investments supporting growth initiatives . we define roic as our net operating profit after tax divided by our average invested capital using the trailing 12-month average . roic is not a measure of financial performance under generally accepted accounting principles ( “ gaap ” ) and should be considered in addition to , and not as a substitute for , return on assets , net earnings , total assets or other financial measures prepared in accordance with gaap . our method of determining non-gaap financial measures may differ from other companies ' methods and therefore may not be comparable to those used by other companies . the financial measure calculated under gaap which is most directly comparable to roic is return on assets . the following is a reconciliation of the components of roic and return on assets : replace_table_token_20_th 1 capitalized operating leases is our best estimate of the asset base we would record for our leases that are classified as operating if they had met the criteria for a capital lease or we had purchased the property . asset base is calculated as described in footnote 2 below . 2 based upon the trailing 12-month average of the monthly asset base . the asset base for each month is calculated as the trailing 12 months of rent expense multiplied by eight . the multiple of eight times rent expense is a commonly used method of estimating the asset base we would record for our capitalized operating leases described in footnote 1 . 26 liquidity and capital resources we strive to maintain a level of liquidity sufficient to allow us to cover our seasonal cash needs and to maintain appropriate levels of short-term borrowings . we believe that our operating cash flows , available credit facilities and potential future borrowings are sufficient to finance our cash requirements for the next 12 months and beyond . over the long term , we manage our cash and capital structure to maximize shareholder return , maintain our financial position , manage refinancing risk and allow flexibility for strategic initiatives . we regularly assess our debt and leverage levels , capital expenditure requirements , debt service payments , dividend payouts , potential share repurchases and other future investments . we believe that as of january 30 , 2016 , our existing cash and cash equivalents on-hand of $ 595 , available credit facilities of $ 800 and potential future operating cash flows and borrowings will be sufficient to fund these scheduled future payments and potential long-term initiatives . operating activities net cash provided by operating activities was $ 2,451 in 2015 , $ 1,220 in 2014 and $ 1,320 in 2013 . the majority of our operating cash inflows are derived from sales . we also receive cash payments for property incentives from developers . our operating cash outflows generally consist of payments to our merchandise vendors ( net of vendor allowances ) , payments to our employees for wages , salaries and other employee benefits and payments to our landlords for rent . operating cash outflows also include payments for income taxes and interest payments on our short-term and long-term borrowings . cash provided by operating activities increased by $ 1,231 between 2015 and 2014 , primarily due to $ 1,297 of net proceeds from the sale of our credit card receivables ( see note 2 : credit card receivable transaction in item 8 ) . also within operating activities , deferred income taxes , net and prepaid expenses and other assets were impacted by a change in an irs rule regarding repairs of real property . cash provided by operating activities decreased in 2014 compared with 2013 , which was primarily due to higher state tax payments made in 2014 compared with 2013 , as well as changes in working capital in 2014 . investing activities net cash used in investing activities was $ 144 in 2015 , $ 889 in 2014 and $ 822 in 2013 . the decrease in cash used in 2015 compared with 2014 is primarily due to $ 890 of net proceeds from the sale of our credit card receivables originated at third parties . capital expenditures our capital expenditures over the last three years totaled $ 2,746 , with $ 1,082 in 2015 , $ 861 in 2014 and $ 803 in 2013 . capital expenditures increased year over year primarily due to ongoing store expansion and increased technology investments . the following table summarizes our store count and square footage activity : replace_table_token_21_th 1 other includes trunk club clubhouses , jeffrey boutiques and our last chance store . we had one store relocation in 2015 , compared with no relocations in 2014 and three relocations in 2013 . our 2015 new store openings increased our square footage by 6.4 % . to date in 2016 , we have opened three nordstrom rack stores and plan to open an additional 18 nordstrom rack stores , two full-line stores in canada and one full-line store in the u.s. during the remainder of 2016 . planned net store openings are expected to increase our retail square footage by approximately 4 % . nordstrom , inc. and subsidiaries 27 we received property incentives from our developers of $ 156 in 2015 , $ 110 in 2014

