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RETAIL STRATEGY
RETAIL STRATEGY A clear and definite plan outlined by the retailer to tap the market A plan to build a long-term relationship with the consumers Process of strategy formulation in retail is the same as that for any other industry It starts with the retailer defining or stating the mission for the organization The mission is at the core of the existence of the retailer Other aspects of the strategy may change over a period of time or vary for different markets
Retail Strategy A function of how effectively the controllable variables are managed while countering the uncontrollable variables. Retail controllable variables
Store location Merchandise selection / management / prices Communicating with & handling customers Managing the retail operations / human element.
RETAIL STRATEGY
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2.
3. 4.
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6. 7.
Establish Mission Analyze Situation Objectives Identify Options Set Objectives Obtain & Allocate Resources Develop Implementation Plan Monitor Progress & Control
RETAIL STRATEGY
DEFINE MSSION OR PURPOSE Mission statement is a long term purpose of the organization It describes what the retailer wishes to accomplish in the markets in which he chooses to operate Retailers mission statement would normally highlight the following 1. The products and services that will be offered 2. The customers who will be served 3. The geographic areas that the organization chooses to operate in 4. The manner in which he firm intends to compete
RETAIL STRATEGY
CONDUCT A SITUATION ANALYSIS
Once the retail mission is defined, the retail organization needs to look inwards Understand what its strengths and weaknesses are Look outwards to analyze its opportunities and threats Situation analysis helps the retailer determine his position and his strengths and weaknesses Helps formulate a clear picture of the advantages and opportunities which can be exploited The weaknesses need to be worked upon This forms the basis or he core element of any strategy
RETAIL STRATEGY
IDENTIFY OPTIONS / STRATEGIC ALTERNATIVES
After determining the strengths and weaknesses vis--vis the environment retailer needs to consider various alternatives available to tap a particular market Igor Ansoff presented a matrix which looked at growth opportunities He focused on firms present and potential products in the existing and new markets Ansoffs matrix also helps to understand the options available to a retailer
RETAIL STRATEGY
IDENTIFY OPTIONS / STRATEGIC ALTERNATIVES
RETAIL STRATEGY
EXISTING NEW
MARKET PENETRATION
Increase in the basket size Increase the customers Increase the purchase frequency
p r o d u c t
EXISTING
DIVERSIFICATION
New retail formats directed at new market segments
MARKETS
RETAIL STRATEGY
MARKET PENETRATION Strategy may focus either on: - Increasing the number of customers - Increasing the quantity purchased by customers(basket size) - Increasing the frequency of purchase
Increasing the number of customers can be achieved by adding new stores and by modifying the product mix Another approach is to encourage salespeople to cross sell Market penetration strategy is the least risky one, since it leverages many of the firms resources and capabilities However, market penetration has limits Once the market approaches saturation, a new strategy needs to be pursued if the firm is to continue growth
RETAIL STRATEGY
MARKET EXPANSION / DEVELOPMENT When a retailer is said to reach out to new market segments or completely changes his customer base
This strategy involves : - Tapping new geographical markets - Introducing new products to the existing range that appeal to a wider audience Expansion by adding new retail stores to existing network is an example of geographical expansion Introducing a pharmacy in a supermarket (eg. The medicine Shoppe at the Haiko Supermarket in Mumbai) is an example of a retailer introducing new products, appealing o a different audience Another example is McDonalds who introduced ice creams for Rs.7 This not only created add on sales, but also brought in customers who had the perception that McDonalds is an expensive fast food restaurant
RETAIL STRATEGY
RETAIL FORMAT DEVELOPMENT When a retailer is said to introduce new retail format to customers
Example fast food retailers like McDonalds and Subway offer limited menus inside large department stores Another example is bookstore chain Crosswords, opening smaller format stores by the name Crossword Corner at Shoppers Stop Strategy may be appropriate if the retailers strengths are related to specific customers, rather than to specific products In this situation retailer can leverage its strengths by developing a new product targeted to his existing customers
RETAIL STRATEGY
SET OBJECTIVES
1. 2. 3. 4.
