Professional Documents
Culture Documents
D. Non-Store Retailing
E. Issues in International Retailing
Chapter-8 PRICING
A. Questions involved in pricing
B. Definitions
C. Retail Location Strategies
D. New Development Drivers
E. Current Trends
F. Under All Is the Land
CHAPTER-1
RETAIL PRICING
Introduction
Retail Management consists of Managing the sale of goods or merchandise from a fixed location, such as a
department store or kiosk, or by post, in small or individual lots for direct consumption by the purchaser.
Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses.
In commerce, a retailer buys goods or products in large quantities from manufacturers or importers, either
directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail establishments are
often called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the
process of retailing as a necessary part of their overall distribution strategy.
Shops may be on residential streets, shopping streets with few or no houses, or in a shopping center or mall.
Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial or full roof to protect
customers from precipitation. Online retailing also referred to as B2C type of e-commerce, and mail order are
forms of non-shop retailing.
Shopping generally refers to the act of buying products. Sometimes this is done to obtain necessities such as
food and clothing; sometimes it is done as a recreational activity. Recreational shopping often involves window
shopping (just looking, not buying) and browsing and does not always result in a purchase.
The pricing technique used by most retailers is cost-plus pricing. This involves adding a markup amount (or
percentage) to the retailers cost. Another common technique is suggested retail pricing. This simply involves
charging the amount suggested by the manufacturer and usually printed on the product by the manufacturer.
In Western countries, retail prices are often called psychological prices or odd prices.
Often prices are fixed and displayed on signs or labels. Alternatively, there can be price discrimination for a
variety of reasons, where the retailer charges higher prices to some customers and lower prices to others. For
example, a customer may have to pay more if the seller determines that he or she is willing to. The retailer may
conclude this due to the customer's wealth, carelessness, lack of knowledge, or eagerness to buy. Another
example is the practice of discounting for youths or students.
Retail Management System Store Operations allows you to better track and
expedite point-of-sale and business processes:
i.
Streamline business operations, including inventory, supplier management, and point-ofsale processes.
ii.
Make informed decisions with accurate data and powerful reporting tools.
iii.
iv.
v.
ii.
iii.
iv.
v.
vi.
vii.
viii.
Set up and use easily. Retail Management System can be set up quickly, tailored to meet
specific retail needs, and provides access to expert support and assistance from certified
Microsoft Business Solutions partners. Built-in wizards and an intuitive user interface help
managers and associates to learn point-of-sale procedures in minutes.
ii.
Track and manage inventory efficiently. Retail Management System eliminates the need
to conduct inefficient, manual stock counts, saving time and reducing employee overhead.
You can track and manage items across your business using any inventory method,
including services, layaways, work orders, and back orders. Compatible inventory types
include standard, serialized, kit, assembly, matrix, lot matrix, voucher, non-inventory, and
weighed.
iii.
iv.
Integrate and operate with your existing systems. Retail Management System is
compatible with Microsoft Windows 98 and later operating systems, and supports popular
point of sale peripherals including printers, magnetic strip readers, bar code readers, and
more.
Increase knowledge of operations. Gain full visibility into store operations with daily sales
graphs and journals that can be viewed and printed from any register. With Retail
Management System, you can preview, search, and print journals by register, batch, and
receipt number, as well as close out data accurately. Data can also be shared across
multiple store locations to give you different views of your business.
ii.
Make fast, informed decisions. Access and analyze data across your entire business
using powerful reporting and communications functionality. Drawing from detailed, current
information, you can identify sales trends in every department, category, and season;
evaluate operations and financials; track the return on investment of advertising and sales
campaigns; set and monitor business policies across stores; and much more.
iii.
Offer superior customer service. Retail Management System equips your staff to
respond quickly to customer needs, making it easier for you to turn a single purchase into a
lasting and profitable customer relationship. Associates can expedite checkouts quickly,
target customer preferences to offer up-sells and cross-sells, and implement automatic
discounts for frequent shoppers. Customers receive the efficient, personalized service that
builds their loyalty and boosts your revenues.
iv.
Improve inventory and supplier management. Replenish top-selling items efficiently and
negotiate consistently lower purchasing costs by tracking item movement and vendor
histories. You can also extend purchasing and fulfillment processes to the Web through efulfillment services.
Affordable out of the box, with functionality to help provide a quick return on
your investment
i.
Maximize cash-in per customer. Use Retail Management System to make the most of
every transaction: target customer preferences to suggest up-sells and cross-sells, and
advertise other products at point of sale with onscreen graphical displays. Expand your
customer reach and increase revenues with multi-channel marketing, catalog sales, and
phone orders.
ii.
Minimize labor costs. Easy to learn and use, Retail Management System helps ensure
managers and associates get up to speed quickly. Comprehensive functionality and shared
data systems reduce the need to re-enter information, freeing your staff to focus on
managing and selling more effectively. And with full visibility into business information,
you'll know when to staff up or cut back, and which associates bring in the highest
revenues.
iii.
Reduce inventory costs and out-of-stocks. Maintain tight control over inventory with
automatically generated purchase orders and stock levels. Centralized purchasing and instore transfers enable you to replenish items efficiently and cost-effectively. Visibility into
supplier histories makes it easy to select vendors who offer the best service and the lowest
prices.
iv.
Simplify card processing and reduce transaction costs. Retail Management System
helps provide quick access to authorizations and makes it easier to capture electronic
signatures. Electronic Data Capture can accelerate card transactions by up to 600 percent.
And, utilizing POSitive Technologies sister company POSitive Payment Solutions, Retail
Management System also offers integrated card processing that includes substantial
discounts on services and eliminates the need for additional card terminals. There are no
charges for application or setup. Read more about Positive Payment Solutions.
Expand easily. Ready to open a new store? With Retail Management System, you can
protect your investment and keep the same software and systems as your business grows
into multiple stores and retail channels. As you add customers and products to your
system, flexible Microsoft SQL Server technologies let you store and manage virtually
unlimited amounts of information.
ii.
Integrate with other solutions. Retail Management System integrates easily with a
number of popular business applications, including Microsoft Business Solutions
Financials, Microsoft Small Business Manager, third-party applications, and others. You
also can integrate Retail Management System with PDA, mobile, and wireless solutions.
iii.
Invest in your business, not in IT support. Retail Management System does not require
an extensive IT staff to set up and maintain, and adapts easily to meet specific retail needs.
As your business changes and grows, your Microsoft Business Solutions partners can
provide support and assistance with customizing, integrating, and scaling your solution.
iv.
Count on Microsoft. With Retail Management System, you can begin a long-lasting
relationship backed by one of the world's leading technology providers. Microsoft Business
Solutions is a family of connected applications and services for small and mid-sized
businesses, with years of experience delivering business applications and services known
worldwide for top quality.
To promote efficient, orderly and fair markets, both retail and wholesale; to help retail
consumers achieve a fair deal; and to improve our own business capability and effectiveness. Under
this umbrella, we believe there to be four pillars essential to delivering a more effective and efficient
retail market through which a fair deal for consumers can be delivered:
Capable and confident consumers.
i.
Clear, simple and understandable information available for, and used by, consumers.
ii.
Soundly managed and well capitalized firms who treat their customers fairly.
iii.
Risk-based regulation.
I'm conscious that there are significant prudential issues around too, the main issues which
Third, and following closely from my last point, consumers will feel much more positive about
their engagement with the industry; they will take well informed decisions based on clear and
understandable information and will be clear about their own responsibilities in taking those decisions.
Fourth, more consumers will be included in the financial services world. This is partly about
capability but it is also about access. We recognize absolutely the central importance of financial
inclusion as part of this equation.
The Financial Capability Steering Group met last month to take stock of the National Strategy
and to consider options for the future. The Steering Group agreed to a set of specific priority projects
on which to focus covering:
i.
schools
ii.
higher education
iii.
the workplace
iv.
v.
vi.
development and roll-out of the Debt Test - which is designed to provide guidance to
individuals on whether they are at risk of becoming over-indebted
vii.
And further work on whether there is a commercial case for the delivery of generic advice.
In addition, the Steering Group left open the possibility of wider rollout of initiatives to Young
Adults not in education, employment or training, subject to the findings of ongoing pilots and an
examination of the associated business case. Supported by a team of specialist advisers, we are now
preparing business cases which will examine the public policy and potential commercial benefits of
taking these specific projects to national roll-out. The business cases will provide the basis for
meaningful discussions with public and private sector partners on sustainable funding and the other
commitments fundamental to making them happen this includes, for example, access to both public
and private sector workplaces for the provision of financial capability seminars to the workforce.
On timings, we want to be in a position by the end of the first quarter next year to have clear
delivery and funding plans in place to move to national roll-out. At the same time, we will also publish
another central part of our work on financial capability, the results of our baseline survey. This will
describe and measure the state of financial capability in the UK, looking at people's ability to manage
money, make financial choices, plan ahead and get help. We will repeat the survey periodically to
measure success in raising levels of financial capability and we will, of course, be developing further
success measures for the other specific priorities I mentioned.
This aims to support new and innovative projects dedicated to financial capability led by
voluntary and community organisations. We have made available a minimum of 200K for projects
running up until March 2007 with the majority of awards likely to be between 5,000-20,000. We were
delighted to receive over 300 applications to the Fund from which a shortlist of applicants has been
drawn up. We hope to announce the award winners before the end of year.
We are extremely grateful for the support of BBA members in taking forward work on financial
capability, including many contributions to the working groups. We have had particular support from
Lloyds-TSB, with Eric Stobart chairing the Workplace Group and Jim Dredge energetically directing
the programme of pilots, with full-time support from Alastair Hogg of the Prudential.
So we are now in a critical new phase as we work up the business cases. We are reaching the point
when the rubber really hits the road on the funding and other support required to make it all happen.
As was ever the case with this initiative, that requires the proactive involvement of government and
the industry.
Clear, Simple, Understandable Information
Alongside the common desire for more capable and confident consumers, we must ensure that
those consumers are given the information and advice that is both necessary and relevant when
making a financial decision. Just as you will be familiar with Principle 6 of our Principles for Business
essentially that firms should treat their customers fairly - Principle 7 explicitly states what we expect
from firms when it comes to providing information: "Firms must pay due regard to the information
needs of their clients and communicate information to them in a way which is clear, fair and not
misleading." This ranges from financial promotions in all guises, to product literature and covers all
institutions, from small one man advisors to major retail banks.
Good quality financial advice also plays an important role in ensuring that consumers have
expert help in making a complex range of important financial decisions. The provision of financial
advice is a large industry, and with rising incomes and wealth, and evidence that many individuals are
not investing enough for their retirement, there is significant scope for the advice market to expand
significantly. The challenge here for providers of advice is to demonstrate to more consumers that
there is value to them in paying for these services.
At the simplest level, this means a retail financial advice market that is providing good quality,
suitable advice to consumers. And that those consumers should be able to recognize when this is
happening, and when it is not, and to respond accordingly.
