This document outlines the components of strategic planning for retail distribution channels, including developing a mission statement, goals and objectives, SWOT analysis, and strategies. It discusses evaluating different aspects of the retail mix like merchandise, location, price, customer service, and promotions to best serve target customer segments. The strategic profit model is also examined to understand profit and asset management strategies.
Key measure of the retailer’s success is selling as much merchandise as possible at the highest profit margin.
Retailers can no longer depend on random sourcing / buying in the hope that they will sell them all.
There are two major areas of profit leakage in retail. Firstly - lost sales resulting from lack of stock, and secondly - forced margin reductions (markdown) due to excessive stock.
There are processes and solutions in order to reduce and eliminate excess inventory and maximise profit. That is "Merchandise Planning".
Merchandise Planning is "A systematic approach by the retailer, aimed at maximising return on investment, through sales & inventory planning, in order to increase profitability”.
Main goal of Merchandise planning is to maximize the use of assets, and resources a company owns.
In the long run, effective merchandise planning can save time, help streamline business processes and objectives, and optimize and mobilize inventory to get it off the shelves into the hands of the consumers for the right price.
Merchandising involves acquiring goods and making them available to customers at the right times, prices and quantities to meet retailer goals. A merchandising philosophy guides product decisions based on the target market, competitors, and trends. Effective merchandising requires planning assortments, inventory levels, pricing, and more to sell the right products profitably. Retailers must determine their merchandising strategy in terms of brand offerings, product breadth and depth to meet customer needs within budget.
The document discusses strategic planning at various organizational levels. It explains that corporate strategic plans provide direction for lower levels and address objectives, vision, and growth strategies. Business strategic plans determine how a business unit will compete through its market scope and competitive advantage. Marketing strategic plans focus on selecting target markets and developing marketing mix strategies.
The document discusses factors that influence retail shoppers' decisions and the customer decision-making process. It describes how understanding consumer behavior can help retailers satisfy customers. It outlines the stages in a customer's decision process, from need recognition to purchase. It also discusses factors like demographics, lifestyle, and family life cycle that influence shopping behavior. Finally, it explains how research can help retailers understand customers and build loyalty.
KKN India ltd sale force performance evaluation by Ketan thakurKetan Thakur
KKN India Ltd. evaluates the performance of its sales force based only on sales results compared to the previous year and overall company growth, without considering individual efforts or market potential. The regional sales manager of the western region, which achieved 25% sales growth against the total company growth of 15%, has asked for maximum annual increments for his highest performing sales team. However, the sales manager notes that other regions may also have high performing salespeople. The existing performance evaluation system at KKN India Ltd. is inconsistent and does not properly measure individual contributions. Improvements could include setting standards based on different factors like sales activities, outcomes, profitability and personal development, and using multiple evaluation methods to provide a more complete assessment of each sales
Westside began in 1998 when TATA acquired Littlewoods, a UK retail chain. It was subsequently renamed Westside and has since carved a niche for itself in India. Westside aims to be the most preferred lifestyle retailer through understanding customer needs, fashion leadership, and excellent service. It sells both other brands and its own private labels to earn higher margins while maintaining quality control. Westside conducts research before entering new markets and tailors its retail model, product assortment, and promotions accordingly to attract customers from the unorganized sector through style, affordability, and shopping experience.
Key measure of the retailer’s success is selling as much merchandise as possible at the highest profit margin.
Retailers can no longer depend on random sourcing / buying in the hope that they will sell them all.
There are two major areas of profit leakage in retail. Firstly - lost sales resulting from lack of stock, and secondly - forced margin reductions (markdown) due to excessive stock.
There are processes and solutions in order to reduce and eliminate excess inventory and maximise profit. That is "Merchandise Planning".
Merchandise Planning is "A systematic approach by the retailer, aimed at maximising return on investment, through sales & inventory planning, in order to increase profitability”.
Main goal of Merchandise planning is to maximize the use of assets, and resources a company owns.
In the long run, effective merchandise planning can save time, help streamline business processes and objectives, and optimize and mobilize inventory to get it off the shelves into the hands of the consumers for the right price.
Merchandising involves acquiring goods and making them available to customers at the right times, prices and quantities to meet retailer goals. A merchandising philosophy guides product decisions based on the target market, competitors, and trends. Effective merchandising requires planning assortments, inventory levels, pricing, and more to sell the right products profitably. Retailers must determine their merchandising strategy in terms of brand offerings, product breadth and depth to meet customer needs within budget.
The document discusses strategic planning at various organizational levels. It explains that corporate strategic plans provide direction for lower levels and address objectives, vision, and growth strategies. Business strategic plans determine how a business unit will compete through its market scope and competitive advantage. Marketing strategic plans focus on selecting target markets and developing marketing mix strategies.
The document discusses factors that influence retail shoppers' decisions and the customer decision-making process. It describes how understanding consumer behavior can help retailers satisfy customers. It outlines the stages in a customer's decision process, from need recognition to purchase. It also discusses factors like demographics, lifestyle, and family life cycle that influence shopping behavior. Finally, it explains how research can help retailers understand customers and build loyalty.
KKN India ltd sale force performance evaluation by Ketan thakurKetan Thakur
KKN India Ltd. evaluates the performance of its sales force based only on sales results compared to the previous year and overall company growth, without considering individual efforts or market potential. The regional sales manager of the western region, which achieved 25% sales growth against the total company growth of 15%, has asked for maximum annual increments for his highest performing sales team. However, the sales manager notes that other regions may also have high performing salespeople. The existing performance evaluation system at KKN India Ltd. is inconsistent and does not properly measure individual contributions. Improvements could include setting standards based on different factors like sales activities, outcomes, profitability and personal development, and using multiple evaluation methods to provide a more complete assessment of each sales
Westside began in 1998 when TATA acquired Littlewoods, a UK retail chain. It was subsequently renamed Westside and has since carved a niche for itself in India. Westside aims to be the most preferred lifestyle retailer through understanding customer needs, fashion leadership, and excellent service. It sells both other brands and its own private labels to earn higher margins while maintaining quality control. Westside conducts research before entering new markets and tailors its retail model, product assortment, and promotions accordingly to attract customers from the unorganized sector through style, affordability, and shopping experience.
Fabindia is one of India's oldest organized retailers of ethnic wear, operating 188 stores across India and internationally. It works with over 30,000 artisans across India to produce over 155,000 stock keeping units of clothing, home decor, and other products that celebrate Indian tradition and provide sustainable livelihoods. Founded in 1960, Fabindia has grown over the decades and now has four verticals - sourcing, retail, manufacturing, and global sourcing and partnerships. It focuses on sustainability and community development while facing challenges from lower marketing, delays from artisans, and competition from other ethnic brands.
This document discusses the retail industry and organized retailing in India. It defines key terms like retailing, retailer, and organized versus unorganized retail. It notes that organized retail makes up only 2% of the Indian market currently but is growing rapidly. The retail industry is transforming in India as incomes rise, more people live in cities, and consumers aspire to new products and shopping experiences. Future projections estimate organized retail will capture 28% of the Indian market by 2017, representing rapid growth compared to other countries at similar development levels.
The document summarizes the changing retail landscape in India. It notes that India is experiencing rapid economic growth driven by a high GDP growth rate and rising private consumption. This is fueling growth of the retail sector, though modern retail currently makes up a small portion. Various formats of retail are discussed including hypermarkets, convenience stores, and brand outlets. Global retailers are entering the Indian market through joint ventures.
power point presentation on the retail store westside, showing why it's been a giant now, and how the approach is been taken in therms of designing the strategies for it.
The document discusses various theories of structural change in retailing including the wheel of retailing, dialectic process, and natural selection. It also covers different ways retailers can be classified such as by ownership, operational structure, merchandise offering, retail location, methods of customer interaction, and pricing policy. Examples are provided to illustrate concepts like the wheel of retailing and different retail formats.