net cash used in financing activities was $ 2,539 in 2015 compared with $ 698 in 2014 and $ 589 in 2013 . our financing activities include repurchases of common stock , our short-term and long-term borrowing activity , and payment of dividends . short-term and long-term borrowing activity in 2015 , as a condition of closing the credit card receivable transaction ( see note 2 : credit card receivable transaction in item 8 ) , we defeased $ 325 in secured series 2011-1 class a notes in order to provide the receivables to td free and clear . in 2013 , we exchanged $ 201 senior unsecured notes due in january 2038 for $ 265 senior unsecured notes due in january 2044. the $ 201 of debt that was exchanged is reflected as a non-cash financing activity in our consolidated statements of cash flows in item 8 while the $ 64 excess of outstanding principal was recorded as a discount to be amortized over the term of the notes due in 2044. dividends in 2015 , we paid dividends of $ 1,185 , or $ 6.33 per share , compared with $ 251 , or $ 1.32 per share , in 2014 and $ 234 , or $ 1.20 per share , in 2013 . dividends paid in 2015 included a special cash dividend of $ 905 , or $ 4.85 per share of outstanding common stock , in addition to our recurring quarterly dividend of $ 0.37 per share . the special dividend was authorized by our board of directors on october 1 , 2015 and was paid using proceeds from the sale of our credit card receivables ( see note 2 : credit card receivable transaction in item 8 ) . during the first quarter of 2015 , we increased our quarterly dividend from $ 0.33 per share to $ 0.37 per share . in determining the amount of dividends to pay , we analyze our dividend payout ratio and dividend yield , while taking into consideration our current and projected operating performance and liquidity .


 Write a concise suspicious activity report of the following text delimited by triple backquotes. Return your response as a formal report which covers the key points highlighting the location,dates,entity names and account holder information in chronological order of the text.
     ```net cash used in financing activities was $ 2,539 in 2015 compared with $ 698 in 2014 and $ 589 in 2013 . our financing activities include repurchases of common stock , our short-term and long-term borrowing activity , and payment of dividends . short-term and long-term borrowing activity in 2015 , as a condition of closing the credit card receivable transaction ( see note 2 : credit card receivable transaction in item 8 ) , we defeased $ 325 in secured series 2011-1 class a notes in order to provide the receivables to td free and clear . in 2013 , we exchanged $ 201 senior unsecured notes due in january 2038 for $ 265 senior unsecured notes due in january 2044. the $ 201 of debt that was exchanged is reflected as a non-cash financing activity in our consolidated statements of cash flows in item 8 while the $ 64 excess of outstanding principal was recorded as a discount to be amortized over the term of the notes due in 2044. dividends in 2015 , we paid dividends of $ 1,185 , or $ 6.33 per share , compared with $ 251 , or $ 1.32 per share , in 2014 and $ 234 , or $ 1.20 per share , in 2013 . dividends paid in 2015 included a special cash dividend of $ 905 , or $ 4.85 per share of outstanding common stock , in addition to our recurring quarterly dividend of $ 0.37 per share . the special dividend was authorized by our board of directors on october 1 , 2015 and was paid using proceeds from the sale of our credit card receivables ( see note 2 : credit card receivable transaction in item 8 ) . during the first quarter of 2015 , we increased our quarterly dividend from $ 0.33 per share to $ 0.37 per share . in determining the amount of dividends to pay , we analyze our dividend payout ratio and dividend yield , while taking into consideration our current and projected operating performance and liquidity .