We are clear that the retail financial services market is not yet operating in a consistently
effective and efficient way. On the mortgages side, for example, our early findings report a mixed
picture in terms of standards. On the investments side, the market is still changing. Both product
providers and distributors face a range of challenges. They need to adapt their business strategies to
reflect a depolarized world. Some need to rebuild capital and balance sheets. All this is challenging
enough but comes at a time when the industry overall is still coping with sluggish demand for
investment products in weak markets and is trying to engage with consumers who still have low levels
of confidence in the sector.
As regulator, we do not want to prescribe how the advice market should be structured. Rather,
we want to allow firms to choose what advice they provide, and to allow consumers to choose what
advice they want to take and how they pay for it. And we want consumers to be able to understand
the different types of advice that are available to them.
That is why depolarization is largely a permissive regime and firms are free to develop their
business models in a more tailored way for their customer base, or they can continue trading pretty
much as they were before albeit with improved disclosure and other adjustments such as the
requirement for 'independent' firms to offer a fee option.
As you would expect, we are going to conduct a review of how depolarization is working in
practice. The first stage is to check compliance with the new rules. Thereafter, and over longer time
periods, we will review the extent to which firm and consumer behavior has altered.
We know that those who use our fact sheets, calculators and other web-based material find
them to be helpful. But we also know that we need to do more to make that material more accessible
and to promote its availability, including in partnership with others such as the BBC. The current
mortgageslaidbare campaign is a hint of our new approach in this area. We are part-way through the
campaign, but we have already seen a very significant increase in traffic to our mortgage resources
and we will feedback on the overall success of the campaign in due course. We are planning two
further campaigns early in the New Year to cover issues around pensions and A-day and to promote
the various resources available to help consumers plan their finances effectively. Again, we will
ensure that we measure the effectives of these campaigns in influencing consumer behavior
Treating Customers Fairly
As I have set out, the fair treatment of customers by firms is a key part of the broader picture.
As you know, our approach has been not to define precisely what constitutes "treating customers
fairly", but rather to challenge the senior management of firms to work this out for themselves, taking
into account the particular types of business that they undertake. We recognized that many of you
have already done or are in the process of carrying out a "gap analysis", to identify areas of business
where more needs to be done.
Treating Customers Fairly needs to be embedded into the culture of a firm at all levels, so that
over time it becomes business as usual. This is all very much a responsibility of senior management,
not just a compliance issue.
To help, we have produced a number of statements of good practice and case studies to
illustrate some of the considerations that senior management should take into account. We have
published many of these on our website and further case studies on management information,
remuneration, complaint-handling and others were published last month.
These examples reflect real life scenarios and provide material which firms may find useful as
background when considering how best to ensure that they treat their customers fairly. In particular,
they are intended to illustrate the kinds of questions that firms should consider in particular sets of
circumstances. Inevitably, the issues raised are not exhaustive and the practices observed are not
prescriptive treating customers fairly is not something that lends itself to box-ticking.
We have also suggested that a useful starting point is to think of treating customers fairly in terms of
the product life cycle. So depending on the precise nature of a firm's business this could mean
addressing the fair treatment of customers at any of the following stages: product design and
governance; identifying target markets; marketing and promoting the product; sales and advice
processes; the remuneration of sales forces and advisers; after sales information; and complaints
handling.
As part of the next stage, we will also be looking at quality of advice. The aim will be to
consider how we can measure and improve the overall quality of advice, rather than looking at
specific products or examples where the advice process goes wrong. We will test current practices,
looking at a range of areas including training and competence; the systems and controls that support
good advice; and entry standards for advisers and firms.
CHAPTER- 2
RISK-BASED REGULATION
Introduction
Which brings us to the final Pillar of our retail strategy? Lets hark back to the earlier remarks
about our preference for market-based solutions over regulatory intervention. Proportionate, riskbased regulation is what brings this to life helping us determine where our resources are best
deployed to address the biggest risks that carry the highest impact were they to crystallize.
For example, we acknowledge that the mortgage and general insurance intermediaries market has
undergone significant changes and we have been keen to stress that we have taken a graduated
approach to supervision in the first year of the regimes. That is, in the main we are telling firms what
they need to do to improve compliance levels which we'll come back and check and it is only in the
more serious cases that we'll do further investigation. As these changes become more familiar to the
market our approach will become firmer.
We deal with emerging retail risks in two ways. First, where supervisors identify risks within the
individual firms they supervise, they may take steps to mitigate them with the firm concerned.
Second, we seek to identify risks arising across different types of firms and market sectors and carry
out work to mitigate them where our risk-based approach justifies doing so so called thematic work.
Id like to spend a few minutes describing our approach to this.
market data;
ii.
iii.
financial promotions;
iv.
v.
Risks identified by our sector teams, supervisors, contact centers, and other stakeholders.
We look for flags like new or unexpected developments. For example, an unusual surge in
retail sales of a product given market conditions might prompt us to make further enquiries about how
this produce is being sold. Our monitoring of financial promotions is also an important source of
intelligence.
We priorities our workload to focus on the most significant risks. Where a development could
indicate a new risk, we will often do a small amount of work to find out more and help us identify
whether action is warranted. In around 60% of the issues we investigate no further action is taken.
If we do decide regulatory action is justified, we consider what tools to use in light of the
circumstances of each risk. Some of the key risks we have identified and on which we decided to do
further work include:
i.
ii.
iii.
Lifetime mortgages
iv.
v.
vi.
Income Withdrawal
How many and what type of firms are active in the market or product that we are
interested in.
ii.
The desire to find a sample of firms that is representative of the various sizes or structures
in the market.
iii.
The desire to create a representative sample. This will include some firms which we think
are likely to set the highest standards in terms of systems and controls and practices more
generally in that area.
iv.
Whether any of the firms are or have recently been involved in any other areas of our
work, so that where possible thematic work is spread across firms. Achieving this spread
can be a particular challenge when it comes to the largest groups. Where firms have
dedicated supervisors, the supervisor will be involved in decisions about which thematic
projects the firm takes part in.
We realize that this "air traffic control" of thematic work and the burden it can impose is of
concern to firms and we are committed to holding regular dialogue with the industry to set out an
indicative timetable for our future thematic work. Our Business Plan, which will be published in
January, provides an ideal peg for such a discussion. We are also examining whether the process for
communicating the outcome of thematic work to individual firms and industry trade associations can
be improved. As you will have gathered from my description, thematic work will remain a key
supervisory tool, allowing us to respond quickly to emerging risks.
Financial inclusion
I said at the start that financial inclusion is an important consideration in our work.
The FSA's position on this is very clear. Under the 'public awareness' objective, the FSA has a
statutory responsibility for promoting public understanding of the financial system. This objective is
intended to be interpreted quite generally.So while the FSA has no statutory responsibility for financial
inclusion, we are absolutely mindful of the impact of our work on all groups.
We see our role in this as twofold.
First, in our regulation of the industry we want to avoid creating barriers to inclusion, including
providing assistance to those taking innovative approaches to understand the relevant regulatory
issues and possible solutions. When authorizing the first purely Islamic bank in Europe we worked
constructively with the senior management of the Islamic Bank of Britain on such issues.
We have been very active in working with third sector lenders, for example in delivering a
proportionate, lighter touch regulatory regime for credit unions and in working with the Community
Development Finance Association to see if a code of practice for Community Development Finance
Institutions is the best way forward for these organisations. And we have, over the last eighteen
months, been leading a multi-agency initiative to 'defuse the identification issue. We welcome the
BBA's contribution to the work of the Joint Money Laundering Steering Group, whose new Guidance
is published next year. This is expected to include a wider range of options for people to prove their
ID so that, by the end of next year, ID should be a significantly reduced barrier to financial inclusion.
Second, in our consumer awareness remit we aim to help consumers become more confident
and capable through the National Strategy for Financial Capability and our wider education and
information work about which I spoke earlier.
So the FSA is just one partner in the work being done here. The Banking industry, led by its
trade association, is of course very active, in particular in addressing the challenge laid down by
Government to make significant progress towards halving the number of unbanked households in the
UK within 2 years. In partnership with the BBA, we have recently revised our guide to Basic Bank
accounts. There are many further examples of industry activity in this area. We look forward to
continuing to work with banks, the BBA and other parties to ensure the difficulties and barriers faced
by those who are excluded from financial services can be overcome.
Finally, a very brief word about two other significant challenges in the retail markets area, not
least in respect of the impact of European legislation.
MIFID
It is hard to exaggerate the pervasive effect which MiFID will exert over financial markets and
financial institutions and it is important to recognize that this is not a wholesale business issue.
We will do all we can to make the timetable pressures more manageable. To help give focus to
firms' preparatory efforts, pending publication of the Commission's recommendations and then of our
CPs on implementation, we plan to publish in the next week or so a "Planning for MiFID document
designed to help firms get to grips with their planning for implementation despite the continuing
debate over Level 2 measures. I urge you to study it.
Strategy challenges of A-Day
Another major challenge facing the industry is A-Day, in other words 6 April 2006, when the
new pension tax simplification rules take effect. Last September my colleague Sarah Wilson warned
firms to make sure they review the business and strategic impact of A-day.
A-Day is very significant for those of you who deal with the complexities and intricacies of
pensions on a regular basis, and who advise consumers on a product which they find particularly
complex. It is clear that much work is going on in many firms but, with just over four months to go,
both firms and advisers now urgently need to start planning for the changes if they have not already
done so.
And a further dimension, of course, is that the government is expected to consult on proposals
to introduce a new regulated activity for personal pensions, meaning that the FSA could be regulating
the sale of Self Invested Personal Pensions from April 2007.
The Timekeeper: Set expectations right. To launch a program AND expect a jump in sales
within 6 months is pushing it. Building up a quality member base (no mass enrolments), setting up the
back end, campaign management these all take time and effort, and the metrics to measure
success take time to show the returns.
Business Skills
Good business management is the key to success of any business house. It is a creative force
which helps in the optimum utilization of resources of an organisation. The process of managing a
business comprises several intertwined elements by which the goals and objectives of the
organisation are achieved. These elements or functions include, promoting and marketing the product
produced by the firm; making the product available to prospective consumers through proper
distribution channels; managing the accounts and finances of the firm; protecting its intellectual
property, etc. It also involves creating harmony among the working of various departments and
divisions of the firm. Managing human resources and managing relationship with the customer's are
the most important elements in the whole process of business management.
An entrepreneur with good managerial skills can convert the disorganized resources of men,
money, material and machinery into a productive business enterprise. In a modern business, different
types of skills are required in order to effectively manage an organisation in a dynamic environment.
These skills include
Technical skills
Refer to the ability and knowledge in using equipment, techniques and procedures involved in
performing specific tasks. An entrepreneur must know the skills which should be employed in his
enterprise and must understand both the role of each skill employed and the inter-relationship
between skills.