Here are the key PESTEL factors affecting More Private Labels:
Political: FDI policy changes, land acquisition policies, local politics
Economic: Inflation, economic growth, financial institution support, free market competition, infrastructure quality
Social: Changing demographics, lifestyle changes, social media influence
Technological: E-commerce growth, supply chain technologies, automation
Environmental: Resource scarcity, waste management regulations
Legal: Taxation policies, labor laws, product safety laws
This highlights both opportunities and threats across political, economic, social, technological, environmental and legal external factors. Careful monitoring of these macro trends is important for More's private label strategy.
Branding and Brand Positioning / Marketing Management By Kotler KellerChoudhry Asad
This document provides an outline on branding and brand positioning. It defines what a brand and branding are, and lists advantages of strong brands such as improved perceptions, loyalty, margins, and marketing effectiveness. It discusses key aspects of branding including brand elements, equity, strategies, and portfolios. It also covers brand positioning and differentiating a brand through points of parity and points of difference. The document aims to educate on developing and managing brands for optimal market performance and value.
Retail merchandising involves planning, buying, and selling merchandise and is a challenging function for retailers. Merchandise management includes analyzing, planning, acquiring, handling, and controlling a retailer's merchandise inventory. Key aspects of merchandising include analysis of customer needs, planning purchases in advance, acquiring merchandise from distributors or manufacturers, handling merchandise distribution to stores, and controlling spending. Merchandising is affected by factors like the size and type of retail organization as well as the merchandise carried.
Fabindia was founded in 1960 to develop markets for hand-woven Indian crafts and provide rural employment. It started as an exporter of upholstery fabrics and opened its first retail store in 1974. Today it has over 170 retail outlets in India and abroad and sells a variety of textile, clothing, food and personal care products. Fabindia's supply chain is based on partnerships with over 22,000 artisans across India to source and produce products while maintaining quality standards. It uses technology and centralized processes to streamline ordering and delivery operations to improve the supply chain.
The document provides an analysis of competitors for an upcoming multi-brand fashion retail store. It outlines the objectives to understand competitors' positioning, assortments, pricing, and promotions. It describes limitations in timing and confidential data access. A methodology is defined involving industry definition, competitor determination, success factors, and customer preferences. Competitors are analyzed based on positioning, products, pricing, promotions, and personnel. Recommendations are provided regarding positioning, products, and pricing for the new store.
This document discusses key considerations for retail purchasing and assortment planning. It identifies dimensions of an assortment plan such as price levels, styles, colors, flavors and pack sizes. The document also outlines variables that influence purchasing decisions like quality, quantity, source, price, time and negotiation. Product selection criteria include physical properties, packaging, style, utility and quality. Understanding product lifecycles and trends that impact demand is also discussed.
This document discusses key elements of developing a retail strategy. It outlines why a retail strategy is important, including analyzing market requirements, outlining goals, differentiating from competitors, and coordinating efforts. It describes steps to develop a strategy, such as defining the target market and competitive advantages. Elements of a retail strategy are identified as the target market, retail format, competitive advantages, and criteria for selecting markets. Sources of competitive advantage and defining the organization's mission are also discussed.
This document outlines three main theories of retail development: environmental, cyclical, and conflictual. The environmental theory states that retailers must adapt to changes in their operating environment like technology, the economy, and demographics in order to survive. The cyclical theory includes the wheel of retailing and accordion theory, which propose that retailers go through different phases or change formats over time. Finally, the conflict theory suggests that new retail formats emerge through a dialectic process as different types of retailers compete with each other and eventually blend to create innovative new formats.
1. Brand management includes analyzing how a brand is positioned in retail and maintaining its reputation.
2. Brand equity represents the added value provided to a product from past marketing investments. It links past brand performance to future brand actions.
3. Successful retail branding ensures stable long-term demand, better margins, product differentiation, trust in fulfillment of expectations, and protection from competition.
The document discusses the major types of retailing in India. It notes that while retailing has existed for centuries, it is only recently that large corporate players have entered the market, bringing modern retail formats like supermarkets and shopping malls. Retail in India is categorized as either organized or unorganized, with the latter making up around 92% of the market and including small mom-and-pop stores. The organized retail sector includes various formats such as department stores, supermarkets, hypermarkets, convenience stores, and branded specialty stores.
Tata Retails operates several retail chains in India including Westside, Croma, and Star Bazaar. Westside is Tata's flagship retail chain with 49 stores across major cities. It focuses on affordable fashion and lifestyle products. Over time, Westside has expanded its product ranges and services while pursuing a strategy of value pricing, promotional discounts, and celebrity brand ambassadors to promote its in-house brands. Tata Retails aims to be the most preferred retailer through quality products and an enhanced shopping experience across its growing network of stores.
DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITYAvinash Singh
This document discusses how marketers can design marketing programs to build brand equity. It explains that marketing activities like product, pricing, and distribution strategies can enhance brand awareness, image, responses, and resonance if integrated effectively. The chapter explores new approaches like experiential, one-to-one, and permission marketing that personalize the customer experience. It emphasizes the need to reconcile these new approaches with traditional marketing activities and use models of brand equity to focus marketing programs on building the brand.
Retail management involves overseeing the business activities involved in selling goods and services to consumers. Key issues retailers must address include serving customers profitably while standing out competitively. Retailers act as an intermediary between manufacturers, wholesalers, and consumers by sorting products and facilitating transactions. Developing a retail strategy that focuses on customers, coordinates efforts, is value-driven and goal-oriented is important for success. Retail institutions can be classified as either store-based using a mix of strategies or nonstore-based using nontraditional approaches like direct marketing.
The document discusses the concept and evolution of retailing in India. It defines retailing as the final step of distribution involving the sale of goods and services to final consumers. Retailing in India has evolved from traditional small family-run stores to the modern organized sector with shopping malls and complexes. Currently, over 90% of Indian retail remains unorganized while organized retail is a growing sector.
This document provides information about a group presentation on sales budgeting. It discusses key concepts like the meaning of a sales budget, objectives of sales budgeting, factors that influence sales budgets, and the importance and process of preparing a sales budget. The sales budget is the first component of the master budget and estimates future revenue and expenses for the sales department. It depends on sales forecasting and considers various internal and external factors.
The document discusses key aspects of sales management including:
1. Calculating gross margin and net profit from sales figures.
2. Setting sales objectives that align with broader corporate goals and developing strategies and tactics to achieve these objectives such as targeting specific customers or products.
3. Organizing the sales team and determining the optimal sales structure, compensation plans, and approaches for activities like introducing new products.
The overall focus is on planning sales activities, setting objectives, and organizing the sales force to execute strategies and meet targets in an effective manner.
Fabindia is one of India's oldest organized retailers of ethnic wear, operating 188 stores across India and internationally. It works with over 30,000 artisans across India to produce over 155,000 stock keeping units of clothing, home decor, and other products that celebrate Indian tradition and provide sustainable livelihoods. Founded in 1960, Fabindia has grown over the decades and now has four verticals - sourcing, retail, manufacturing, and global sourcing and partnerships. It focuses on sustainability and community development while facing challenges from lower marketing, delays from artisans, and competition from other ethnic brands.
This document discusses the retail industry and organized retailing in India. It defines key terms like retailing, retailer, and organized versus unorganized retail. It notes that organized retail makes up only 2% of the Indian market currently but is growing rapidly. The retail industry is transforming in India as incomes rise, more people live in cities, and consumers aspire to new products and shopping experiences. Future projections estimate organized retail will capture 28% of the Indian market by 2017, representing rapid growth compared to other countries at similar development levels.
The document summarizes the changing retail landscape in India. It notes that India is experiencing rapid economic growth driven by a high GDP growth rate and rising private consumption. This is fueling growth of the retail sector, though modern retail currently makes up a small portion. Various formats of retail are discussed including hypermarkets, convenience stores, and brand outlets. Global retailers are entering the Indian market through joint ventures.
power point presentation on the retail store westside, showing why it's been a giant now, and how the approach is been taken in therms of designing the strategies for it.
The document discusses various theories of structural change in retailing including the wheel of retailing, dialectic process, and natural selection. It also covers different ways retailers can be classified such as by ownership, operational structure, merchandise offering, retail location, methods of customer interaction, and pricing policy. Examples are provided to illustrate concepts like the wheel of retailing and different retail formats.