5.
Translation of mission statement into operational terms Indicate Results to be achieved Give direction to and set standards for the measurement of performance Management sets both long term and short term objectives One or two year time frames for achieving specific targets are short term objectives Long term objectives are less specific and reflect the strategic dimension of the firm
Two important focus areas of retailers - Market Performance - Financial Performance Objectives are set keeping these focus areas in mind
Sales volume targets Market hare targets Profitability targets Liquidity targets Returns on investment targets
RETAIL STRATEGY
OBTAIN AND ALLOCATE RESOURCES NEEDED TO COMPETE
1.
Resources needed by a retailer - Human Resources - Financial Resources Human Resource HR plan must be consistent with overall strategy of the organization HR management focuses on issues such as recruiting, selecting, training, compensating, and motivating personnel These activities must be managed effectively and efficiently
2. Financial Resources Takes care of the monetary aspects of business Shop rent, salaries and payments for merchandise
RETAIL STRATEGY
DEVELOP THE STRATEGIC PLAN At this stage strategy is determined through which retailer will achieve objectives
1. 2.
The retailer determines and defines his target market The retailer finalizes the retail mix that will serve the audience
Target Market that segment of consumer market that the retail orgn.decides to serve No definite process of deciding and selecting the target market
Most retailers look at the entire market in terms of both size and consumer segments to which it might appeal
From these segments he identifies smaller number of segments that appear promising These become possible targets
Variables like growth potential, investment needed to compete, the strength of competition, etc are evaluated.
This enables the retailer to arrive at the best alternative that is most compatible with the organizations resources and skills
RETAIL STRATEGY
DEVELOP THE STRATEGIC PLAN
1.
Considerations for successful market segmentation Measurable : The segment should be measurable and identifiable?
2.
Accessible : Focusing market marketing efforts on a particular market segment should have a positive impact towards eliciting the desired response
Economically viable : The expense and efforts of focusing the marketing efforts in potential segments should be justified. Stable : The consumer characteristics are indicators of market potential. Hence stable indicators to be considered.
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RETAIL STRATEGY
DEVELOP THE STRATEGIC PLAN
After choosing the target market the retail mix needs to be developed This process involves the determination of the merchandise mix the pricing policy types of location the retail stores would be located at services to be offered communication platform that would be adopted by the retailer
Next is the formulation of positioning strategy. This refers to the image the retailer wants the customers to have in their minds about the products and services
RETAIL STRATEGY
IMPLEMENT THE STRATEGY, EVALUATE AND CONTROL Implementation is the key to success of any strategy
1. 2. 3. 4. 5. 6.
Every aspect of stores to be focused on the target market Merchandising must be single-minded Displays must appeal to target market Advertising must talk to the target market Personnel must have empathy for the target market Customer service must be designed with the target customer in mind
RETAIL STRATEGY
IMPLEMENT THE STRATEGY, EVALUATE AND CONTROL After implementation the management needs feedback and should focus on
1. 2. 3. 4.
Performance Effectiveness of long term strategy by periodic evaluation Ensuring that the plans do not degenerate into fragmented ad-hoc efforts Ensuring that all efforts are in harmony with he overall competitive strategy of business
Any future policy change Modifications if any, in the plan, to ensure that the combination of the retailing mix variables support the firms strategy
RETAIL STRATEGY
INTERNATIONAL EXPANSION A GROWTH STRATEGY
RETAIL STRATEGY
Concept of international retailing (RETAIL INTERNATIONALIZATION)
More than just replicating retail stores in other countries and markets Defined as The management of retail operations in markets which are different from each other in their regulation, economic development, social conditions, cultural environment and retail structure. Typically retailers start as regional players They develop operational efficiencies as they expand in size Growth in size gives them financial resources
RETAIL STRATEGY
INTERNATIONAL EXPANSION A GROWTH STRATEGY
RETAIL STRATEGY
METHODS OF ENTERING A NEW MARKET
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Export
Retailer having a distinct product / own brand that may be attractive
1. 2. 3. 4. 5.