Human skills
Consist of the ability to work effectively with other people both as individuals and as members
of a group. Such skills are required by an entrepreneur in order to win co-operation of others and to
build a base for a successful work team.
Conceptual skills
Comprise the ability to see the whole organisation and the inter-relations between its parts.
Such skills help the entrepreneur to conceptualize the environment and to take a broad and
farsighted view of the organisation. These skills include the competence to understand a problem
facing the organisation in all its aspects and solving the problem. It is necessary for rational decision
making
Managing is a dynamic and an on-going process which continues to operate so long as there
is an organized action for the achievement of group goals.
Most importantly, it helps the company to build and maintain a loyal customer
base.
ii.
It can have more volume of sales by selling more to the group of those
customers with whom it has maintained a good relationship and are satisfied
with the firm and its quality of services.
iii.
iv.
It also enjoys the benefit of retaining its employees if it has a stable base of satisfied customers.
Besides, customers also want to remain loyal to a firm because they also enjoy benefits from such
long-term association. It gives them a feeling of trust and confidence in the firm's services along
with a sense of a reduced anxiety about the product. Overtime, in a long-term customer-firm
relationship, a service provider may actually become a part of the customer's social support
system. Such customers may even receive special treatment from the organisation in the form of:
- getting the benefit of doubt; being given a special deal or price; getting preferential treatment etc.
A successful CRM initiatives start with a business philosophy that aligns company activities
around customer needs. The level of professionalism, listening skills, availability, responsiveness,
reliability, etc form an important part of the client relationship management. CRM covers all the
methods and technologies used by the companies to manage their relationship with their clients.
The process of CRM includes:i.
ii.
iii.
iv.
v.
vi.
CRM virtually had its beginnings in Sales Force Automation (SFA) which is a process of
providing the sales force of a company with technology support in order to improve the efficiency of
the selling process. The main benefits of SFA are:-the improvement in customer service by helping
the sales force responds quickly & accurately; improvement in sales force productivity; and better
management control and visibility of the sales process.
Generally, CRM works at two levels
Operational CRM, also known as front office CRM, provides support to basic business
processes such as sales, marketing, services, etc. It involves areas where the customer is
i.
Directly in contact with the company, these contacts are classified into two: - (i)
Inbound contact are the ones in which a customer accesses the company support
center or website or meets the company employees. (ii) Outbound contact are the ones
in which a sales representative of the firm makes direct sales to the customers or
makes a sales call or e-mails a marketing message. These direct interactions are
referred to as customer's 'touch points'. Each interaction with a customer is generally
added to a customer's history and company can retrieve such information from the
database as and when needed.
ii.
Analytical CRM,
involves
understanding the customer activities that occurred in the front office. It involves
retaining existing customers and providing timely and regular information to them. It
uses the technology to compile customer data to facilitate analysis and develop new
business processes to refine business decisions.
Product-Centricity is the key challenge that an organisation needs to overcome, in order to have a
successful client relationship management. In other words, an organisation needs to become clientcentric, because it will allow for a consistent interaction with its most important constituency, The
Clients'.
CHAPTER-3
RETAIL MARKETING STRATEGY
To develop a finely honed retail strategy, you often need to undertake primary or secondary
market research. You need to analyze your competition, their products or services and their approach
to the market. You need to use this information to shape your retail market strategy and then develop
go to market messaging and retail marketing campaigns. Sometimes you need to recruit the right
partners. Your sales force needs to develop key account plans and execute them efficiently. Often
they need retail specific tools to help them do this. Finally, they need the industry training so that they
can talk the talk and walk the walk.
Faced with these needs, many of the worlds leading technology vendors turn to Martec
International for assistance. Companies like Microsoft, SAP, NCR, Hewlett Packard and many others
use Martecs expertise and tools to enhance their go to market activities. They come to Martec
because we blend many years of retail expertise with a deep knowledge of what a sales person
needs to do to be successful. We show them how to use their retail knowledge and tools to close
business.
Martec provides primary and secondary market research services, as well as publishing
studies of the retailers such as our UK Top 100 Retailers IT in Retail Report. We supply a
comprehensive database of UK and North American retailers to support marketing activities and
provide a wide range of tools to help sales people develop account plans and execute sales
campaigns more effectively.
Most marketing strategies are geared to ensuring you beat your competitors. But you don't
usually expect to eliminate competition entirely.
That's what broadband DSL provider New Edge Networks has apparently done with its unique
small-market approach - although the company has had to revise its strategies in recent months, like
everyone else, and diversify to adapt to tough market conditions.
Based in Vancouver WA, New Edge started by offering DSL access services in small cities
and towns and semi-rural areas across the U.S., mainly to business customers. It's co-located in just
under 600 Telco central offices (COs) in 350 cities and towns in 29 states. The footprint takes in a
population of about 30.6 million.
Most of the focus is on small cities. Nearly half of New Edge's markets have a population of
less than 50,000, many of them one-CO towns.
In many of those COs, not even the local ILEC has competitive DSL offerings, and where the
ILEC does offer service, it is typically more focused on the residential market.
Clearly there are reasons why the New Edge approach has not attracted a host of copycats,
the most obvious being that prospective customers are simply thinner on the ground in small
communities than they are in big cities. To pursue such a strategy nationally as New Edge has done
also means the company had to install more central office infrastructure and spend more on
connectivity than most CLECs to reach the same size customer base.
But there is another side to the equation, says New Edge president, CEO and co-founder Dan Moffat.
"We wanted to go into markets where others weren't," Moffat explains. "In metro markets,
you'd typically find Covad, North Point and Rhythms, probably others too, plus the ILEC all in the
same CO. In most of our markets, it's just us and the ILEC."It's clear now, with the demise of North
Point and with Rhythms' recent troubles, just how cut-throat competition has been in those larger
markets. Not that it hasn't been tough in smaller markets too. While New Edge did not have to
contend with deep-pocketed national competitors like North point and Covad - well, formerly deeppocketed - it did meet smaller rivals.
Moffat characterizes them as regional players. They included Jato Communications, Vectris
Communications and Connect South Communications. But all three have now retired from the field of
battle. The mistake too many DSL providers made, Moffat says, was blowing all their capital on rollouts, leaving nothing for marketing through the tough times.
The other reason New Edge adopted its small-market strategy is that Moffat, who had worked
extensively with independent telcos as a consultant, knew that contrary to expectations, demand for
broadband services was high in small communities. People in these markets want the services just
as badly as people in metro markets," Moffat says. "Maybe more so." For many people in small
markets, he notes, living there is a work- and life-style choice. But to get those benefits, they sacrifice
easy access to goods and services, entertainment - and customers. So many see availability of
broadband services as even more vital as people do in larger markets. "For those," Moffat says,
"[broadband] opens up a whole new window on the world."
Finally, despite the obvious concentration of big company headquarters in a relatively few
major markets that New Edge avoids, Moffat notes that 15 per cent of major national companies have
bases of operation within his footprint. New Edge had a pretty good idea how to market services in
small communities because of Moffat's experience with small telcos. He isn't prepared to spill the
beans on all his secrets, but he does mention a few.
First, New Edge adopted a pragmatic wholesale-retail business model. The preference is
always to go into a new market with a good, strong local ISP partner. "You want the people who go
for coffee [with prospective customers] or sit with them on local Chambers of Commerce," Moffat
explains. "People well entrenched in the community." But where it can't find a strong and willing
partner - some communities didn't even have local dial-up service when New Edge came to town - it
has for the last three months been able to offer ISP services itself.
Moffat also talks about the need for "guerilla tactics" as opposed to "carpet bombing" when
marketing in smaller communities. "In a metro market," he says, "you do the roll-through at about
50,000 feet - usually with a big media blitz. But with our markets, we're more specific and targeted."
"There is much less reliance on mass media. The marketing is usually done more through lists and
direct mail and inside (telephone) sales. And it relies heavily on local knowledge which we mainly get
from our partners."
Local partners always help design the campaigns, though New Edge does have its own
templates for small-town marketing drives. Local partners also share marketing costs, usually splitting
it 50-50 with New Edge. "They've got to have some skin in the game," Moffat says. But as relatively
successful as New Edge has been with this fairly unique strategy on the broadband DSL side, it likely
would not have survived if it had relied entirely on that business.
Luckily, one of the requirements of a national small-market strategy is that you need a fiber
ring network to backhaul traffic from all those little markets to the Internet - or wherever. New Edge's
backbone includes 18 regional access points.
The company had been using it all along to offer virtual private network (VPN), LAN
interconnection and related services to regional and national enterprise customers. Recently it
realized these services were actually growing faster than broadband DSL. In fact, they now account
for more than 50 per cent of New Edge's revenues. So a month and a half ago, the company
announced it was scaling back its aggressive plan for rolling out new markets - at one time it had
intended to be in 1,200 COs by the end of 2000. It also laid off 55 employees and refocused
operations to help it take advantage of the wide area services market. Does this mean New Edge's
small-market DSL strategy really failed. Moffat doesn't see it that way. There's no question, he says,
that demand is still there and will continue to grow.
The drying up of capital markets has had two important impacts, though. It means a wider rollout by New Edge is out of the question right now. But it also makes it difficult or impossible for any
new competitor to enter its markets. And that means New Edge in effect has a competition-free zone.
When capital markets do loosen up again, its position may be virtually unassailable.
CHAPTER-4
INTERNATIONAL RETAILING
Introduction
International Expansion of Retailers
In order to gain competitive advantage and to increase sales and profits, retailers are rapidly
expanding internationally. Among leading retailers conquering international markets are Wal-Mart
(U.S.), Metro AG (Germany), Sears Roebuck (U.S.), followed by a number of German groups
Rewe, Edeka, and Aldi.
International Retailing Defined
All activities involved in selling products and services to final international consumers for their
personal consumption. It involves operations of international retailers beyond home-country borders,
along with operations of local retailers in different countries worldwide.
Retail Formats
Variations in Different Markets: There are three main retail formats: general merchandise
retailing, food retailing, and non-store retailing.
Specialty Stores, stores that offer a narrow product line and wide assortment, category
include clothing stores, bookstores, toy stores, etc. Represent the main retail format in
developing countries, but are popular in developed countries as well
ii.
iii.
Department Stores, large stores that offer a broad variety of products, as well as a
wide assortment. Although department stores have suffered losses lately in North
America and many appear to be retrenching, they abound both in Western and Eastern
Europe, and are very popular in Asia.
iv.
General Merchandise Discount Stores, stores that sell high volumes of merchandise,
offer limited service, and charge lower prices. All-purpose discount stores like Wal-Mart
offer a wide variety of merchandise and limited depth. Category specialists (category
killers) like Staples' and Toys R Us carry a narrow variety of merchandise and offer a
wide assortment.
v.