Here are the key PESTEL factors affecting More Private Labels:
Political: FDI policy changes, land acquisition policies, local politics
Economic: Inflation, economic growth, financial institution support, free market competition, infrastructure quality
Social: Changing demographics, lifestyle changes, social media influence
Technological: E-commerce growth, supply chain technologies, automation
Environmental: Resource scarcity, waste management regulations
Legal: Taxation policies, labor laws, product safety laws
This highlights both opportunities and threats across political, economic, social, technological, environmental and legal external factors. Careful monitoring of these macro trends is important for More's private label strategy.
Branding and Brand Positioning / Marketing Management By Kotler KellerChoudhry Asad
This document provides an outline on branding and brand positioning. It defines what a brand and branding are, and lists advantages of strong brands such as improved perceptions, loyalty, margins, and marketing effectiveness. It discusses key aspects of branding including brand elements, equity, strategies, and portfolios. It also covers brand positioning and differentiating a brand through points of parity and points of difference. The document aims to educate on developing and managing brands for optimal market performance and value.
Retail merchandising involves planning, buying, and selling merchandise and is a challenging function for retailers. Merchandise management includes analyzing, planning, acquiring, handling, and controlling a retailer's merchandise inventory. Key aspects of merchandising include analysis of customer needs, planning purchases in advance, acquiring merchandise from distributors or manufacturers, handling merchandise distribution to stores, and controlling spending. Merchandising is affected by factors like the size and type of retail organization as well as the merchandise carried.
Fabindia was founded in 1960 to develop markets for hand-woven Indian crafts and provide rural employment. It started as an exporter of upholstery fabrics and opened its first retail store in 1974. Today it has over 170 retail outlets in India and abroad and sells a variety of textile, clothing, food and personal care products. Fabindia's supply chain is based on partnerships with over 22,000 artisans across India to source and produce products while maintaining quality standards. It uses technology and centralized processes to streamline ordering and delivery operations to improve the supply chain.
The document provides an analysis of competitors for an upcoming multi-brand fashion retail store. It outlines the objectives to understand competitors' positioning, assortments, pricing, and promotions. It describes limitations in timing and confidential data access. A methodology is defined involving industry definition, competitor determination, success factors, and customer preferences. Competitors are analyzed based on positioning, products, pricing, promotions, and personnel. Recommendations are provided regarding positioning, products, and pricing for the new store.
This document discusses key considerations for retail purchasing and assortment planning. It identifies dimensions of an assortment plan such as price levels, styles, colors, flavors and pack sizes. The document also outlines variables that influence purchasing decisions like quality, quantity, source, price, time and negotiation. Product selection criteria include physical properties, packaging, style, utility and quality. Understanding product lifecycles and trends that impact demand is also discussed.
This document discusses key elements of developing a retail strategy. It outlines why a retail strategy is important, including analyzing market requirements, outlining goals, differentiating from competitors, and coordinating efforts. It describes steps to develop a strategy, such as defining the target market and competitive advantages. Elements of a retail strategy are identified as the target market, retail format, competitive advantages, and criteria for selecting markets. Sources of competitive advantage and defining the organization's mission are also discussed.
This document outlines three main theories of retail development: environmental, cyclical, and conflictual. The environmental theory states that retailers must adapt to changes in their operating environment like technology, the economy, and demographics in order to survive. The cyclical theory includes the wheel of retailing and accordion theory, which propose that retailers go through different phases or change formats over time. Finally, the conflict theory suggests that new retail formats emerge through a dialectic process as different types of retailers compete with each other and eventually blend to create innovative new formats.
1. Brand management includes analyzing how a brand is positioned in retail and maintaining its reputation.
2. Brand equity represents the added value provided to a product from past marketing investments. It links past brand performance to future brand actions.
3. Successful retail branding ensures stable long-term demand, better margins, product differentiation, trust in fulfillment of expectations, and protection from competition.
The document discusses the major types of retailing in India. It notes that while retailing has existed for centuries, it is only recently that large corporate players have entered the market, bringing modern retail formats like supermarkets and shopping malls. Retail in India is categorized as either organized or unorganized, with the latter making up around 92% of the market and including small mom-and-pop stores. The organized retail sector includes various formats such as department stores, supermarkets, hypermarkets, convenience stores, and branded specialty stores.
Tata Retails operates several retail chains in India including Westside, Croma, and Star Bazaar. Westside is Tata's flagship retail chain with 49 stores across major cities. It focuses on affordable fashion and lifestyle products. Over time, Westside has expanded its product ranges and services while pursuing a strategy of value pricing, promotional discounts, and celebrity brand ambassadors to promote its in-house brands. Tata Retails aims to be the most preferred retailer through quality products and an enhanced shopping experience across its growing network of stores.
DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITYAvinash Singh
This document discusses how marketers can design marketing programs to build brand equity. It explains that marketing activities like product, pricing, and distribution strategies can enhance brand awareness, image, responses, and resonance if integrated effectively. The chapter explores new approaches like experiential, one-to-one, and permission marketing that personalize the customer experience. It emphasizes the need to reconcile these new approaches with traditional marketing activities and use models of brand equity to focus marketing programs on building the brand.
Retail management involves overseeing the business activities involved in selling goods and services to consumers. Key issues retailers must address include serving customers profitably while standing out competitively. Retailers act as an intermediary between manufacturers, wholesalers, and consumers by sorting products and facilitating transactions. Developing a retail strategy that focuses on customers, coordinates efforts, is value-driven and goal-oriented is important for success. Retail institutions can be classified as either store-based using a mix of strategies or nonstore-based using nontraditional approaches like direct marketing.
The document discusses the concept and evolution of retailing in India. It defines retailing as the final step of distribution involving the sale of goods and services to final consumers. Retailing in India has evolved from traditional small family-run stores to the modern organized sector with shopping malls and complexes. Currently, over 90% of Indian retail remains unorganized while organized retail is a growing sector.
This document provides information about a group presentation on sales budgeting. It discusses key concepts like the meaning of a sales budget, objectives of sales budgeting, factors that influence sales budgets, and the importance and process of preparing a sales budget. The sales budget is the first component of the master budget and estimates future revenue and expenses for the sales department. It depends on sales forecasting and considers various internal and external factors.
The document discusses key aspects of sales management including:
1. Calculating gross margin and net profit from sales figures.
2. Setting sales objectives that align with broader corporate goals and developing strategies and tactics to achieve these objectives such as targeting specific customers or products.
3. Organizing the sales team and determining the optimal sales structure, compensation plans, and approaches for activities like introducing new products.
The overall focus is on planning sales activities, setting objectives, and organizing the sales force to execute strategies and meet targets in an effective manner.
This document provides guidance on analyzing financial statements and valuations for entrepreneurship boot camps. It discusses analyzing ratios, cash flows, forecasts, and valuations. Key valuation methods covered include comparable market multiples, discounted cash flow analysis and the venture capital method. Adjustments like normalization of earnings and discounts for lack of control and marketability are also summarized.
Strategic marketing planning involves matching a company's resources with market opportunities over the long run. It includes developing a mission, objectives, strategies, and tactics. The annual marketing plan operationalizes the strategic plan through situation analysis, objectives, strategies, tactics, financial schedules, and evaluation procedures. Strategic business units allow separate definition and profit responsibility for distinct businesses. Growth-share matrices assess businesses across industry attractiveness and competitive strength.
The document discusses various aspects of developing marketing strategies and plans. It covers topics such as value creation and delivery, core business processes, strategic planning, SWOT analysis, goal formulation, and strategy formulation. The key aspects of a marketing plan are also reviewed, including what should be included at the strategic and tactical levels. Various growth opportunities for businesses are examined, including intensive, integrative, and diversification opportunities.
The document discusses how SWOT analysis can be used at different levels for marketing strategy and tactics, providing examples of how SWOT analysis type I can be applied for long-term strategy setting while SWOT analysis type II is more suitable for short-term tactical decisions and performance monitoring on a quarterly basis. It also outlines the key components of SWOT analysis including identifying opportunities/threats, determining root causes, developing hypotheses for improvement, and setting resolution plans.
