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Booz co retail perspective letter-2012
 

Booz co retail perspective letter-2012

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2012 Retail Industry Perspective...

2012 Retail Industry Perspective

Publish Date:
December 7, 2011

Author(s):
Caglar, Deniz; Hodson, Nick; Martin, Karla; Tau, Marcelo

Abstract:
In 2011, fears of a double-dip recession caused consumer confidence to sink again. Our annual consumer survey found that spending was most constrained among low-income shoppers, who continued to feel recessionary pressures. As one might expect, shoppers at the higher end felt less squeezed. We would like to offer our thoughts on the current retail environment, what 2012 holds, and the capabilities that will drive your company’s future success.

Related Industries:
Retail

Related Expertise Areas:
Capabilities-Driven Strategy, Enterprise Strategy

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    Booz co retail perspective letter-2012 Booz co retail perspective letter-2012 Document Transcript

    • 2012 Retail Industry PerspectiveWe would like to offer our thoughts on the current retail environment, what2012 holds, and the capabilities that will drive your company‟s future success.The U.S. economy wobbled in 2011. The year started on a high note after astrong holiday season in 2010. But then disturbing macroeconomic factors—stubbornly high unemployment, rising inflation, government debt crises inEurope and the U.S., and stock market volatility—raised fears of a double-diprecession and caused consumer confidence to sink again.The impact of these events varied according to consumer income levels. Ourannual consumer survey found that spending was most constrained amonglow-income shoppers, who continued to feel recessionary pressures. As onemight expect, shoppers at the higher end felt less squeezed. This was reflectedin performance: Retailers such as Wal-Mart, Target, and Kohl‟s struggledwith same-store sales growth, while Saks, Nordstrom, and Neiman Marcusrecorded same-store sales growth of 8 to 12 percent, and high-end luxuryretailers, such as Louis Vuitton and Hermès, again enjoyed double-digitgrowth.Though more optimistic than in the past few years, the National RetailFederation is forecasting a “mild” holiday season with same-store salesgrowth of 2.8 percent. Stock market losses, which tend to more acutely affectwealthier customer segments, have caused luxury retailers to reduce theirpredictions for holiday sales. Moreover, higher-income consumers who arestill buying are shifting to online channels, which will lead to lower traffic,revenue, and profits in bricks-and-mortar stores. As a result, all retailers willhave to continue to be aggressive in seeking opportunities for top-linegrowth, while maintaining the strength of the bottom line by drivingoperational efficiencies.We believe that capabilities in four areas will be important to your efforts:
    • Page 2 of 61. Format innovation: The ability to manage new formats, optimize the existingfootprint, and strengthen capabilities in the growing online channel will becritical for retailers going forward.Retailers continue the long-term task of exploring store formats that willenable them to penetrate new geographies and consumer segments. Wal-Martis innovating in formats with mixed results: The retailer recently closed downits Marketside pilot (smaller-format grocery stores) and is now experimentingwith Wal-Mart Express, a scaled-down version of its core format designed forspace-constrained urban markets and low-population rural markets. Rite Aidhas partnered with Save-a-Lot to combine pharmacy capabilities and low-income assortments in certain geographies. As formats proliferate, retailerswill need to pay special attention to integrating them, to properly serve targetcustomers and exploit white spaces in the market.Other retailers are reinventing what they do inside the box in order toenhance their appeal. For example, Walgreen is adding fresh food to manystores, upgrading its beauty offerings in select locations, and redesigning itspharmacies to improve the customer experience (by making it easier tointeract with pharmacists, for instance).Retailers are also reevaluating their footprints, given the new realities ofconsumer demand and the rising use of online channels. Best Buy and Gapannounced the closure of up to 20 percent of their stores, and some retailers,including Sears and Target, are renting excess space to other retailers.The growth in online channels is and will remain the big story in retail, withsome categories, such as electronics and books, more affected in the near termthan others. To capitalize on this trend, retailers will need to go beyond thebasics, such as easily navigable websites and liberal return policies, anddevelop new capabilities that enable them to innovate and gain competitiveadvantage. For instance, Safeway is developing its digital shopper marketingcapability and is currently rolling out the “Just for U” personalized dealgenerator, which taps customer purchase histories from its loyalty cardprogram to deliver digital coupons.