Off-Price Retailers, retailers that sell brand name and designer merchandise below
regular retail price; they usually sell overruns, irregular products and products from
earlier seasons. Off-price retailers are very popular in the United States and Canada
and are rapidly catching on in the rest of the world.
vi.
Food Retailers
i. Conventional Supermarkets, self-service retailers with high annual sales; abound
worldwide.
ii. Superstores, large food retailers that sell food, drugs, and other products.
In this
category are: combination stores that sell foods and drugs, which are popular in the
U.S., and hypermarkets, which combine supermarket, discount, and warehouse retailing
principles, which are popular in the rest of the world, especially in Europe and Latin
America.
iii. Warehouse Clubs or Wholesale Clubs, stores that require members to pay an annual
fee and operate in low-overhead, warehouse-type facilities, offering limited lines of
brand name and dealer-brand groceries, apparel and other goods at a discount.
iv. Convenience Stores, small retailers located in residential areas; carry limited lines of
higher-turnover necessities. While the formats differ, convenience stores abound in both
developing and developed countries.
Non-Store Retailing
i.
ii.
Vending Machines, retailing format that has become very popular, with extent of use
varying from country to countrythey are particularly popular and omnipresent in
Japan.
iii.
iv.
Catalog Retailing and Direct Mail Retailing, a venue for selling merchandise to
consumers using catalogs and other types of direct mail. It allows for the international
expansion of retailers, but must be adapted to local market needs and practices. There
are many obstacles to catalog retailing in developing countries: deficient telephone
service, unreliable mail service, and low income, among others.
v.
vi.
Network
Marketing,
variation
on
direct
selling,
involves
signing
up
sales
representatives to go into business for themselves with minimal start-up capital. Their
primary task is to sell more "distributorships" and merchandise. Network marketing is
growing rapidly, especially in emerging markets.
Legislation and Regulation local governmental regulations differ from one market to
another. Legislation has a profound impact on a firm's operations through regulations
that restrict the firms' marketing strategies in the target market.
ii.
Taxation and Cross-Border Shopping in countries where consumers are not charged
duties for products they purchase from a neighboring country, consumers' purchase
decisions become driven by tax differences, rather than by differences in producer
prices. This may cause reduced profits for domestic retailers.
iii.
Variation in Retail Practices Consumer Perspective, retail practices vary from one
market to another depending on consumer practices and preferences in the market. In
the United States, for example, consumers purchase products in bulk and less
frequently. In Japan and in most European countries, consumers purchase products in
smaller quantities and on a daily basis.
iv.
Variation in Retail Practices Sales people and Management sales service differs
from market to market, ranging from extremely friendly to curt and even rude
salespeople. Some stores can charge an entrance fee for people shopping there, while
other stores require a particular dress code of their customers.
CHAPTER-5
IMPACT OF RETAIL MANAGEMENT IN THE GROWTH OF INDIA ECONOMY
Department store
ii.
Specialty store
iii.
Discount/Mass Merchandisers
iv.
Warehouse/Wholesale clubs
v.
Factory outlet
Retail Management System targets small and midsize retailers seeking to automate their
stores. The package runs on personal computers to manage a range of store operations and
customer marketing tasks, including point of sale; operations; inventory control and tracking;
pricing; sales and promotions; customer management and marketing; employee management;
customized reports; and information security.
include
lifestyle/fashion
segments
(Shoppers'
Stop,
Globus,
Lifestyle,
Westside),
Hyper marts
ii.
iii.
iv.
v.
affluent class as well as those who aspire for to be part of this class. Hence, one can assume that the
retailing revolution is emerging along the lines of the economic evolution of society.
Secondly, in India the retailing industry is an unorganized lot consisting of, in most of the
cases, small entrepreneurs. And the virtual omnipresence of the Indian retailer can be attributed to
these small entrepreneurs only.
The second attribute gives rise to the following characteristics: Power of the retailers, as
such is very less, and in many cases it is negligible. This weakness has been exploited by the
manufacturers and the stronger partners of the marketing channel. The retailers, in general, abide
by the terms and conditions set by the manufacturers and other "big brothers" of the channel.
The manufacturers cannot directly reach all retailers in a particular geographical area.
Therefore, the manufacturers cannot maintain the desired relationship with the retailers, which in
turn, make management of the channel complicated. This also makes the possibility of a direct
feedback loop from the retailers almost remote.
Therefore, the member operating between the manufacturers and retailers become more
powerful as they can block the channel of communication between the two. So the dependence of
retailers on other channel members increases to a high extent. Thus the participation of retailers in
the flows of marketing mix becomes lower than desired. The financial strength of the Indian
retailers, in general, is very low and hence the investment capabilities. This makes the retailers
more dependent on the other channel members. However, these characteristics are peculiar to
the small retail outlets and may not be present at every kind of retail level.
Retail Shopkeepers
India has sometimes been called a nation of shopkeepers. This epithet has its roots in the
huge number of retail enterprises in India, which totaled over 12 million in 2003. About 78% of
these are small family businesses utilizing only household labour. Even among retail enterprises
that employ hired workers, the bulk of them use less than three workers.
India's retail sector appears underdeveloped not only by the standards of industrialized
countries but also in comparison with several other emerging markets in Asia and elsewhere.
There are only 14 companies that run department stores and two with hypermarkets. While the
number of businesses operating supermarkets is higher (385 in 2003), most of these had only one
outlet. The number of companies with supermarket chains was less than 10.
Retail Sales
Retail sales, which amounted to about Rs7, 400 billion in 2002, expanded at an average
annual rate of 7% during 1999-2002. With the upturn in economic growth during 2003, retail sales
are also expected to expand at a higher pace of nearly 10%.
In a developing country like India, a large chunk of consumer expenditure is on basic
necessities, especially food related items. Hence, it is not surprising that food, beverages and
tobacco accounted for as much as 71% of retail sales in 2002. The remaining 29% of retail sales
are non-food items. The share of food related items fell over the review period, down from 73% in
1999. This is to be expected as, with income growth, Indians, like consumers elsewhere, spent
more on non-food items compared with food products.
Sales through supermarkets and department stores are small compared with overall retail
sales. However, their sales grew much more rapidly (about 30% per year). As a result, their sales
almost tripled during this time. This high acceleration in sales through modern retail formats is
expected to continue during the next few years with the rapid growth in numbers of such outlets in
response to consumer demand and business potential.
Government Policy
There has been vigorous opposition to foreign direct investment (FDI) in retailing from small
traders who fear that foreign retailing companies would take away their business, lead to the
closure of many small trading businesses and result in considerable unemployment. Given the
political clout of the small trading community, because of their enormous numbers, the government
has barred FDI in retailing since 1997. Hence, at present, foreign retailers can only enter the
retailing sector through franchising agreements.
Growth of Retailing in India
Indian retailing industry has seen phenomenal growth in the last five years (2001-2006).
Organized retailing has finally emerged from the shadows of unorganized retailing and is
contributing significantly to the growth of Indian retail sector.
RNCOS India Retail Sector Analysis (2006-2007) report helps clients to analyze the
opportunities and factors critical to the success of retail industry in India. Organized retail will form
10% of total retailing by the end of this decade (2010).
From 2006 to 2010, the organized sector will grow at the CAGR of around 49.53% per annum.
Cultural and regional differences in India are the biggest challenges in front of retailers. This factor
deters the retailers in India from adopting a single retail format. Hypermarket is emerging as the
most favorable format for the time being in India. The arrival of multinationals will further push the
growth of hypermarket format, as it is the best way to compete with unorganized retailing in India.
Technology Impact:
The other important aspect of retailing relates to technology. It is widely felt that the key
differentiator between the successful and not so successful retailers is primarily in the area of
technology. Simultaneously, it will be technology that will help the organized retailer score over the
unorganized players, giving both cost and service advantages.
Retailing is a `technology-intensive' industry. It is quoted that everyday at least 500 gigabytes
of data are transmitted via satellite from the 1,200 point-of-sales counters of JC Penney to its
corporate headquarters. Successful retailers today work closely with their vendors to predict
consumer demand, shorten lead times, reduce inventory holding and thereby, save cost. Wal-Mart
pioneered the concept of building a competitive advantage through distribution and information
systems in the retailing industry. They introduced two innovative logistics techniques - crossdocking and electronic data interchange.
Today, online systems link point-of-sales terminals to the main office where detailed analyses
on sales by item, classification, stores or vendor are carried out online. Besides vendors, the focus
of the retailing sector is to develop the link with the consumer. `Data Warehousing' is an
established concept in the advanced nations. With the help of `database retailing', information on
existing and potential customers is tracked. Besides knowing what was purchased and by whom,
information on softer issues such as demographics and psychographics is captured.
Retailing, as discussed before, is at a nascent stage in our country. Most organized players
have managed to put the front ends in place, but these are relatively easy to copy. The relatively
complicated information systems and underlying technologies are in the process of being
established. Most grocery retailers such as Food World have started tracking consumer purchases
through CRM. The lifestyle retailers through their `affinity clubs' and `reward clubs' are establishing
their processes. The traditional retailers will always continue to exist but organized retailers are
working towards revamping their business to obtain strategic advantages at various levels market, cost, knowledge and customer.
With differentiating strategies - value for money, shopping experience, variety, quality,
discounts and advanced systems and technology in the back-end, change in the equilibrium with
manufacturers and a thorough understanding of the consumer behavior, the ground is all set for
the organized retailers.
It would be important to note, however, that the retailing industry in India is still a `protected
industry'. It is one of the few sectors which still has restrictions on FDI. Given the current trend in
liberalization, it will not be long before the retailing sector is also thrown open to international
competition. This will see a further segregation of the international retailing brands and the
domestic retailers, thereby injecting much greater dynamism into the market. That will be when the
real action will begin.
Major retailers in India
Indias top retailers are largely life style; clothing and apparel stores.This is followed by
grocery stores. Following the past trends and business models in the west retail giants such as
Pantaloon, Shoppers Stop and Lifestyle are likely to target metros and small cities almost doubling
their current number of stores. These Wal-Mart wannabes have the economy of scale to be low
medium cost retailers pocketing narrow margin.
Retailing Scenario-India
The retail scenario in India is unique. Much of it is in the unorganized sector, with over 12
million retail outlets of various sizes and formats. Almost 96% of these retail outlets are less than
500 sq.ft. In size, the per capita retail space in India being 2 sq.ft. Compared to the US figure of 16
sq.ft. Indias per capita retailing space is thus the lowest in the world. With more than 9 outlets
per1, 000 people, India has the largest number in the world. Most of them are independent and
contribute as much as 96% to total retail sales.
CHAPTER-6
INTERNATIONAL MARKETING
International marketing refers to marketing carried out by companies overseas or across national
borderlines. This strategy uses an extension of the techniques used in the home country of a firm.
Introduction to International Marketing. International marketing is simply the application of marketing
principles to more than one country. However, there is a crossover between what is commonly
expressed as international marketing and global marketing, which is a similar term.
ii.
iii.