This document discusses strategic marketing management and planning. It begins with an overview of strategic planning as matching an organization's resources with marketing opportunities. Key aspects of strategic planning include defining the organization's mission, setting objectives, evaluating strategic business units, and selecting strategies. The document then covers various strategic analysis frameworks such as the Boston Consulting Group matrix, General Electric business screen, Ansoff's growth matrix, and Porter's generic strategies model. It concludes with an appendix on accounting basics for marketers including financial statements and analytical ratios.
The document provides an overview of marketing finance and sales revenue analysis. It discusses:
1) The importance of financial analysis in marketing to gauge strategy, evaluate alternatives, develop plans, and control activities.
2) How to analyze sales revenue by product, region, customer, and other groupings to identify issues and opportunities.
3) The steps involved in product-wise sales revenue analysis including comparing growth rates to industry averages and adjusting for inflation.
4) Uses of sales analysis including forecasting, performance measures, market position evaluation, and modifying strategies.
This document discusses return on investment (ROI) and how it is used by corporate headquarters to evaluate the profitability and performance of decentralized business segments or departments. ROI is defined as net operating income divided by average operating assets. It is a measure used to compare the returns of different investment centers and past performance, and help managers identify ways to increase ROI such as increasing sales, reducing expenses, and reducing assets. The balanced scorecard approach can help managers understand the company's strategy for increasing ROI.
This document discusses decentralization in organizations and responsibility centers. It provides benefits and disadvantages of decentralization. It defines cost centers, profit centers, and investment centers as types of responsibility centers. Managers of these centers have varying levels of control over costs, revenues, and investment funds. The document uses an example company, Superior Foods Corporation, to illustrate how these centers work within an organizational structure. It also discusses concepts like traceable vs common fixed costs, segments, return on investment (ROI), and residual income as alternative performance measures.
This document provides an overview and introduction to strategic management concepts. It discusses the objectives of the course which are to understand strategic management frameworks and apply them to understand business performance, generate strategy options, assess options under uncertainty, select and implement strategies. It also defines key strategic management terms like strategy, levels of strategy at the corporate, business and functional levels, and competitive advantage. Sources of competitive advantage like cost advantage and differentiation advantage are introduced.
This document provides an overview of a strategic management course, including its objectives and concepts to be covered. The objectives are to familiarize students with strategic management frameworks and techniques, and to develop their ability to apply these concepts to understand business performance, generate and assess strategy options, and recommend effective strategy implementation. Key concepts that will be addressed include the levels of strategy (corporate, business, functional), sources of competitive advantage, profit maximization and value maximization, and frameworks for analyzing costs and identifying cost drivers across a company's value chain.
The document provides guidance on conducting a risk assessment. It defines risk assessment and outlines key steps which include establishing objectives, identifying risks, analyzing risks, and managing change. Objectives must be set and linked between entity-wide and activity levels. Both internal and external factors that could impact achieving objectives are considered in risk identification. Risks are then analyzed based on their likelihood and potential significance. Mechanisms to identify changes that could impact risks are also important.
The document discusses strategy and management control systems. It defines key tasks in strategic management like defining mission/objectives, crafting/implementing strategy, and evaluating performance. It also discusses rational and emergent perspectives on strategy. Under rational perspective, it explains developing mission/objectives and provides BBC and Disney's purpose statements as examples. Finally, it discusses levels of strategy including corporate, business, and functional strategies.
The document outlines key aspects of developing a marketing plan, including objectives, processes, and elements. It discusses performing a situation analysis, formulating assumptions, setting objectives, and deciding on a marketing strategy and program. The marketing planning process involves a marketing audit, SWOT analysis, and determining objectives and strategies before scheduling implementation actions. Elements of an effective plan include identifying sources of competitive advantage and gaining organizational commitment.
3.3 using financial data to measure and assess performance (part 1) - moodleMissHowardHA
The document provides a lesson on using financial statements to measure business performance. It discusses key parts of the income statement like revenue, costs of sales, gross profit, operating profit and net profit. It also covers the importance of considering profit quality and whether profits can be sustained, as well as profit utilization and how profits are used in the business. The lesson includes examples, definitions, and exercises for students to practice analyzing income statements.
3.3 using financial data to measure and assess performance (part 1) - moodleMissHowardHA
The document provides a lesson on using financial data from income statements to measure business performance. It defines key components of the income statement including revenue, cost of sales, gross profit, overheads, operating profit, net profit, and profit margins. Examples are given to illustrate these concepts. The importance of considering profit quality and profit utilization is also discussed.
In this lesson you learned that there are four levels of strategy-making which includes Corporate Level, Business Unit Level, Functional Unit Level and Operational Level. You also learned that developing strategy is a collaborative team effort in which every manager has a role for the area he or she is responsible for.
This document provides an overview of business strategy concepts. It defines strategy and outlines its key features and benefits. The document then discusses the strategic intent process, including vision, mission, objectives, formulation, implementation, and evaluation. It covers different types of strategies such as integration, intensive, diversification, and defensive strategies. The document also explains the three levels of strategy - corporate, business, and functional - and provides details on corporate and business-level strategies. Finally, it introduces the Boston Consulting Group (BCG) matrix model for portfolio analysis.
- The document discusses strategies at three levels: corporate, business, and functional. At the corporate level, marketing assesses market attractiveness and promotes customer orientation. At the business level, firms compete through differentiation and positioning. At the functional level, resources are allocated to support business strategies.
- Developing strategies requires negotiation between different functional areas that may have competing interests. Successful marketing managers understand capabilities across functions and facilitate strategies responsive to customer needs.
- Four components contribute to strategy success: the customer interface, core strategy, strategic resources, and value network. These must be tied together through customer benefits, configuration, and boundaries.
Similar to DC Lecture Three : Retail Strategic Planning and Evaluating the Competition (20)
This document provides sample practice questions and short answers selected from the Dunn & Lusch textbook to help students prepare for upcoming examinations. It notes that the questions listed are not meant as a spotting exercise and may not appear identically on the exam. Students are advised to thoroughly read the assigned chapters and practice end-of-chapter questions to adequately prepare. Several multiple choice questions and short answers are then provided relating to Chapter 10 on Retail Pricing, covering topics like how location affects pricing, when to use penetration pricing, the difference between variable and flexible pricing, and what type of retailer typically uses leader pricing. Students are directed to additional lecture notes and formulas to practice calculation questions on markups, maintained markups, and
The document provides guidelines for students to analyze the location and trading area of a selected store for a class project. Students are instructed to:
1) Survey the selected mall to understand the types of stores and customers.
2) Analyze factors such as the store's concept, customer base, and fit within the mall for their selected store.
3) Determine the trading area of the store using Reilly's model and comment on whether the area is understored or overstored based on competition.
4) Consider additional market demand and supply factors that impact the suitability of the store's location.
DC Lecture Seven : Merchandise Buying and Handling DCAdvisor
Here are the steps to calculate the beginning inventory for each month using the basic stock method:
1) Calculate average monthly sales: Total forecast sales / Number of months = $148,000 / 12 = $12,333
2) Calculate average inventory: Total forecast sales / Target inventory turnover = $148,000 / 4.8 = $30,833
3) Calculate basic stock: Average inventory - Average monthly sales = $30,833 - $12,333 = $18,500
4) Calculate beginning inventory for each month:
Month 1: Basic stock + Forecast sales for month 1 = $18,500 + $27,000 = $45,500
Month 2: Ending inventory
DC Lecture Six: Managing a Retailer's Finances DCAdvisor
This document provides an overview of preparing a six-month merchandise budget for a retailer. It discusses the key steps in the process, which include determining planned sales, beginning inventory levels, retail reductions, ending inventory, purchases at retail and cost, initial markups, and gross margins on a monthly basis. Formulas are provided for each step. The document also works through an example case study, showing the merchandise budget for Dolly's Place over a three-month period.