```    
 Suspicious Activity Report : we believe that we are well positioned with the right strategies in place to successfully serve our customers , which will in turn lead to long-term profitable growth and top-quartile total shareholder return . nordstrom , inc. and subsidiaries 17 results of operations our reportable segments are retail and credit . we analyze our results of operations through earnings before interest and income taxes for our retail business and credit , while interest expense , income taxes , earnings per share and return on invested capital are discussed on a total company basis . retail business our retail business includes our nordstrom-branded u.s. and canada full-line stores and nordstrom.com , nordstrom rack stores , nordstromrack.com/hautelook , trunk club , jeffrey and our last chance clearance store . for purposes of discussion and analysis of our results of operations of our retail business , we combine our retail segment results with revenues and expenses in the “ corporate/other ” column of note 17 : segment reporting in item 8 ( collectively , the “ retail business ” ) . certain metrics we use to evaluate the retail business may not be calculated in a consistent manner among industry peers . provided below are definitions of metrics we present within our analysis of the retail business : comparable sales – sales from stores that have been open at least one full year at the beginning of the year . total company comparable sales include sales from our online channels ( nordstrom.com and nordstromrack.com/hautelook ) because of the integration with our stores . gross profit – net sales less cost of sales and related buying and occupancy costs . inventory turnover rate – annual cost of sales and related buying and occupancy costs ( for all segments ) divided by the trailing 4-quarter average inventory . total sales per square foot – net sales divided by weighted-average square footage . 4-wall sales per square foot – sales for nordstrom u.s. and canada full-line stores , nordstrom rack stores , trunk club clubhouses , jeffrey boutiques and our last chance store divided by their weighted-average square footage . summary the following table summarizes the results of our retail business for the past three years : replace_table_token_7_th 1 subtotals and totals may not foot due to rounding . 18 retail business net sales in our ongoing effort to enhance the customer experience , we are focused on providing customers with a seamless experience across our channels . while our customers may engage with us through multiple channels , we know they value the overall nordstrom brand experience and view us simply as nordstrom , which is ultimately how we view our business . to provide additional transparency into our net sales by channel , we present the following information for our retail business : replace_table_token_8_th 1 other retail includes nordstrom canada full-line stores , trunk club and jeffrey boutiques . net sales ( 2015 vs. 2014 ) in 2015 , total company net sales increased 7.5 % , while comparable sales increased 2.7 % . during the year , we opened five nordstrom full-line stores , including two in canada , and 27 nordstrom rack stores . these additions increased our square footage by 6.4 % and represented 2.8 % of our total net sales for 2015 . our full-price net sales , which consist of the u.s. full-line and nordstrom.com channels , increased 2.6 % compared with 2014 , with comparable sales up 2.3 % . these increases reflected continued momentum in our nordstrom.com channel , which increased 15 % , while u.s. full-line store net sales decreased 0.6 % in 2015 compared with 2014 . on a comparable basis , we experienced an increased volume of transactions partially offset by a decrease in the average number of items sold per transaction . category leaders included beauty and women 's apparel . u.s. full-line store comparable sales decreased by 1.1 % . the northwest and southwest were the top-performing full-line geographic regions . nordstrom , inc. and subsidiaries 19 within our off-price offering , nordstrom rack net sales increased 9.9 % , compared with 2014 , reflecting the accelerated expansion of new stores . comparable sales decreased 1.0 % for the year . shoes and cosmetics were the top-performing categories , while the south was the top-performing geographic region . nordstrom rack experienced an increase in the average retail price per item sold offset by a decrease in the total number of items sold . sales per square foot of nordstrom rack decreased due to store expansion . nordstromrack.com/hautelook experienced outsized growth , with a net sales increase of 47 % . net sales ( 2014 vs. 2013 ) total company net sales for 2014 increased 7.8 % compared with 2013 , which was attributable to a comparable sales increase of 4.0 % . during 2014 , we opened three nordstrom full-line stores , including our first store in canada , 27 nordstrom rack stores and acquired trunk club . these additions represented 2.8 % of our total net sales for 2014 and increased our square footage by 5.5 % . full-price net sales for 2014 increased 3.8 % compared with 2013 , with comparable sales up 3.6 % . these increases were largely due to the performance of our nordstrom.com channel . both the number of items sold and the average selling price increased on a comparable basis in 2014 compared with 2013 . category leaders included accessories , cosmetics and men 's apparel . u.s. full-line store net sales for 2014 decreased 0.3 % compared with 2013 , which was primarily driven by a decrease in comparable sales . the top-performing geographic regions for 2014 were the southeast and southwest . our nordstrom.com and nordstromrack.com/hautelook channels experienced outsized growth , with a net sales increase of 23 % at nordstrom.com and 22 % at