What is the nature of competition within each individual market, and how will companies
from other nations compete when you meet with them head-to-head in unfamiliar
countries?
iv.
v.
Political
vi.
Is there any historical relationship between countries that would benefit or hinder
international marketing?
vii.
What is the influence of communities or unions for trading? E.g. The European Union
and its authority over European laws and regulation.
viii.
ix.
What kind of international and domestic laws will your business encounter?
What is the nature of politics in the country that you are targeting, and what is their view
on encouraging foreign competition from overseas?
Economic
What is the level of new industrial growth? E.g. China is experiencing terrific industrial growth.
What is the impact of currency fluctuations on exchange rates, and do your home market and your
new international market - share a common currency? E.g. Polish companies trading in Eire will use
Euros.
There are of course the usual economic indicators that one needs to be aware of such as
inflation, Gross Domestic Product (GDP), levels of employment, national income, the predisposition of
consumers to spend savings or to use credit, as well as many others.
Socio-cultural
Culture, religion and society are of huge importance. What are the cultural norms for doing
business? E.g. is there a form of barter? Will cultural norms impact upon your ability to trade
overseas? E.g. Putonghua is very difficult for many Western people to learn.
Technology
Do copyright, intellectual property laws or patents protect technology in other countries? E.g.
China and Jordan do not always respect international patents. Does your technology conform to local
laws? E.g. electrical items that run on non-domestic currents could be dangerous. Are technologies at
different stages in the Product Life Cycle (PLC) in various countries? E.g. versions/releases of
software.
Tariff and Non-Tariff Barriers
There are a number of fences that companies need to plan for when initialising international
marketing. Tariff and non-tariff barriers are still very common, even today.
Tariff barriers are charges imposed upon imports - so they are a form of import taxation. This
could mean that your margins are reduced so much that trading overseas becomes too unprofitable.
However they are normally transparent and you can plan to take them into account.
Non-tariff barriers are trickier to spot. Governments sometimes act in favour of their own
domestic industries rather than allow competition from overseas. Bureaucracy is a hurdle often
encountered by exporting companies - it takes many forms and includes unnecessary hold-ups and
red tape. Quotas are another form of non-tariff barrier i.e. restricting the quantity of a product that can
be imported into a particular country.
You have to make a difference - The group you manage has to be more effective, more
productive with you there than they would be if you were not. If they are as productive without you,
there is no business sense in keeping you on the payroll.
Your biggest business challenge is your competition - They have to take away your
customers to survive or grow. How are they going to do that? How can you stop them? How can you
steal their customers? Don't wait for it to happen. Start preparing NOW.
Follow Through On Sales Promises - Don't let your sales people make promises the
company can't meet. If they tell a customer they can have 100 gross of widgets "tomorrow before 10",
they better be sure that many are already in the warehouse. Nothing loses customers faster than
broken promises.
Doing it right costs less than doing it over - Have you ever been asked "Why is there never
enough time to do it right, but always enough time to do it over"? Save the costs, including customer
dissatisfaction and lower worker morale, by concentrating on doing the job right the first time.
Doesnt Be A Demotivator - Your job as a leader is to get and keep your people motivated
and working toward the common goal. Demeaning them, to their face or to others, erodes their
motivation. So does dismissively telling them that their ideas "are stupid". Watch your own actions to
be sure you aren't defeating your own efforts by demotivating your people.
Keep the flame alive - When people join your organization they are all fired up and ready to
do great things. Over time we all too often wear down that enthusiasm. Instead, do what you can to
fan the flames of their enthusiasm and you will be amazed at their output.
You Can't Listen With Your Mouth Open - Youre associates, your employees, your
suppliers, your customers all have something of value in what they have to say. Listen to the people
around you. You will never learn what it is if you drown them out by talking all the time. Remember,
the only thing that can come out of your mouth is something you already know. Shut up and learn.
Anyone can steer the ship in calm waters - What will set you apart in your career is how you
perform during the tough times. Don't become complacent and relax just because things are going
well. Plan ahead for the downturn.
It is easier to save a dollar than to earn a dollar - Every dollar you don't spend is a dollar
you don't have to earn to achieve the same profit level. Invest as needed to grow the business, buy
what you need, but don't spend without forethought and a good reason.
Appearance Does Matter - It may be a sad commentary on our superficial society, but
appearance does matter. Whether it's the packaging on your product, the first impression you make
when calling on a new client, or your company's web site people notice how things look. They care
about how things look and make judgments about you and/or your product based on appearance.
Get your people involved - It's a lot easier to get employees to stand behind a company
decision if they have the opportunity to participate in the discussion. Management still has to make
the decision. but if they have had the opportunity to make their point of view known employees are
more apt to stand behind the ultimate decision, even if they don't agree with it.
Fix The Problem, Not The Blame - It is far more productive, and less expensive, to figure out
what to do to fix a problem that has come up than it is to waste time trying to decide who's fault it was.
Actively Listen - Listen to your customers, your employees, your suppliers, and anyone else
who comes in contact with your business. Honestly evaluate what they have to say, without letting
your ego get in the way, and you will probably learn something that benefits your business
Youll easily rise to the challenge with the skills youll develop by reading and applying Winning at
Store Management. Youll effectively manage every hour, every day, every week and so on.
Planning and managing your time will make a huge difference to the level of success you will achieve.
With this guide, youll become highly effective at managing every day and will even start to do some
long range planning. Thats a skill that will earn you a lot of respect from your executive. Top
management wants people who can look ahead with concrete plans for increasing their business.
People who do this move up in the organization!
DMSRetails Winning at Store Management was designed by retail experts. Their experience
on the sales floor, at store and district management levels and as members of the executive teams
for a number of successful, prominent retail companiesfrom apparel to electronics to confections
and computer hardware/softwarehas provided them with an immense amount of knowledge in the
retail management field.
Retail Planograms
Planograms are diagrams that show where products or merchandise should be placed on a
shelf or other sort of display. The idea is to maximize the amount of merchandise on the shelf and the
amount of sales by arranging in such a way that makes it appealing to the consumer while minimizing
wasted space.
Planograms differ significantly by retail sector. Fast-moving consumer goods organizations and
supermarkets largely use text and box based planograms that optimize shelf space, inventory turns,
and profit margins. Apparel brands and retailers are more focused on presentation and use pictorial
planograms that illustrate "the look" and also identify each product
Often retailers use planograms to decide how best to get as much on their shelves as possible
or increase sales. Even more often, however, the suppliers will send a planogram before sending
their product as a suggestion to help in displaying their good s so they can be easily seen and will be
placed alongside like objects.
Retail Analytics
Better Retail Decisions through Consumer and Store Data
In an industry notorious for expensive real estate, slim margins and tenuous customer loyalty,
retailers in every category need as much support as they can get when deciding where to operate,
what they should stock, which customers they should fight to retain, and how to communicate with
them."Retail Analytics leverage data in retail processes to enable context-specific insight that is
actionable."
Customer Profiles
Who are my best customers and where do they live?
Adding demographic and behavioral data to the transaction record completes the picture; not
only will the retailer know what customers are buying from them, but they will understand their
lifestyles, particular life stage, their needs and wants, and what they are buying from competitors.
Targeting
How can I connect with prospects if I don't know where they live?
Micromarketing data bases are produced each year, and are available at several layers of
geography-including Zip+4, postal code and postal walk. Gathered into refined segments, these micro
targets provide a wealth of actionable information about the households in each location-and can be
quickly mailed to.
Creative
How do I communicate with customers and prospects I don't know?
Quantitative information will help retailers understand their customer potential and qualitative
intelligence will improve marketing, messaging and targeting strategies. Combined, this intelligence
offers retailers a data-driven strategy to increase profitability.
Sales Forecasting
How do I predict what my customers will be looking for in the future?
Demographic and expenditure variables are ideal anchors for trend analysis. Trend analysis
uses historical data to make accurate predictions about future spending-in terms of amounts,
categories, even brands.
Loyalty
My rewards program shows me what my customers are buying from me, but what else are
they buying, and from where?
Customer profile database will show retailers what their customers are spending across a
variety of product, service and brand categories.
ROI
Is my marketing budget channeled for maximum return?
Beyond demographics and expenditures retailers can add lifestyle, life stage and media
preference information at the Zip+4 and the postal code level to build a complete view of their best
customer.
Increased Opportunity
The average number of items my customers purchase seems to be declining. What can I do
about it?
Market Basket Analysis tells retailers what products and services are most likely to be bought
together. A retailer can then apply this information against customer profiles and generate Zip+4 and
the postal code level pictures of consumer types who buy bundled products.
Profitability
What is the value of Trade Area Analysis?
Formal trade area analysis calculates sales potential, market propensity and the probability of
success of a variety of marketing and promotional activities. Combined these three layers of
information are a powerful set of analytical tools that winning retailers use to make more profitable
business, real estate and marketing decisions.
Response Rates
How can I put a lift in my Direct Marketing response rates?
Target different types of customers with different offers at Zip+4 and the postal code level. A
geographically refined profile provides a wealth of expenditure, demographic, product and lifestyle
information about a retailer's best customers and which Zip+4 or the postal codes they are
concentrated in.
Retail Marketing
In today's CRM landscape the old analogy comparing the rifle and shotgun approaches to
message and / or offer delivery is perhaps more appropriate than ever, as more retail organizations
struggle to achieve one-to-one marketing-communications with customers and prospects.
Targeting allows a retail enterprise to channel its marketing budget where there is the greatest
(and fastest) possibility of Return on Investment (ROI). In terms of overall business strategy, your
ability to identify and understand consumers helps you make accurate estimates about the potential
for your products and services in a given market, as well as support and direct merchandise
development strategies to both new and existing customers. Whether your target is current customers
or new prospects, in markets known or unknown, an effective targeting model reduces the risk of any
new venture. Blending Demographic, Behavioral, Expenditure and Media Preference data with
retailer-specific data and applying data mining technologies produces Zip+4 and postal code level
data assets that consistently outperform all other direct marketing techniques.
In addition, methodology that should be used must be dynamic to allow the sights to be reset
frequently to keep targets in focus consistently.
Today's retail marketing managers must
Understand the connections between the lifestyle and expenditure characteristics of customers, their
propensity to purchase one product or brand over another, and leverage this understanding for
competitive advantage. Improve direct marketing response by ensuring they are targeting the right
households at the right time, using the right media with the right message.
Leverage current consumer data to make better strategic decisions about products, marketing and
locations.
Increase customer loyalty and retention with a scientific, data driven approach to analytical CRM.
Applying advanced analytics to current demographic, expenditure and lifestyle data produces the
most accurate customer segments and profiles. With a clear picture of your different customer
segments, you are in a position to develop merchandise and offers that meet the needs of existing
customers and answer (or anticipate) the needs of targeted prospects.