DC Lecture Five :Store Layout and Design DCAdvisor
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2. Legal and ethical considerations for distribution channels and retail customers.
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2. Distribution Channels MKTG 1058
LECTURE THREE
Part A: Retail Strategic Planning and
Operations Management (Chapter 2)
Part B: Evaluating the Competition in
Retailing (Chapter 4)
3-2
2
3. Lecture 3: Part A
Retail Strategic Planning
and Operations
Management (Chapter 2)
3-3
3
4. Learning Objectives of Chapter 2:
Explain why strategic planning is so
important and be able to describe the
components of strategic planning: statement
of mission; goals and objectives; an analysis
of strengths, weaknesses, opportunities, and
threats; and strategy.
Describe the text’s retail strategic planning
and operation management model, which
explains the two tasks that a retailer must
perform and how they lead to high profit.
3-4
5. Components of Strategic Planning
Planning
Is the anticipation and organization of
what needs to be done to reach on
objective.
Strategic Planning
Involves adapting the resources of the
firm to the opportunities and threats of
an ever changing retail environment.
3-5
6. Retail Strategy
overall plan for guiding a retail
An
firm
Influences the firm’s business
activities
Influences the firm’s response to
market forces
Strategy is more critical than just
developing a marketing or retail
plan. (strategy = planning; why?)
3-6
7. Benefits of Strategic Retail Planning
Provides thorough analysis of the requirements for doing
business for different types of retailers
Outlines retailer goals
Allows retailer to determine how to differentiate itself
from competitors
Allows retailer to develop an offering that appeals to a
group of customers
Offers an analysis of the legal, economic, and
competitive environment
Provides for the coordination of the firm’s total efforts
Encourages anticipation and avoidance of crises
3-7
8. There are many models of Strategic
Planning:
1. Dunne and Lusch Model (our
prescribed text)
2. Berman and Levy Model
3. Levy and Weitz Model
11. Why the differences?
The Berman & Evans model is a ‘process’ model; that
is it looks at retailing strategy as a series of steps. It is
more process or step based approach (where are we
now→ where are going→ how do we get there)
The Levy & Weitz model is more ‘issue-based’; it is not
concerned about steps but rather focuses on the KEY
issues of retail strategy
12. The Dunne and Lusch Model of
Strategic Planning in Retailing
13. Dunn & Lusch Model
Looks nearly the same as the Berman & Evans model
But:
Shows the impact of the external environmental, social and
competitive forces on strategic planning
Elaborates the areas of:
Retail Marketing Strategy
Operations Management
This makes this model more contextually aligned to
retailing strategy
14. Dunne & Lusch model focuses on these areas
Think about how
each of these
aspects must be
assessed in order
to determine the
effectiveness of the
retail organization
“are we using the right approaches?
15. Components of Strategic Planning (Dunne)
Mission Statement
Statement of Goals and
Objectives
Strategies
SWOT Analysis
3-15
16. Components of Strategic Planning
Mission Statement
is a basic description of the
fundamental nature, rationale, and
direction of the firm.
Visit the website of a famous international
retailing organization. View their mission
statement. What does it say?
http://www.ikea.com.sg/about_ikea/about_ikea.asp
3-16
17. Cold Storage:
Our Vision
To be the leading Fresh Food
People.
Our Mission
We always care for our
customers
3-17
18. Elements of a Mission Statement
the kinds of values
it intends to offer to serve
the needs and wants of
the consumers
how it expects to how the retailer
relate to the uses or intends
ever-changing to use its
environment resources
3-18
19. Components of Strategic Planning
Goals and Objectives
Are the performance results
intended to be brought about
through the execution of a
strategy.
Some objectives are financially
based but others might be related
to market performance indicators
Some objectives are quantitative,
others are qualitative
3-19
20. Goals and Objectives
Market Financial
Performance Performance
Objectives Objectives
Societal Personal
Objectives Objectives
3-20
21. Statement of Goals and Objectives
Market Performance Objectives
represents how a retailer desires to be
compared to its competitors.
Sales Volume
Market Share
Is the retailer’s total sales divided by total
market sales.
Financial Performance Objectives
Represent the profit and economic
performance a retailer desires.
3-21
22. Financial Performance Objectives: Profitability
Net Profit Margin
Asset Turnover
Return on Assets
Financial Leverage
Return on Net Worth
3-22
23. Financial Performance Objectives: Profitability
Net Profit Margin
Is the ratio of net profit (after taxes) to total
sales and shows how much profit a retailer
makes on each dollar of sales after all
expenses and taxes have been met.
Asset Turnover
Is the total assets and shows how many
dollars of sales a retailer can generate on an
annual basis with each dollar invested in
assets.
3-23
24. Financial Performance Objectives: Profitability
Return on Assets (ROA)
Is net profit (after taxes) divided by total assets.
Financial Leverage
Is total assets divided by net worth or owners’
equity and shows how aggressive the retailer is in
its use of debt.
Return on Net Worth (RONW)
Is net profit (after taxes) divided by owners’
equity.
3-24
26. The importance of understanding
this model:
Past year exam questions have come out on this
topic- REFER to Specimen Questions at the end
of this lecture note
You need to remember the formulae- not given
in the exam
The next few slides (taken from another text
Levy and Weitz) show more examples of how the
ratios are worked out
27. Components of the Strategic Profit Model
Profit
Management
Asset
Management
28. The Strategic Profit Model:
An Overview
Profit Margin x Asset turnover = Return on assets
Net profit x Net sales (crossed out) = Net profit
Net sales (crossed out) Total assets Total assets
Net Profit Margin: reflects the profits generated from each dollar of sales
Asset Turnover: assesses the productivity of a firm’s investment in its assets
29. The Strategic Profit Model:
Evaluating the Area of ‘Profit Management’
Sales
A
Gross 100
Margin
-
40 Cost of
Net Profit Goods Sold
Net Profit 15 60
Margin -
15% Total
Sales Expenses
100 25
30. The Strategic Profit Model:
Examining the Area of ‘Asset Management’
Inventory
B 5
Sales
Asset Current
+
Accounts
100
Turnover Assets Receivable
2.5 10 4
Total Assets
40 + +
Other Current
Fixed Assets Assets
30 1
31. The Strategic Profit Model:
Return on Assets
Profit Management
Sales
Net Profit
Gross Mar 100 A
15 40 -
Net Profit Margin Cost Goods Sold
÷ -
15% Sales Total Exp. 60
Return on
( Net Profit
Net Sales ) 100 25
Assets Times
Inventory
Asset Management
37.5% Sales 5
( Net Profit
Total Assets ) Asset Turnover 100
Current Assets
+
A/R
2.5 ÷
Total Assets 10 4 B
( Net Sales
Total Assets ) 40 +
Fixed Assets
+
Other Current Assets
Net Profit
=
Net Profit
x
Net Sales 30 1
Total Assets Net Sales Total Assets
32. Financial Implications of Strategies Used By
Two Different Kinds of Retailers: Bakery and Jewelry Store
So what implications can you derive from the figures shown
above? What does it tell you about the NATURE of retailing
operations as compared between the two types of businesses?
Discuss.
33. Financial Performance Objectives: Productivity
Productivity Objectives:
State the sales objective that
the retailer desires for each
unit of resource input: floor
space, labor, and inventory
investment.
3-33
34. a) Space Productivity
Space productivity - net sales divided
by the total square feet of retail floor
space. A space productivity objective
states how many dollars in sales the
retailer wants to generate for each
square foot of store space.
3-34
35. b) Labor Productivity
Labor productivity - net sales divided
by the number of full-time-equivalent
employees. A labor productivity
objective reflects how many dollars in
sales the retailer desires to generate
for each full-time-equivalent
employee.
3-35
36. c) Merchandise Productivity
Merchandise productivity - net sales
divided by the average dollar
investment in inventory. This objective
(also known as sales-to-stock ratio)
states the dollar sales the retailer
desires to generate for each dollar
invested in inventory.
3-36
37. Statement of Goals and Objectives
Societal Objectives
Reflects the retailer’s desire to help
society fulfill some of its needs.