nordstromrack.com/hautelook compared with 2013 . story_separator_special_tag nordstrom , inc. and subsidiaries 25 return on invested capital ( “ roic ” ) ( non-gaap financial measure ) we believe that roic is a useful financial measure for investors in evaluating the efficiency and effectiveness of our use of capital and believe roic is an important component of shareholders ' return over the long term . in addition , we incorporate roic in our executive incentive compensation measures . for the 12 fiscal months ended january 30 , 2016 , our roic decreased to 10.7 % compared with 12.6 % for the 12 fiscal months ended january 31 , 2015 . this decrease reflected reduced earnings in addition to increased investments supporting growth initiatives . we define roic as our net operating profit after tax divided by our average invested capital using the trailing 12-month average . roic is not a measure of financial performance under generally accepted accounting principles ( “ gaap ” ) and should be considered in addition to , and not as a substitute for , return on assets , net earnings , total assets or other financial measures prepared in accordance with gaap . our method of determining non-gaap financial measures may differ from other companies ' methods and therefore may not be comparable to those used by other companies . the financial measure calculated under gaap which is most directly comparable to roic is return on assets . the following is a reconciliation of the components of roic and return on assets : replace_table_token_20_th 1 capitalized operating leases is our best estimate of the asset base we would record for our leases that are classified as operating if they had met the criteria for a capital lease or we had purchased the property . asset base is calculated as described in footnote 2 below . 2 based upon the trailing 12-month average of the monthly asset base . the asset base for each month is calculated as the trailing 12 months of rent expense multiplied by eight . the multiple of eight times rent expense is a commonly used method of estimating the asset base we would record for our capitalized operating leases described in footnote 1 . 26 liquidity and capital resources we strive to maintain a level of liquidity sufficient to allow us to cover our seasonal cash needs and to maintain appropriate levels of short-term borrowings . we believe that our operating cash flows , available credit facilities and potential future borrowings are sufficient to finance our cash requirements for the next 12 months and beyond . over the long term , we manage our cash and capital structure to maximize shareholder return , maintain our financial position , manage refinancing risk and allow flexibility for strategic initiatives . we regularly assess our debt and leverage levels , capital expenditure requirements , debt service payments , dividend payouts , potential share repurchases and other future investments . we believe that as of january 30 , 2016 , our existing cash and cash equivalents on-hand of $ 595 , available credit facilities of $ 800 and potential future operating cash flows and borrowings will be sufficient to fund these scheduled future payments and potential long-term initiatives . operating activities net cash provided by operating activities was $ 2,451 in 2015 , $ 1,220 in 2014 and $ 1,320 in 2013 . the majority of our operating cash inflows are derived from sales . we also receive cash payments for property incentives from developers . our operating cash outflows generally consist of payments to our merchandise vendors ( net of vendor allowances ) , payments to our employees for wages , salaries and other employee benefits and payments to our landlords for rent . operating cash outflows also include payments for income taxes and interest payments on our short-term and long-term borrowings . cash provided by operating activities increased by $ 1,231 between 2015 and 2014 , primarily due to $ 1,297 of net proceeds from the sale of our credit card receivables ( see note 2 : credit card receivable transaction in item 8 ) . also within operating activities , deferred income taxes , net and prepaid expenses and other assets were impacted by a change in an irs rule regarding repairs of real property . cash provided by operating activities decreased in 2014 compared with 2013 , which was primarily due to higher state tax payments made in 2014 compared with 2013 , as well as changes in working capital in 2014 . investing activities net cash used in investing activities was $ 144 in 2015 , $ 889 in 2014 and $ 822 in 2013 . the decrease in cash used in 2015 compared with 2014 is primarily due to $ 890 of net proceeds from the sale of our credit card receivables originated at third parties . capital expenditures our capital expenditures over the last three years totaled $ 2,746 , with $ 1,082 in 2015 , $ 861 in 2014 and $ 803 in 2013 . capital expenditures increased year over year primarily due to ongoing store expansion and increased technology investments . the following table summarizes our store count and square footage activity : replace_table_token_21_th 1 other includes trunk club clubhouses , jeffrey boutiques and our last chance store . we had one store relocation in 2015 , compared with no relocations in 2014 and three relocations in 2013 . our 2015 new store openings increased our square footage by 6.4 % . to date in 2016 , we have opened three nordstrom rack stores and plan to open an additional 18 nordstrom rack stores , two full-line stores in canada and one full-line store in the u.s. during the remainder of 2016 . planned net store openings are expected to increase our retail square footage by approximately 4 % . nordstrom , inc. and subsidiaries 27 we received property incentives from our developers of $ 156 in 2015 , $ 110 in 2014