Retail marketing managers can implement the following projects to understand their customer, market
and store locations better; achieving a very strong ROI for their retail marketing efforts in the process.
Customer and Market potential Estimates
i.
Estimate the revenue potential of your customers to determine their current , potential
and life-time value
ii.
iii.
ii.
Learn more about your customers (their age, income, family structure, media usage,
life-styles, and more) and use this information in your branding, advertising and direct
marketing strategies
iii.
ii.
iii.
Identify products/services that best suit your customers needs and market your
offerings more effectively
ii.
iii.
Manage your products and services through a better understanding of market needs
Use
the
information on
the
store
performance
and
the socio-demographic
Use trade area characteristics to customize your product offerings, store displays, store
size, etc. to be more relevant to your customers and to better penetrate your market
iii.
ii.
wage costs as the reason. While it is true that the expense, in dollars would increase it certainly does
not follow that the actual wage percent would increase. And it is the percentage that is key
Get Out of Town - Really
It is impossible to direct an operation without knowing how it works. How it really works, not
how it is supposed to work. If you are in charge of a retail operation and dont have your next out of
town store visit trip booked do it now. Its more important to visit out of town stores more often than
you visit stores in close proximity to Head Office.
Culture: What a difference it makes!
Have you ever wondered about the impact a true leader can have on the culture of a
company? Having worked for several prominent retail organizations I have seen the impact of both
positive and negative cultures on the workforce, the customers and, of course, the success of the
business. Have no doubt whatsoever, the head of the organization dictates, through words and
actions, what the culture will be...
Retail Employees vs. Customers
Customers are NOT the retail employees enemy. After viewing a down with retail website
today, I find myself very disturbed at the distance that has developed in the understanding between
some retail employees and customers. Wild generalizations are being made such as customers have
no respect for retail employees and retail employees dont care about their customers...
Communicating for Profits and Customer Satisfaction
The real reason retail personnel appear to be indifferent to their customers.The President of a
200+ store division of a major retailer learned of a serious communication problem and commented
that this was to be expected in large organizations. Well, that clears everything up. Many retail
executives dont believe that communication is important enough to get it right by coming up with a
methodology that will ensure accurate and timely communication to field personnel.
The House Account A case for using it
Retailers use different methods to record and monitor sales and to compensate their
associates. Some allow, and in fact insist on, the use of a House Account and others forbid it.
People are your most important strategic advantage. If you look at other stores, for
example, in a chain store environment all stores have similar if not the same layout,
merchandise, tools, procedures, etc. The difference is the people.
ii.
Capitalize on the activities you can measure; remember the adage if it can not be
measured, it can not be managed.
iii.
Every day put some time aside (commuting time would be ideal) to think about ways
and means regarding how to make your people more productive.
iv.
Take the best practices of the top sales associates and put them in place for everybody;
the best demo, the best objection-handler, the best closer, and transfer those best
practices to the whole sales team. Have the owners of these best practices train the
others to do the same. Youll find your 10% + sales increase just from this.
v.
vi.
Your market and customers are constantly changing. Change is the only constant. What
made you successful last year, may not work this year you must constantly reevaluate
your effectiveness. Stay ahead of the curve in terms of whats happening in the retail
world, particularly in your niche.
vii.
Retail Sales is a marathon, not a sprint but you still have to keep your eyes on the
first position and want to get up every morning on the run.
viii.
Dont procrastinate if there is a decision to be made make it. Get the facts and then
make the decision. Ultimately a quick decision-maker will be ten decisions ahead of a
slow decision-maker and thats a competitive advantage.
ix.
Remember people pay attention to what the boss/head office pays attention to. Make
sure you are in tune with business objectives/tactics and that you clearly understand
them. If in doubt, this is a great conversation to have with your supervisor.
x.
Listen to customers; learn to read between the lines. Do not assume you know what
they are talking about, or complaining about. Look for quick solutions to customer
issues. Make this a culture in the store(s).
xi.
Look at and examine your whole sales process. What is not working or can be improved
drastically? Where can you increase the productivity/efficiency/effectiveness?
xii.
Whenever you are inundated with too many things to do (which is almost always)
prioritize. What are the three things that provide the most leverage (most important for
your sales performance), then forget to-dos 4-10 because youll never get to them and
they are not worth it.
xiii.
Dont be afraid to ask the tough questions to customers or associates because you may
not like the answer. Develop an inquisitive mind. You want to know why customers are
or are not buying, why a certain process or promotion in the store is not working.
Remember that retail business is not a popularity contest. Get to the bottom of all issues
affecting your sales performance.
CHAPTER-7
RETAIL BUSINESS PLAN
Introduction
The best way to show bankers, venture capitalists, and angel investors that you are worthy of
financial support is to show them a great business plan. Make sure that your plan is clear, focused
and realistic. Then show them that you have the tools, talent and team to make it happen. Your
business plan is like your calling card, it will get you in the door where you'll have to convince
investors and loan officers that you can put your retail business plan into action.
Once you have raised the money to start or expand your retail business, your plan will serve
as a road map for your success. It is not a static document that you write once and put away. You will
reference it often, making sure you stay focused and on track, and meet milestones. It will change
and develop as your retail business evolves.
Do I need a retail business plan?
Not everyone who starts and runs a business begins with a business plan, but it certainly helps
to have one. If you are seeking funding from a venture capitalist, you will certainly need a
comprehensive business plan that is well thought out and contains sound business reasoning.
If you are approaching a banker for a loan for a start-up business, your loan officer may
suggest a Small Business Administration (SBA) loan, which will require a business plan. If you have
an existing business and are approaching a bank for capital to expand the business, they often will
not require a business plan, but they may look more favorably on your application if you have one.
Reasons for writing a retail business plan include:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
A business plan should prove that your business will generate enough revenue to cover
your expenses and make a satisfactory return for bankers or investors
ii.
Executive Summary--features the highlights of your plan and sells your idea in two
pages or less
iii.
iv.
Products (or Services or both)--describes your products and/or services and how they
stand out from competitive products and services
v.
vi.
Strategy and Implementation-describes how you will sell your product, how you will put
your plan into action, and establishes milestones
vii.
viii.
Financial Plan-contains key financials including sales, cash flow, and profits
ii.
iii.
iv.
v.
Shows profitability
Apple Computer in the mid-1980s, we divided the markets into workable categories, including home,
education, small business, large business, and all others. Some other groups in Apple also focused
on government as a specific market segment. As you define the segment, you point toward an
understanding of the market. In the 1970s, I knew a company that was selling candy bars through
retail channels. They segmented the market in a way that defined a range of products as "oral
satisfactory" (their term, not mine). That included candy, cookies, soft drinks, and bagged chips. The
segmentation helped the marketers understand their real competition, which wasn't just other candy
bars, but also other products targeting the same customer money. That understanding of competition
improved the marketing and sales programs.
In today's business it's easy to see segmentation in action. Consider the different tone,
content, and media for ads that sell products to kids, compared with those that sell the same product
to parents. Car companies change their advertising substantially from one type of program to another.
Stand-up comedian Richard Klein used to joke about the beer company ads that changed the style of
the music to match the audience. He complained that he kept getting the country music version, but
he liked the blues version better. The company that did those ads used the styles of music to address
different target customer groups.
In developing segmentation, consider what factors make a difference in the purchasing, media,
and value patterns of your target groups. Does age matter in choice of restaurants, or are style and
food preference more important? Is income level a key factor? Education? I suspect that some
restaurants will sell more meals to college graduates than others. Is this because of education, age,
or income levels? That depends on your business.
In your initial assessment you may have already developed your first basic market analysis
worksheet for analyzing potential customers. It will help you define your market and understand your
key market segments. As you complete your market analysis, look at your segmentation critically and
strategically. Is this the best segmentation? Be sure to revise and polish your numbers
Social Marketing in Retail Management
Social marketing is the systematic application of marketing along with other concepts and
techniques to achieve specific behavioral goals for a social good. Social marketing can be applied to
promote, for example, merit goods, make the society avoid demerit goods and thus to promote that
considers society's well being as a whole. This may include asking people not to smoke in public
areas, for example, ask them to use seat belts, prompting to make them follow speed limits.
Although 'social marketing' is sometimes seen only as using standard commercial marketing
practices to achieve non-commercial goals, this is an over-simplification.
The primary aims of 'social marketing' is 'social good', while in 'commercial marketing' the aim
is primarily 'financial'. This does not mean that commercial marketers can not contribute to
achievement of social good.
Increasingly, social marketing is being described as having 'two parents' - a 'social parent' =
social sciences and social policy, and a 'marketing parent' = commercial and public sector marketing
approaches.
Beginning in the 1970s, it has in the last decade matured into a much more integrative and
inclusive discipline that draws on the full range of social sciences and social policy approaches as
well as marketing.
Applications of social marketing
Health promotion campaigns in the late 1980s began applying social marketing in practice.
Notable early developments took place in Australia. These included the Victoria Cancer Council
developing its anti-tobacco campaign "Quit" (1988), and "Sun Smart" (1988), its campaign against
skin cancer which had the slogan Slip! Slop! Slap!.
Work Safe Victoria, a state-run Occupational Health and Safety organization in Australia has
used social marketing as a driver in its attempts to reduce the social and human impact of workplace
safety failings. In 2006, it ran 'Homecomings', a popular campaign that was later adopted in New
South Wales, Queensland and Western Australia, and named the 2007 Australian Marketing Institute
Marketing Program of the Year
Dance Safe followed the ideas of social marketing in its communication practices.
On a wider front, by 2007, Government in the United Kingdom announced the development of
its first social marketing strategy for all aspects of health.
Two other public health applications include the CDC's CDCynergy training and software
application, and SMART (Social Marketing and Assessment Response Tool).
Social marketing theory and practice has been progressed in several countries such as the
U.S, Canada, Australia, New Zealand and the UK, and in the latter a number of key Government
policy papers have adopted a strategic social marketing approach. Publications such as 'Choosing
Health' in 2004, 'It's our health!' in 2006; and 'Health Challenge England' in 2006, all represent steps
to achieve both a strategic and operational use of social marketing. In India, especially in Kerala,
AIDS controlling programmes are largely using social marketing and social workers are largely
working for it. Most of the social workers are professionally trained for this particular task.[citation needed]
Types of social marketing
Using the benefits and of doing 'social good' to secure and maintain customer engagement. In
'social marketing' the distinguishing feature is therefore its 'primary' focus on 'social good', and it is
not a secondary outcome. Not all public sector and not-for-profit marketing is social marketing.
Public sector bodies can use standard marketing approaches to improve the promotion of their
relevant services and organizational aims, this can be very important, but should not be confused with
'social marketing' where the focus in on achieving specific behavioural goals with specific audiences
in relation to different topics relevant to social good (eg: health, sustainability, recycling, etc).