Employment objectives
Payment of taxes
Consumer choice
Equity
Benefactor
3-37
38. Statement of Goals and Objectives
Personal Objectives
Reflects the retailer’s desire to
help individuals employed in retails
fulfill some of their needs.
Self-gratification
Status and respect
Power and authority
3-38
40. Key issues in SWOT
Strengths -
(a) What major competitive advantage(s) do we have?
(b) What are we good at?
(c) What do customers perceive as our strong points?
Weaknesses -
(a) What major competitive advantage(s) do
competitors have over us?
(b) What are competitors better at than we are?
(c) What are our major internal weaknesses?
3-40
41. Key issues in SWOT (cont’d)
Opportunities -
(a) What favorable environmental trends may benefit
our firm?
(b) What is the competition doing in our market?
(c) What areas of business that are closely related to
ours are undeveloped?
Threats -
(a) What unfortunate environmental trends exist that
may hurt our future performance?
(b) What technology is on the horizon that may soon
have an impact on our firm?
3-41
42. Some examples of SWOT summaries for major retailing
organizations: Tesco
3-42
43. Some examples of SWOT summaries for major retailing
organizations: Carrefour
3-43
44. Some examples of SWOT summaries for major retailing
organizations: Wal-Mart
3-44
45. Strategies
Strategy
Is a carefully designed plan for
achieving the retailer’s goals and
objectives.
3-45
46. Minimal Retail Strategies
Get shoppers into your store.
Convert these consumers into
customers
by having them purchase merchandise.
Do this at the lowest operating cost
possible that is consistent with the
level of service that your customers
expect.
3-46
47. Retail Strategies: Differentiation
Many retailers go further and use strategies
that enable them to differentiate themselves
from the competition in order to accomplish
these three tasks. They do this by means of
differentiation -- that is, what sets them
apart from their competition
How do you think retailers can set
themselves apart from rival retailers? What
strategies could be used?
3-47
48. Differentiation in Retailing
1. price, which is a very dangerous strategy to use,
unless a retailer has substantially lower operating
costs, since it can easily be copied by the
competition and will result in reducing profits or
causing losses.
2. physical differentiation of the product
3. the selling process by offering outstanding service
4. after-purchase satisfaction by taking care of the
customer after the sale has been made
5. location or the ease with which the customer can
get to the retailer
6. never being out-of-stock on sizes, colors, and
styles that the retailer's target market expects the
retailer to carry
3-48
49. Retailing Strategies
Target Market
Is the group or groups of customers that the
retailer is seeking to serve.
Location
Is the geographic space or cyberspace where
the retailer conducts business.
Retail mix
Is the combination of merchandise,
assortment, price, promotion, customer
service, and store layout that best serves the
segments targeted by the retailer.
3-49
50. Strategies
Retail mix:
Is the combination of
merchandise, assortment,
price, promotion, customer
service, and store layout that
best serves the segments
targeted by the retailer.
3-50
52. Retail Mix Strategies
1. Merchandise strategy:
• What is the optimum range of product
lines to carry? The VARIETY, BREADTH
and the DEPTH of the range (covered in
chapter; see page 293)
• Which lines will optimize profits?
• Which lines provide best inventory
turnover?
• How would the merchandise selection
help to differentiate the retail store?
3-52
53. Retail Mix Strategies
2. Location strategy:
• Where is the best location of the store
(site selection)
• How does the location of the store
impact on the pulling power of
customers within the trading area?
• What about competition around the
location? Is it under or over stored?
• What is the best location within a mall
or shopping centre?
3-53
54. Retail Mix Strategies
3. Price strategy:
• How does the retailer use pricing as a
means of competition and defending
market share
• Price is often used as a short-term
promotional incentive in order to draw
traffic into the store
• And achieve sales volume and market
share gains
3-54
55. Retail Mix Strategies
4. Customer service strategy:
• How does the retailer use staff to
differentiate from other competitors?
• The staff needs to be highly motivated
(financial and non-financial) in order to
provide consistently high quality of
customer service
• The staff needs to be both customer
oriented as well as having high degree of
product knowledge
3-55
56. Retail Mix Strategies
5. Promotions strategy:
• How does the retailer use the different
tools of promotions (promotions mix) in
order to generate attention and store
visits?
• Key aspects of retail promotions strategy
• Often short term focus
• Covering a specific trading area
• Usually focused on building store image and
loyalty
3-56
58. Example: Retail mix for an up-market watch store
(Hour Glass)
Fine watches
and accessories,
only top brands
Skim pricing
Selective media
and events
promotions
High profile Project class and
malls status in store design
and layout
Professional, excellent
product knowledge
3-58
60. Understanding the “Retail Concept”
This is a critical topic for your course
Make sure in your field work on the project,
you thoroughly understand the true retail
concept of the store in question
The retail concept is similar to the
“marketing concept”
What does the store stand for? What do its
customers think about it?
What attributes make up the store image and
its experiences it offers to its customers?
3-60
61. Strategies
Value Proposition:
A clear statement of the
tangible and/or intangible
results a customer receives
from shopping at and using the
retailer’s products or services.
3-61
62. Applying the Retailing Concept
Customer Orientation
Coordinated Effort
Retailing Retail
Concept Strategy
Value Driven
Goal Orientation
3-62
63. Examples of Retail Strategies
•Starbucks What is the target
market, retail
•Courts offering, and source
of competitive
advantage for each
•Bread Talk retailer?
•Hour Glass
3-63
64. Read up about the retailing strategies of TESCO
Good weblink: http://www.tescoplc.com/plc/about_us/strategy/
65. Service Retailing
Even though many
flyers tried Jetstar
Asia for the first
time because of its
low fares, the
airline’s customer
service won them
over.
3-65
66. Retail Planning and Management
Strategic Planning
Is a plan of action detailing how
the retailer will respond to the
environment in an effort to
establish a long-term course of
action to follow.
3-66
67. After Strategic Planning we need to think of
“operations management”
In the lectures to come ahead
All aspects of store management
Merchandise planning
Marketing and Promotions
Finance
HR
Customer Service
Logistics
3-67
68. Retail Planning and Management
Administration
Involves the acquisition, maintenance, and
control of resources that are necessary to carry
out the retailer’s strategy.
Operations Management
Deals with activities directed at maximizing the
efficiency of the retailer’s use of resources. It
is frequently referred to as day-to-day planning
High-Profit Retailing
To be a high profit retailer, the retailer needs
good strategic planning coupled with strong
operations management.
3-68
70. Understanding the Environment
Consumer Behavior - Understand the determinants
of consumers' shopping behavior.
Competitor Behavior - Develop a competitive
strategy that is not easily imitated.
Supply Chain Behavior - Keep abreast of supply
chain members' behavior and the possible effects it
may have on one's strategy.
Socioeconomic Environment - Understand how
economic and demographic trends will influence
future sales.
Technological Environment - Gather knowledge in
regard to opportunities for improving operating
efficiency.
Legal and Ethical Environment - Be familiar with
local, state and federal regulations; stay current
with evolving legal patterns that may effect the
industry while operating at the highest ethical
standards. 3-70
71. Operations management
Operations Management – deals with activities
directed at maximizing the efficiency of the
retailer’s use of resources. It is frequently referred
to as day-to-day management.
High Performance Results - Achieved through the
development and implementation of well-designed
strategic, operational, and administrative plans.
High performance results are indicative of industry
leaders. Retailers must set high financial
performance objectives so that they can at least
maintain average operating results if planned results
are not achieved.
3-71
72. In an earlier model used for discussion in Module
One (Dunne & Lusch)
We looked at these
aspects of retailing:
Think about how
each of these
aspects must be
assessed in order
to determine the
effectiveness of the
retail organization
“are we using the right approaches?