Franchising / licensing
Granting permission/license to a company in target country to use the property of the licensor Property is intangible such as trade marks, patents and production techniques Licensee pays a fee in exchange for the rights to use the intangible property For franchising to be successful it is necessary for careful selection of partners Partners should share the same understanding of the parent organizations vision mission, goals and the marketing plans and strategies
RETAIL STRATEGY
METHODS OF ENTERING A NEW MARKET
Joint Venture Strategic partnership between a local retailer and a international / foreign player Benefits / Advantages International player learns from expertise of domestic partner Domestic retailer learns from foreign player the international practices
Key issues Ownership, control, length of agreement, pricing, technology transfer, government regulations. Many joint ventures involve one local partner and one foreign player At times for convenience two retailers can also form a JV company to enter new market
RETAIL STRATEGY
METHODS OF ENTERING A NEW MARKET
Acquisitions
Mergers Imply : Coming together of two organizations to form a combined entity Example : Retail giants Carrefour and Promodes in Europe
RETAIL STRATEGY
METHODS OF ENTERING A NEW MARKET Organic growth
Replication of retail format in a new non domestic market within the regulatory framework of the new market.
It gives retailer the kind of control that he requires It also requires a great deal of investment
Factors affecting decisions on entry in particular markets Position in the domestic market : Expertise, leader, new entrant Access to global systems Ability to adapt to requirements of global markets Long term commitment towards business
RETAIL STRATEGY
RETAIL VALUE CHAIN Retail Field : Very challenging and dynamic
Growth
: Retailer grows from a single shop to a chain of retail stores. From a local to a regional and national presence. Strategy and planning becomes very important Retailer should have a clear focus and strategy
Retail Strategy Models : Retailer can either become a pentagon player or a triangle player
Pentagon : The retailers focus on - Product Image - Place - Price / Value - People - Communications
RETAIL STRATEGY
RETAIL VALUE CHAIN Triangle : The retailers focus on - Systems - Logistics - Suppliers Above approaches to developing strategies are perhaps appropriate in mature marketplace At present , retail in India is oriented towards the mass market As such the retailer must consider all aspects of strategy development, such as product , price, place, communication and the supply chain There is an absence of a robust infrastructure and inadequate capabilities of the service providers in India Thus the retailer must necessarily invest in creating the appropriate support structure for its operations
RETAIL STRATEGY
RETAIL VALUE CHAIN
SUPPORT FUNCTION
SUPPLIERS
RETAIL OPERATIONS
CUSTOMER MGMT
CUSTOMERS
SYSTEMS
service quality. Demonstrate that the most critical service quality gap to close is the customer gap, the difference between customer expectations and perceptions. Show that four gaps that occur in companies, which we call provider gaps, are responsible for the customer gap. Identify the factors responsible for each of the
perceptions
Provider Gap 1: Not knowing what customers expect Provider Gap 2: Not selecting the right service designs and standards Provider Gap 3: Not delivering to service standards Provider Gap 4: Not matching performance to promises
Customer Perceptions
Gap 1
Lack of interaction between management and customers Insufficient communication between contact employees and managers Too many layers between contact personnel and top management
Gap 2
Gap 3
Gap 4
Lack of integrated services marketing communications Tendency to view each external communication as independent Absence of strong internal marketing program Ineffective management of customer expectations Absence of customer expectation management through all forms of communication Lack of adequate education for customers Overpromising Overpromising in advertising Overpromising in personal selling Overpromising through physical evidence cues Inadequate horizontal communications Insufficient communication between sales and operations Insufficient communication between advertising and operations Differences in policies and procedures across branches or units
Expected Service
Perceived Service
Service Delivery External Communications to Customers
COMPANY
Gap 3
Gap 1 Gap 2
Gap 4