As the dividing lines are rarely clear it is important not to confuse social marketing with
commercial marketing. A commercial marketer selling a product may only seek to influence a buyer to
make a product purchase. Social marketers, dealing with goals such as reducing cigarette smoking or
encouraging condom use, have more difficult goals: to make potentially difficult and long-term
behavioral change in target populations. It is sometimes felt that social marketing is restricted to a
particular spectrum of client -- the non-profit organization, the health services group, the government
agency.
These often are the clients of social marketing agencies, but the goal of inducing social change
is not restricted to governmental or non-profit charitable organizations; it may be argued that
corporate public relations efforts such as funding for the arts are an example of social marketing.
Social marketing should not be confused with the Societal Marketing Concept which was a forerunner
of sustainable marketing in integrating issues of social responsibility into commercial marketing
strategies. In contrast to that, social marketing uses commercial marketing theories, tools and
techniques to social issues. Social marketing applies a customer oriented approach and uses the
concepts and tools used by commercial marketers in pursuit of social goals like Anti-SmokingCampaigns or fund raising for NGOs.
ii.
An emphasis on the voluntary exchanges of goods and services between providers and
consumers
iii.
iv.
The use of formative research in product and message design and the pretesting of
these materials
v.
vi.
Use of the marketing mix - utilizing and blending product, price, place and promotion
characteristics in intervention planning and implementation
vii.
viii.
Speaking of what they termed "social change campaigns," Kotler and Roberto introduced the
subject by writing, A social change campaign is an organized effort conducted by one group (the
change agent) which attempts to persuade others (the target adopters) to accept, modify, or abandon
certain ideas, attitudes, practices or behavior." Their 1989 text was updated in 2002 by Philip Kotler,
Ned Roberto and Nancy Lee.
In recent years there as has been an important development to distinguish between 'strategic
social marketing' and 'operational social marketing'. Much of the literature and case examples focus
on 'operational social marketing', using it to achieve specific behavioral goals in relation to different
audiences and topics. However there has been increasing efforts to ensure social marketing goes
'upstream' and is used much more strategically to inform both 'policy formulation' and 'strategy
development'. Here the focus is less on specific audience and topic work but uses strong customer
understanding and insight to inform and guide effective policy and strategy development.
Relationship Marketing
Relationship marketing is not about having a "buddy-buddy" relationship with your customers.
Customers do not want that. Relationship Marketing uses the event-driven tactics of customer
retention marketing, but treats marketing as a process over time rather than single unconnected
events. By molding the marketing message and tactics to the Lifecycle of the customer, the
Relationship Marketing approach achieves very high customer satisfaction and is highly profitable.
The relationship marketing process is usually defined as a series of stages, and there are
many different names given to these stages, depending on the marketing perspective and the type of
business. For example, working from the relationship beginning to the end:
Interaction > Communication > Valuation > Termination
Awareness > Comparison > Transaction > Reinforcement > Advocacy
Suspect > Prospect > Customer > Partner > Advocate > Former Customer
Using the relationship marketing approach, you customize programs for individual consumer
groups and the stage of the process they are going through as opposed to some forms of database
marketing where everybody would get virtually the same promotions, with perhaps a change in
offer. The stage in the customer Lifecycle determines the marketing approach used with the
customer.
A simple example of this would be sending new customers a "Welcome Kit," which might have
an incentive to make a second purchase. If 60 days pass and the customer has not made a second
purchase, you would follow up with an e-mailed discount. You are using customer behavior over time
(the customer Lifecycle) to trigger the marketing approach.
Let's say a customer visits your site every day and then just stops. Something has happened.
They are unhappy with the content, or they have found an alternative source. Or perhaps theyre just
plain not interested in the subject anymore. This inaction on their part is a trigger telling you
something has happened to change the way this customer thinks about your site and perhaps your
service.
You should react to this and then look for feedback from the customer. If you improve the
content, e-mail them a notice, and if the customer starts visiting again, the feedback has been given.
The cycle is complete until the next time the data indicates a change in behavior, and you need to
react to the change with communication.
Lets say this same customer then makes a first purchase. This is an enormously important
piece of data, because it indicates a very significant change in behavior. You have a new relationship
now, a deeper one. You should react and look for feedback.
You send a welcome message, thank the customer for the trust they have displayed in your
site, and provide a second purchase discount. Then you await feedback from the customer, in the
form of a second purchase, or increased visits. Perhaps you get negative feedback, a return of the
first purchase. React to this new feedback and repeat the process.
All of the marketing decisions in the examples above were triggered by customer behavior, the
actions of the customer as tracked by their activity (or lack of activity). This activity tracked over time
is the customer Lifecycle.
If you can track customer Lifecycles, you can begin to predict them, and if you can predict
them, you can target your marketing efforts at the most critical trigger points in the customer
Lifecycle. This approach eliminates a lot of wasted marketing spending, and creates very high ROI
marketing campaigns. You spend less money overall, and the money you spend is much more
effective.
All of the above is accomplished by using the data customers create through their interactions
with you to build simple Lifecycle models or rules to follow. The relationship marketing approach then
uses this Lifecycle model as a "timing blueprint" to follow, targeting the right customers at the right
time, with the most profitable offer.
Identify customers; understand and influence their buying preferences and behaviors in order
to execute better-targeted and more cost-effective marketing promotional offers, more relevant
customer communications.
ii.
Measure how many of your customers research products online but ultimately purchase instore.
iii.
iv.
Decrease costs of traditional direct mail and conventional marketing by leveraging interactive
efficiencies.
which interactive marketing tacticsweb sites, online advertising, e-mails, Internet coupons, etc
delivered the highest returns on their investment.
Challenges
In order to rival well-established competitors whose direct-to-consumer marketing programs
surpassed their own, this client needed to transition from limited direct-to-consumer relationship
marketing ("CRM") to advanced CRM quickly. The company also hoped to avoid the common
mistake of over-spending on technology and infrastructure. They soon realized that their traditional
agency partners could not capably take them there.
Solutions
Collabrys a company which developed a comprehensive integrated marketing program built
around several of their client's brands and designed to build valuable consumer relationships. The
program included brand web sites as the primary relationship gateway a dynamically-generated,
segmented and customized e-mail newsletter, Internet coupons targeted according to consumer
attributes (e.g. product usage and category interest), ongoing online surveys, interactive games, and
online sweepstakes. Collabrys crafted the program strategy and tactical execution, which involved
competitive analysis, content and creative services, co-marketing and strategic partnership
development, data collection and management, and ongoing program analysis.
Results
In-store purchases, survey results and reporting revealed that consumers exposed to the
integrated marketing program were more aware of the company's various brands and preferred them
to competitor brands, particularly among the e-mail newsletter subscribers. In addition, based on
coupon redemption tracking, the program significantly impacted purchase intent and actual purchases
and there was measurable cross-sell activity.
The multi-brand program also allowed the company's different brands to share program costs,
thus reducing each individual brand's total cost. Most importantly, the program enabled the creation of
a large consumer database for our client, an asset that can now be used for market research, new
product introductions, message testing and other marketing initiatives.
CHAPTER-8
PRICING
Pricing is one of the four Ps of the marketing mix. The other three aspects are product,
promotion, and place. It is also a key variable in microeconomic price allocation theory. Price is the
only revenue generating element amongst the 4ps, the rest being cost centers. Pricing is the manual
or automatic process of applying prices to purchase and sales orders, based on factors such as: a
fixed amount, quantity break, promotion or sales campaign, specific vendor quote, price prevailing on
entry, shipment or invoice date, combination of multiple orders or lines, and many others. Automated
systems require more setup and maintenance but may prevent pricing errors.
How much to charge for a product or service? This question is that a typical starting
point for discussions about pricing, however, a better question for a vendor to ask is How much do customers value the products, services, and other intangibles that the
vendor provides.
ii.
iii.
iv.
How to set the price?: (cost-plus pricing, demand based or value-based pricing, rate of
return pricing, or competitor indexing)
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
How important are customer price sensitivity (e.g. "sticker shock") and elasticity issues?
xiii.
xiv.
xv.
Are there legal restrictions on retail price maintenance, price collusion, or price
discrimination?
xvi.
xvii.
How flexible can we be in pricing? : The more competitive the industry, the less
flexibility we have.
xviii.
xix.
xx.
How visible should the price be? - Should the price be neutral? (ie.: not an important
differentiating factor), should it be highly visible? (to help promote a low priced economy
product, or to reinforce the prestige image of a quality product), or should it be hidden?
(so as to allow marketers to generate interest in the product unhindered by price
considerations).
xxi.
xxii.
What are the non-price costs of purchasing the product? (eg.: travel time to the store,
wait time in the store, disagreeable elements associated with the product purchase dentist -> pain, fish market -> smells)
xxiii.
What sort of payments should be accepted? (cash, check, credit card, barter) Pricing
ii.
Fit the realities of the marketplace (Will customers buy at that price?)
iii.
Support a product's positioning and be consistent with the other variables in the
marketing mix .
iv.
Price is influenced by the type of distribution channel used, the type of promotions used,
and the quality of the product.
v.
vi.
A low price can be a viable substitute for product quality, effective promotions, or an
energetic selling effort by distributors.
From the marketers point of view, an efficient price is a price that is very close to the maximum
that customers are prepared to pay. In economic terms, it is a price that shifts most of the consumer
surplus to the producer. A good pricing strategy would be the one which could balance between the
price floor (the price below which the organization ends up in losses) and the price ceiling(the price
beyond which the organization experiences a no demand situation).
Definitions
The effective price is the price the company receives after accounting for discounts,
promotions, and other incentives. Price lining is the use of a limited number of prices for all your
product offerings. This is a tradition started in the old five and dime stores in which everything cost
either 5 or 10 cents. Its underlying rationale is that these amounts are seen as suitable price points
for a whole range of products by prospective customers. It has the advantage of ease of
administering, but the disadvantage of inflexibility, particularly in times of inflation or unstable prices.
A loss leader is a product that has a price set below the operating margin. This results in a loss
to the enterprise on that particular item, but this is done in the hope that it will draw customers into the
store and that some of those customers will buy other, higher margin items.
Promotional pricing refers to an instance where pricing is the key element of the marketing mix.
T
he price/quality relationship refers to the perception by most consumers that a relatively high
price is a sign of good quality. The belief in this relationship is most important with complex products
that are hard to test, and experiential products that cannot be tested until used (such as most
services). The greater the uncertainty surrounding a product, the more consumers depend on the
price/quality hypothesis and the more of a premium they are prepared to pay. The classic example of
this is the pricing of the snack cake Twinkies, which were perceived as low quality when the price was
lowered. Note, however, that excessive reliance on the price/quantity relationship by consumers may
lead to the raising of prices on all products and services, even those of low quality, which in turn
causes the price/quality relationship to no longer apply.