    • Page 3 of 62. Curated merchandising: In an era of frugal consumers, developing thecapabilities required to place the right product in the right store at the rightprice is essential to fuel top-line growth and profitability. Furthermore,customers are demanding a more “curated” selection; they want the rightstyles, prices, and experience all in one format.To get the most out of their stores, retailers will also need to tailor them tobetter reflect local tastes and preferences. This localization effort leads to abetter shopping experience, increasing traffic, revenues, and loyalty.To achieve this, retailers will have to accurately answer a set of toughquestions: How many and which SKUs in each category should each storecarry? How should product assortment in each store differ by region and bythe unique demographics and characteristics of the trade area? How muchspace should be dedicated to one category or product versus others? Whatshould be the base price of SKUs in a given category? How should they bepromoted, and when? There are a vast number of choices.Localizing each store and getting the merchandising right is a herculean taskwith no apparent shortcuts. Many retailers will need to upgrade theirmerchandising capability holistically by integrating systems (store traitdatabase; point-of-sale systems; pricing systems), analytic engines (demandanalytics; price elasticity; promotion returns; store clustering), processes(basic assortment planning; promotions; campaign tracking and performancemeasurement), organization (business alignment around the right “center ofgravity”; clear and well-defined roles, responsibilities, and decision rights),and people (analytic talent). The returns for undertaking this effort can bedramatic: We‟ve seen retailers improve their top line by 2 to 3 percent overthe base case for their sector.Right now, while the economic outlook is still sluggish, effective promotionsare critical, especially in the fiercely competitive and spending-constrainedlower- to middle-income market. These frugal consumers are highly sensitiveto pricing and frequently use coupons. Leading retailers are investing inshopper marketing and loyalty programs, acquiring and analyzing consumerdata, and better tailoring their promotions to their customers. They arepartnering with manufacturers to design, tailor, and refine promotional
    • Page 4 of 6events. And many are developing the measurement and analytic capabilityneeded to better evaluate the performance of their promotions.3. Customer experience: All of a retailer‟s efforts are ultimately directed toproviding a shopping experience capable of attracting and retainingcustomers. A compelling shopping experience is also a highly effectivedifferentiator that confers competitive advantage. Witness the continuedsuccess of the experience-focused retailers, such as Zappos.com and REI.In developing compelling experiences, retailers must understand the varyingexpectations that arise in different formats and retail settings, as well asamong the different customer segments across those formats. Further,retailers must calculate the cost of providing a specific customer experience(including the implementation cost and the ongoing operational cost) andweigh it against the targeted returns.Customer experience is driven by multiple levers: the layout and the look andfeel of the store; product assortment, pricing, and stocking; and interactionwith employees. The first two drivers can be fairly easily copied, but high-quality service is hard to replicate and can be a true competitive advantage.Retailers must leverage both formal and informal levers to help employeesdeliver the desired customer experience. Formal levers define employee rolesand behaviors, develop employee characteristics and skills, createperformance measures and incentives, and establish store processes. Informallevers include the leadership behaviors needed to individually motivateemployees, such as immediate and public recognition, constructive coaching,and staff empowerment. For example, Publix, the regional grocer known forits customer service, hires employees to meet its service standard and “trainsthem on all the little details,” ties incentives directly to store performance,and publicly recognizes employees who receive compliments fromcustomers. Ritz-Carlton makes customer satisfaction every employee‟sresponsibility and provides them with discretionary funds to resolve serviceissues.
    • Page 5 of 64. Social media: Forward-looking retailers are focused on social media, whichis likely to become the next generation of e-commerce engines and a powerfulnew sales channel. In a 2010 survey by Booz & Company, 27 percent ofconsumers said they would purchase goods through social networking sites,and 10 percent said such transactions would likely be incremental to theirregular shopping.The sales volume in social media is still small, but we expect it to grow toUS$30 billion by 2015, nearly half of which will be in the United States.Almost all sizable retailers are already using social media, such as Facebookand Twitter, to connect with customers. Some have already started to build acommercial presence in the new channel. For instance, 1-800-Flowers has afully functioning store on Facebook.Though the long-term revenue prospects in social media are appealing, thedirect revenue it generates will be only a small fraction of sales for manyretailers in the near term. However, to prepare for the future, retailers shouldbe thinking about capabilities they will need to commercialize social media.They should be monitoring the social conversation around their brands andusing social media as a channel for building customer intimacy,understanding, and loyalty. Further, they should be considering how to makethe leap from getting customers to “like” them on Facebook to getting themto make repeated purchases. (For more detail, see “The Coming Wave of„Social Apponomics‟”)The specific capabilities that retailers develop to address these four areas—format, merchandising, experience, and social media—will differ amongcompanies. Not every capability is suitable for every retailer; your companymust carefully consider how its way to play differentiates it from itscompetitors, and how it can take best advantage of its unique strengths. Indoing so, you can identify your company‟s best growth opportunities andbegin to capture the premium that accrues from strategic coherence.In the past, our year-end missives have prompted executives to call or writeus with their own thoughts and comments. We hope this one sparks adialogue with you about the challenges you face in the coming year, the
    • Page 6 of 6distinctive capabilities needed to meet those challenges, and how we can helpyou make your company more prosperous in 2012.Nicholas Hodson Karla MartinPartner PartnerNicholas.Hodson@booz.com Karla.Martin@booz.comDeniz Caglar Marcelo TauPrincipal PrincipalDeniz.Caglar@booz.com Marcelo.Tau@booz.com