73. Lecture 3: Part B
Evaluating the
Competition in Retailing
(Chapter 4)
3-73
7
3
74. Learning Objectives for Chapter 4 (Dunne):
Explain the various models of retail
competition
Distinguish between various types of
retail competition
Describe the four theories used to
explain the evolution of retail
competition
Describe the changes that could affect
retail competition
3-74
75. Models of Retail Competition
The Competitive Marketplace
Market Structure
The Demand Side of Retailing
The Supply Side of Retailing
The Profit-Maximizing Price
Non-price Decisions
Competitive Actions
3-75
76. The Competitive Marketplace
While retailers typically compete
for customers on a local level,
catalog and electronic retailers
compete at national and
international levels.
Competition in retailing can come
from different stores, different
formats and from non-store
alternatives
3-76
77. Retailers compete for target customers on five
major fronts:
The price for the value offered
Service level
Product selection (merchandise line
width and depth)
Location or access (the overall
convenience of shopping for the
retailer)
Customer experience (the customers’
positive feelings and behaviors in the
purchase process)
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78. Market Structure
Pure Competition
Pure Monopoly
Monopolistic Competition
Oligopolistic Competition
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79. Market Structure
Pure Competition
Occurs when a market has homogenous products
and many buyers and sellers, all having perfect
knowledge of the market, and ease of entry for
both buyers and sellers.
Pure Monopoly
Occurs when there is only one seller for a product
or service.
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80. Market Structure
Monopolistic Competition
Occurs when the products offered are different, yet
viewed as substitutable for each other and the
sellers recognize that they compete with sellers of
these different products.
Oligopolistic Competition
Occurs when relatively few sellers, or many small
firms who follow the lead of a few larger firms, offer
essentially homogeneous products and any action by
one seller is expected to be noticed and reacted to
by the other sellers.
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81. Understanding competition using the
Five Forces Model (Porter)
This model helps to explain the intensity of competition in a given
industry or market. The five forces are essentially sources of
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competition that directly affect the profitability of the retail business
84. Competitive Factors (Five Forces)
■ The nature of the competition in retail markets is
affected by barriers to entry, the bargaining
power of vendors, and competitive rivalry. Retail
markets are more attractive when competitive
entry is costly.
■ Barriers to entry are conditions in a retail
market that make it difficult for firms to enter the
market. These conditions include scale
economies, customer loyalty, and availability of
locations.
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85. Competitive Factors- Five Forces (cont’d)
■ Scale economies are cost advantages due to a
retailer's size. Markets dominated by large competitors
with scale economies are typically unattractive.
■ Retail markets dominated by a well-established retailer
that has developed a loyal group of customers offer
limited profit potential.
■ The availability of locations may impede competitive
entry.
■ A retail market with high entry barriers is very attractive
for retailers presently competing in that market, but
unattractive for retailers not already in that market.
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86. Competitive Factors- Five Forces (cont’d)
■ Another competitive factor is the bargaining power of
vendors. Markets are unattractive when a few vendors
control the merchandise sold in it. In these situations,
the vendors have an opportunity to dictate prices and
other terms, such as delivery dates, and thus reduce the
retailer's profits.
■ The final industry factor is the level of competitive
rivalry in the retail market, which is the frequency and
intensity of reactions to actions undertaken by
competitors. Conditions that may lead to intense rivalry
include: (1) a large number of competitors that are all
about the same size, (2) slow growth, (3) high fixed
costs, and (4) the lack of perceived differences between
competing retailers.
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87. So which of the four kinds of market structures
best typifies retailing in our local market?
All depends
Retailing can be characterized as monopolistic or, in
rare cases, oligopolistic competition. The distinction
between monopolistic competition and oligopolistic
competition lies in the number of sellers.
Conventional economic thought suggests that for
oligopoly to occur, the top four firms have to
account for over 60 to 80 percent of the market.
While some national retailers do have large market
shares; oligopolistic competition does not actually
occur on a national level. However, it is not
uncommon at a local level.
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88. Market Structure
Outshopping
Occurs when individuals in one community
travel usually to a larger community to shop.
This happens when local prices become too
high, merchandise selection too limited, or
services too poor, then residents of these
communities will travel to larger
communities to shop.
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89. The Demand Side of Retailing
Exhibit 4.1
Demand as a Function of Price
Price
Quantity Demanded
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90. The Supply Side of Retailing
Total Costs
Dollars
TC= FC+VC
Unit Sales Quantity or Sales Volume
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91. The Profit-Maximizing Price
A profit-maximizing price seeks to get
as much profit as possible from the sale
of each unit.
In the real world of marketing and
retailing, is it possible to achieve profit
maximizing positions in business? Why
or why not?
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92. The Relationship of Price Versus Nonprice
Actions and Demand Curve
Price Price
Quantity Quantity
Pricing Actions move Non-price Actions seek
the consumer up and to shift the demand
down the current curve to the right and
demand curve make it more inelastic
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93. Non-Price Decisions
Retailers that are able to remove themselves
from price competition by differentiating
themselves in some other way will achieve
higher profits than those that fail to do this.
The retailer can offer private label
merchandise that has unique features or
offers better value than competitors.
The retailer could provide other benefits to
the customer.
The retailer could master stock-keeping with
its basic merchandise assortment.
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94. Non-price Decisions
Non-price competition strategies:
Position itself as different from the
competition by altering its merchandise
mix to offer higher quality goods, great
personal service, etc.
Offering private label merchandise.
Provide free services or products, such
as free gas to out of town customers.
Strive to always have basic
merchandise in stock.
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95. Non-price Decisions
Store Positioning
Is when a retailer identifies a
well-defined market segment
using demographic or lifestyle
variables and appeals to this
segment with a clearly
differentiated approach.
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96. Competitive Actions
With so many retail establishments
competing against each other, the
profitability of all the retailers suffers.
Market Equilibrium - When the return
on investment is high enough to justify
keeping capital invested in retailing,
but not so high to invite more
competition
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97. Competitive Actions
Competitive activity can be
examined by the number of
retail establishments of a given
type per thousand households.
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98. Competitive Actions
Overstored
Is a condition in a community where the
number of stores in relation to households is
so large that to engage in retailing is usually
unprofitable or marginally profitable.
Understored
Is a condition in a community where the
number of stores in relation to households is
relatively low so that engaging in retailing is
an attractive economic endeavor.
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99. Suppliers as Partners and Competitors
While suppliers operate as partners to
retailers in the channel, they also
double up as competitors
Competitors in what sense?
Retailers need to compete to gain support
of product supply, promotions and margins
The manufacturer could sell directly and
compete as a retailer
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101. Suppliers as Competitors and Partners
Suppliers compete for gross margins
throughout the supply chain. The
retailer must develop a loyal group of
patrons that encourages the supplier to
accommodate the needs of its retail
partner.
Suppliers as partners – Suppliers can be
a critical competitive advantage to
retailers when they provide a unique
product or promotion
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102. Types of Competition
Intra-type and Inter-type
Competition
Divertive Competition
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103. Types of Competition
Intra-type Competition
Occurs when two or more retailers of the
same type as defined by NAICS codes in the
Census of Retail Trade, compete directly with
each other for the same households.
Inter-type Competition
Occurs when two or more retailers of a
different type, as defined by NAICS codes in
the Census of Retail Trade, compete directly
by attempting to sell the same merchandise
lines to the same households.
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106. Intra-type and Intertype Competition
Intertype Competition
Supermarkets offering
Home Meal
Replacements (HMR) McDonald’s
compete with fast-food
restaurants
Supermarket Food Giant
Supermarket
Intratype Competition
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107. Types of Competition
Divertive Competition
Occurs when retailers intercept or divert
customers from competing retailers.
It is significant because many retailers
operate close to their break-even point, thus
making them susceptible to any downturn in
sales
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108. Evolution of Retail Competition
The Wheel of Retailing
The Retail Accordion
Retail Life Cycle
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109. Evolution of Retail Competition
The Wheel of Retailing Theory
Describes how new types of retailers enter
the market as low-status, low-margin, low-
price operators; however, as they meet with
success, these new retailers gradually
acquire more sophisticated and elaborate
facilities, and thus become vulnerable to
new types of low-margin retail competitors
who progress through the same patter.
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110. Wheel of retailing
Wheel of Retailing Hypothesis - New retailers
enter the market as low-status, low-margin,
low-price operators. However, as they meet
with success, these new retailers gradually
acquire more sophisticated and elaborate
facilities making them vulnerable to new
types of low-margin retail competitors who
progress through the same pattern.