Premium pricing (also called prestige pricing) is the strategy of consistently pricing at, or near,
the high end of the possible price range to help attract status-conscious consumers. A few examples
of companies which partake in premium pricing in the marketplace include Rolex and Bentley. People
will buy a premium priced product because:
They believe the high price is an indication of good quality; They believe it to be a sign of self
worth - "They are worth it" - It authenticates their success and status - It is a signal to others that they
are a member of an exclusive group; They require flawless performance in this application - The cost
of product malfunction is too high to buy anything but the best - example: heart pacemaker.
The term Goldilocks pricing is commonly used to describe the practice of providing a "goldplated" version of a product at a premium price in order to make the next-lower priced option look
more reasonably priced; for example, encouraging customers to see business-class airline seats as
good value for money by offering an even higher priced first-class option. Similarly, third-class railway
carriages in Victorian England are said to have been built without windows, not so much to punish
third-class customers (for which there was no economic incentive), as to motivate those who could
afford second-class seats to pay for them instead of taking the cheaper option. This is also known as
a potential result of price discrimination.
The name derives from the Goldilocks story, in which Goldilocks chose neither the hottest nor
the coldest porridge, but instead the one that was "just right". More technically, this form of pricing
exploits the general cognitive bias of aversion to extremes. This practice is known academically as
"framing". By providing three options (i.e. small, medium, and large; first, business, and coach
classes) you can manipulate the consumer into choosing the middle choice and thus, the middle
choice should yield the most profit to the seller, since it is the most chosen option.
Demand-based pricing
Is any pricing method that uses consumer demand - based on perceived value - as the central
element. These include : price skimming, price discrimination and yield management, price points,
psychological pricing, bundle pricing, penetration pricing, price lining, value-based pricing, geo and
premium pricing. Pricing factors are manufacturing cost, market place, competition, market condition,
quality of product.
Multidimensional pricing
Is the pricing of a product or service using multiple numbers. In this practice, price no longer
consists of a single monetary amount (e.g., sticker price of a car), but rather consists of various
dimensions (e.g., monthly payments, number of payments, and a down payment). Research has
shown that this practice can significantly influence consumers' ability to understand and process price
information
Approaches
Pricing as the most effective profit lever. Pricing can be approached at three levels. The
industry, market, and transaction level. Pricing at the industry level focuses on the overall economics
of the industry, including supplier price changes and customer demand changes. Pricing at the
market level focuses on the competitive position of the price in comparison to the value differential of
the product to that of comparative competing products.
Pricing at the transaction level focuses on managing the implementation of discounts away
from the reference, or list price, which occur both on and off the invoice or receipt.
Suggested retail price
The (manufacturer's) suggested retail price (MSRP or SRP), list price or recommended retail
price (RRP) (originally, Monroney suggested retail price) of a product is the price the manufacturer
recommends that the retailer sell it for. The intention was to help to standardize prices among
locations. While some stores always sell at, or below, the suggested retail price, others do so only
when items are on sale or closeout.
Suggested pricing methods may conflict with competition theory, as it allows prices to be set
higher than would otherwise be the case, potentially negatively impacting consumers. However,
resale price maintenance goes further than this and is illegal in many regions.
Much of the time, stores charge less than the suggested retail price, depending upon the
actual wholesale cost of each item, usually purchased in bulk from the manufacturer, or in smaller
quantities through a distributor.
Suggested prices can also be manipulated to be unreasonably high, allowing retailers to use
deceptive advertising by showing the excessive price and then their actual selling price, implying to
customers that they are getting a bargain.
Game shows have long made use of suggested retail prices both as a game element, in which
the contestant must determine the retail price of an item, or in valuing their prizes.
several category-killer retailers experience slowing sales. The once-zealous players are becoming
more cautious, and once again the rules of the game are changing for developers and commercial
brokers.
Consistency in consumer behavior also plays a part in the decision-making process, as cluster
analysis, which identifies similar behavior patterns within similar demographic tracts, becomes
prevalent. Psychographics-adding psychology, behavior, and lifestyles to demographic data-is also
being utilized. For example, the shopping patterns in the Midwest are not the same as those in the
New York City metropolitan area when parking, road access, and visibility are considered.
Providing information on the existing, proposed, and potential competition surrounding each
site is critical when reviewing any location. Geodemographic systems have quickly become the
choice among savvy market researchers, as the use of one or more of these systems has proved
successful in selecting new store locations. Doing research and providing this information are now
key to satisfying retailers and capital markets.
Retailers, developers, and brokers must push the envelope and look beyond the obvious to
find creative options. For example, Tandy's Incredible Universe, the cutting edge of electronics
retailing, includes in-store McDonald's in its 185,000-square-foot stores. Brand recognition has made
Starbucks a household word, with locations in malls, airports, stadiums, and most recently, flying the
friendly skies with United Airlines.
Current Trends
With many retailers opting for locations in more densely populated areas, sites currently
occupied for other uses are finding new life as adaptive reuse becomes the standard in urban
economic development. Many of the nation's retailers are discovering the substantial dollar volumes
that are largely untapped in the major urban markets. Obsolescent industrial buildings in A locations
are making way for new supermarkets, Wal-Marts, and Home Depots across the country. In fact, WalMart is considering obsolescence in its new prototype by designing stores that can be converted into
multifamily housing in the future. Communities with enterprise zones and other economic incentives
are getting a second chance as retailers rediscover downtown in more-affluent markets. A shining
example is the Circle Centre redevelopment in Indianapolis.
B locations, or those neighborhood centers once anchored by supermarkets, are getting a
breath of new life from Rite Aid, Walgreens, and CVS as consumers yearn for service and
convenience.
In addition, the surviving supermarkets and large discount department stores are anchoring
regional malls. K mart now focuses on its superstore concept in metropolitan locations, with Wal-Mart
continuing to identify gaps in suburban markets. There are fewer active big-box players; therefore,
opportunities for regional mall locations, as they become repositioned, will become more prevalent.
The Challenge of Cyber Retailing
Technology is making a dramatic impact on the retail industry as a whole. A recent Gallup Poll
study concluded that 40 percent of all shoppers are now using nonstore venues to make some of
their purchases. Another recent study concluded that electronic shopping could shift 10 percent to 20
percent of sales away from retail stores.
In addition to catalog and TV shopping, cyber retailing has entered the scene, and continuing
advances in infotechnology will make home shopping more desirable. Many retailers now have World
Wide Web pages on the Internet to market their goods, making cyberspace the great equalizer as
retailers of all sizes compete on an even electronic playing field.
At a recent panel discussion regarding retail strategies, a panelist and counsel for a major
supermarket company in the Northeast stated that his company is "rethinking" the concept of the 25year lease, as the speed of technology is changing the way retailing will be done in the future. The
Catalina Marketing Corporation is currently beta testing a new Web site that will allow consumers to
comparison shop at local supermarkets. The site also provides on-line advertising from
manufacturers and coupons that consumers can print from their home computers.
Ultimately these technological changes will result in a reduced need for physical space as
retailers expand electronically. Tenants that may disappear from shopping centers include camera
and photo-processing stores (as digital cameras, without film, become more popular), travel offices,
music stores, and bank branches (that are meeting and serving customers on-line, greatly reducing
costs).
All of these factors will diminish the value of location. Eventually consumers will come to value
the convenience of shopping on-line over the need to personally pick out products, just as they have
with catalog shopping. For example, if a retailer were to offer its products on-line, the customer who
wants to touch and try on the products at a regional location could do so; others could stay at home,
make a selection, place an order, and await delivery. The retailer would eliminate the need for a
location in every market.
As an example, consider L.L. Bean, the leader in catalog retailing; most consumers know
where they can visit its stores. Becoming a destination retailer, less emphasis is placed on location.
With fewer retailers needing fewer locations, there will be an abundance of good locations. We see
this trend already as the vacancies for traditional strip centers increase and their lease rates
decrease.
The Next Trend
Will all of this technology eliminate the need for us to leave our homes? Human beings are by
nature social creatures. Therefore, shopping will evolve into places for entertainment and
socialization. In many areas of the country, particularly the waterfronts, we have already seen this
new breed of retailers clustering around entertainment venues and tourist destinations. Now that
value pricing has left its mark, customer service and entertainment will again become the hallmarks of
retailing.
For example, theater chains and other entertainment venues are taking center stage as the
anchors of new retail centers. The newest entertainment concept is Sega Game Works, a 5,000-to30,000-square-foot venture between Steven Spielberg's DreamWorks, MCA/Universal, and Sega.
Approximately 20 freestanding and/or mall locations across the country are planned, with the first to
open in late 1996 in downtown Seattle. National and regional restaurant groups are complementing
the mix of this new environment.
Conservation issues
Are wetlands on the site? Are they regulated by the state or federal government? Is the site in
an established flood plain area? Reviewing local or county soils and flood plain maps will reveal these
facts. Additionally, if you suspect that the site may be home to some rare species of plant or animal
life, consult with a qualified botanist or biologist to avoid any surprises.
Environmental dilemmas
Phase I and II audits may be warranted on the site-certainly any financial institution will require
a preliminary study. Understanding state and federal environmental protection laws is important;
however, be sure to include the reporting criteria from your lender in any requests for proposals to
environmental review companies, because many of their guidelines now go beyond state or federal
regulations.
Assembling a qualified and experienced team of professional consultants is critical to the
success of any project. Site selection and development focus on managing the process versus
monitoring the transaction.
The Players
In addition to the developers, professional consultants, brokers, and tenants, today
communities themselves are very much a part of the success or failure of proposed retail projects.
Citizens are more educated, sophisticated, and involved in the development of their communities.
Organized grass-roots efforts opposing retail projects are no longer the exception but the norm.
Community public relations are an important early step to identify opposition groups and potential
objections so that issues can be negotiated and projects are presented in a manner that will win all
necessary approvals. Satisfying the concerns of the municipal planning and zoning boards is critical;
however, the potential always exists for a "change of heart" by one board member as a result of
pressures from organized, vocal opposition-which could prove fatal to a project. In a few areas, the
competition among tenants has created direct or indirect opposition for projects-an expensive lesson
to learn and too often overlooked by developers.
Increased site costs, costs to development of community opposition, high land prices, and
changing tax laws. As a result, many retailers have found themselves in the development business to
maintain already thin profit margins and meet their objectives for new locations. Other new players in
the site development arena include real estate investment trusts, which will continue to see mergers
as shareholders demand favorable returns.
The changing rules of retail raise as many questions about site selection as they answer. For
instance, what will happen when category-killer retailers finally "kill" off each other? Will we see a vast
landscape of big boxes waiting for redevelopment? Will cyber retailing live up to its hype and actually
decrease the need for retail space? Consider the coming decrease in disposable income-expected to
drop off after 1996-as well as the compression of the retail cycle (concepts that once took 10 years to
mature now fade after five or six years).
These are the factors that will continue to influence retailers in their search for perfect
locations. Flexibility and preparedness will aid savvy developers and brokers in staying one step
ahead of the game.