The three stages are
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111. Wheel of retailing stages:
1. Entry Phase - New retailers enter the
market as low-status, low-margin,
low-profit operators.
2. Trading-Up Phase - The new retailers
experience success and acquire more
sophisticated and elaborate facilities.
3. Vulnerability Phase - Retailers find it
necessary to raise prices and margins
and therefore become susceptible to
new types of low-margin competition.
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112. The Wheel of Retailing Theory
Exhibit 4.3
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113. Evolution of Retail Competition
Retail Accordion
Describes how retail
institutions evolve from outlets
that offer wide assortments to
specialized stores and continue
repeatedly through the
pattern.
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114. The Retail Accordion
Wide Assortment
Time Narrow
Assortment
Wide Assortment
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115. Evolution of Retail Competition
Retail Life Cycle
Describes four distinct stages that a
retail institution progresses through:
Introduction
Growth
Note: this is not the
Maturity same as the Product
Life Cycle
Decline
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116. Evolution of Retail Competition:
The Retail Life Cycle
Introduction
Begins with an aggressive, bold entrepreneur who is willing
and able to develop a different approach to retailing of
certain products. During this stage profits are low, despite
increasing sales levels.
Growth
Sales and profits explode, validating the entrepreneur’s
good idea. New retailers enter the market and begin to
copy the retailers idea. Late in this stage both market
share and profitability approach their maximum levels.
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117. Evolution of Retail Competition:
The Retail Life Cycle
Maturity
Market share stabilizes and profits decline because:
managers use to managing simple small retail outlets
must now manage large complex firms,
industry has over-expanded, and
competitive assaults by new retail formats.
Decline
The once promising idea is no longer needed in the
marketplace. As a result, market share and profits
fall
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119. Retail Life Cycle in Asia
Do you see changing patterns of retailing in
cities in Asia?
What changes are taking place in terms of
new malls and retailing formats?
What are the more mature and declining
forms of retailing?
What are the newly emerging ones?
Do you think customers accept new types of
retailing concepts easily?
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120. Resource-Advantage Theory
Resource-advantage theory
Is based on the idea that all firms seek superior
performance in an ever-changing environment.
Illustrates two important lessons for retailers:
Superior performance at any point in time is a result
of achieving a competitive advantage in the market
place as a result of some tangible or intangible
entity (“resource”).
All retailers cannot achieve superior results at the
same time.
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121. Future Changes in Retail Competition
Nonstore New Retailing
Retailing Formats
Integration of Heightened Global
Technology Competition
Private Label
Use
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122. Future Changes in Retail Competition
Non-store Retailing
Direct selling
Catalog sales
E-tailing
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123. Non store retailing
Nonstore Retailing - Analysts contend that nonstore
retailing (especially those that utilize the Internet) will
experience significant growth during the next decade.
Some of the forces contributing to this growth are:
a.Consumers’ need to save time.
b.Consumers’ desire to “time-shift.”
c. The erosion of enjoyment in the shopping experience.
d.The lack of qualified sales help in stores to provide
information.
e.The explosive development of the telephone, computer,
and telecommunications equipment that facilitates
nonstore shopping.
f. The consumers' preference for lower prices, which often
eliminates the middleman's profit
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124. Non-store Retailing
Direct Selling:
Engaging in the sale of a consumer
product or service on a person-to-
person basis away from a fixed retail
location.
Direct Marketers:
Those who sell products by catalog,
mail order, and the internet.
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125. Non-store Retailing
E-Tailing:
The general belief that electronic,
interactive, at-home shopping is definitely
the place to be.
Gen Xers and Baby Boomers tend to view the
internet as a supplement to their daily lives.
Gen Y customers are able to exist in both
electronic and traditional worlds at once.
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126. Non-store Retailing
Bricks & Click Approach:
An approach that involves a tangible retail
store that also offers its merchandise on the
internet.
Online Only Approach:
An online only approach is when the retailer
only offers merchandise or services via the
internet and not through a tangible store.
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127. Future Changes in Retail Competition
New Retail Formats
Super centers
Recycled Merchandise
Retailers
Liquidators
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128. Future Changes in Retail Competition:
New Retail Formats
Off-price Retailers
Sell products at a discount but do not carry certain
brands on a continuous basis. They carry those
brands they can buy from manufacturers at closeout
or deep one-time discount prices.
Supercenters
Combine a discount store and grocery store to carry
80,000 to 100,000 products in order to offer one-
stop shopping.
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129. Future Changes in Retail Competition:
New Retail Formats
Recycled Merchandise Retailers
Are establishments that sell used and
reconditioned products.
Liquidators
Liquidates leftover merchandise when an
established retailer shuts down or downsizes
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130. Future Changes in Retail Competition:
Heightened Global Competition
Increased
Rate of
Change
Greater Creation of
Diversity New Retail
Formats
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131. Global competition
Heightened Global Competition - The rate of change in
retailing appears to be directly related to the stage and speed
of economic development in the countries concerned.
1. Even the least-developed countries are experiencing dramatic
changes in retailing activities as newer formats are introduced.
2. Retailing in other countries exhibits even greater diversity in its
structure than retailing in the United States.
3. The introduction of new retailing formats in one part of the
country will impact retailers in other parts of the country. This
is true regardless of whether the change occurs domestically or
internationally.
4. Still, it is amazing that retailers from larger countries often do
not have the level of success when entering a new country as
compared to retailers from smaller countries. Retail experts
attribute this failure by large country retailers to two factors.
a. a lack of understanding of the new country's culture.
b. retailers from smaller countries have always had to deal
with international issues if they were to expand.
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137. The Retail Format
Decisions: should the international retailer
Use the same format that operates in the home
137
country and replicate it in the foreign country
market: example hypermarket
Use more than one form of retail trading format?
Tesco uses a few in the UK
Or use a completely adapted retail format that
is common in the local market?
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138. Changing the retail format
A retailer can offer different types of retailing formats to
suit different market segments
138
Even within a local country market, there could be
different formats: Tops in Thailand
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http://www.tops.co.th/main.html
139. The retail format: Local market conditions
Population concentrations
Transportation infrastructures
139
Customer buying patterns and preferences
Stage of retail life cycle in the local market
Not all country markets are at the same stage of
economic and retail development
The international retailer must study local market
conditions to see if the retail format fits the stage
of economic development
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140. The rapidly changing Indian Retail landscape
140
Kiranas (Mom-&-Pop shops) General small-scale malls
Mega malls 3-140
141. Retail Life Cycles: perhaps we could envisage
Asian countries as follows?
Malaysia
ECONOMIC VIABILITY OF THE RETAIL FORMAT
Philippines
141
Singapore
Thailand
Vietnam
Superstore Integrated
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concepts Malls
142. Adapting the product (merchandise) for
different country markets
TESCO - Thailand
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TESCO- Malaysia
143. The M&S product ranges
Compare the product
range between the UK
stores and that in
143
Singapore
http://www.marksandspe
ncer.com/
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145. Future Changes in Retail Competition:
Integration of Technology
Supply Chain
Management
Customer Customer
Management Satisfaction
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146. Use of technology in retailing
Retailers on the forefront of technology
who seek to understand their
consumers will achieve higher levels of
effectiveness in their efforts.
Examples
CRM
Online marketing
Supply chain management
RFID
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147. Future Changes in Retail Competition
Increasing Use of Private Labels
Helps in protecting retailer
niche
Sets retailer apart from
competition
Get customers in the store
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148. Future Changes in Retail Competition
Private Label Branding Strategies
Developing a partnership with well-known
celebrities, noted experts, and institutional
authorities.
Developing a partnership with traditionally higher-
end suppliers to bring an exclusive variation on their
highly regarded brand name to the market.
Reintroducing products with strong name
recognition that have fallen from the retail scene.
Branding an entire department or business; not just
a product line.
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149. Past Year Exam Questions
Retail Strategic Planning and
Operations Management
(Chapter 2)
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