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.
Retail Management Notes, Basics of Retail Management, Classification of Retailers, Types of Retailers, Scope of Retailing, Functions of Retailers, Role of Retailers in Distribution Channel, Indian retailscape, organized and Unorganized Retailers,
Retail Management Notes, Basics of Retail Management, Classification of Retailers, Types of Retailers, Scope of Retailing, Functions of Retailers, Role of Retailers in Distribution Channel, Indian retailscape, organized and Unorganized Retailers,
Theories of retailing, theories of retail development,
Retail Life Cycle, Environmental Theory, Cyclical Theory - Wheel of retailing, phases of retail development, Accordion theory
Retail Sore, Store management, Responsibilities of store manager, Store objectives, Store design, Principles of store design, Layout, Types of layout, Signage, Feature Areas
Retail Image refers to how a retailer is perceived by customers and others.To succeed, a retailer must communicate a distinctive, clear, and consistent image.
Theories of retailing, theories of retail development,
Retail Life Cycle, Environmental Theory, Cyclical Theory - Wheel of retailing, phases of retail development, Accordion theory
Retail Sore, Store management, Responsibilities of store manager, Store objectives, Store design, Principles of store design, Layout, Types of layout, Signage, Feature Areas
Retail Image refers to how a retailer is perceived by customers and others.To succeed, a retailer must communicate a distinctive, clear, and consistent image.
Business Pan for my previous startup Intellex Marketing, a retail media and marketing analytics firm, which delivers targeted promotions and marketing messages in a modern trade store at the POS in the form of printed coupons. Each promotion is customized based on the basket contents. Our solution is a great tool for brand marketers and merchandisers to reach their target segment thereby reducing marketing spillage and influencing shopper behavior.
Understanding of marketing for business Atta Siddiqui
THE MARKETING PLAN
IMPROVING OUR COMPETITIVE EDGE
A Marketing Plan is a written strategy for selling the products/services of a new business. It is a reflection of how serious a company is in meeting the competition head on, with strategies and plans to increase market share and attract customers. An effective Marketing Plan is backed by carefully collected market, consumer and competitor information, sometimes citing professional advice.
WHY PREPARE A MARKETING PLAN? A good Marketing Plan will help us to improve our odds against more experienced competitors and newly emerging ones. The Plan enables us to recognize and take action on any trends and consumer preferences that other companies have overlooked, and to develop and expand our own select group of loyal customers now and into the future. The Plan also shows to others that we have carefully considered how to produce a product that is innovative, unique and marketable- improving our chances of stable sales and profits - reasons for investors to financially back us.
Chapter 2 Developing Marketing Strategies and PlansNishant Agrawal
Developing Marketing Strategies and Plans
Value Delivery Process
What is the Value Chain?
Core Business Processes
Core Competencies
What is Holistic Marketing?
Levels of a Marketing Plan
Corporate Headquarters Planning Activities
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
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We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
1. RETAIL STRATEGY
A retail strategy would mean a clear and definite plan that the
retailer outlines to tap the market and build a long-term
relationship with the consumer.
2. WHY RETAIL STRATEGY??
• It provides rough analysis of requirement for different
types of retailing
• It outlines the goals of the retailer
• Firm learns how to differentiate
• Retailer studies the legal, economic and competitive
environment
• Firm’s total efforts are coordinated
• Crises are anticipated and often avoided.
6. Attractiveness -- Large,
Growing, Little
Competition More
Profits
Consistent with Your
Competitive
Advantages
CRITERIA FOR SELECTING A
TARGET MARKET
Rim Light / PhotoLink / Getty Images
7. SOURCES OF COMPETITIVE
ADVANTAGE
More Sustainable
Location
Customer Loyalty
Customer Service
Exclusive Merchandise
Low Cost Supply Chain
Management
Information Systems
Buying Power with
Vendors
Committed Employees
Less Sustainable
Better Computers
More Employees
More Merchandise
Greater Assortments
Lower Prices
More Advertising
More Promotions
Cleaner Stores
8. DEFINE THE MISSION OR THE
PURPOSE OF THE ORGANISATION
The mission statement is a statement of the long term purpose
of the organization.
A retailer’s mission statement would normally highlight the
following elements:
•The products and services that will be offered
•The customers who will be served
•The geographic areas that the retailers chooses to be in
•The manner in which the firm intends to compete in its
chosen markets
9. SOME RETAILER’S MISSION
STATEMENTS
SHOPPER’S STOP: To be a global retailer in India , & to
maintain the no 1 position in the Indian market in the department
store category.
FUTURE GROUP: We share the vision and belief that by
improving our performance through innovative spirit and
dedication, we shall serve our customers and stake holders
satisfactorily.
OYZTERBAY: Our mission is to build a company that is a
significant and profitable player in the business of adornment. To
do so, we will create a joyous and fun place to work that attracts
and motivates talented individuals to come together and work as
a team and share in the fortunes of the enterprise.
10. SOME RETAILER’S MISSION
STATEMENTS…
J.C. Penney Vision Statement:
"JCPenney is executing a strategic Long Range
Plan that consists of four integrated strategies
aimed at building a deeper, more enduring
relationship with our customers, increasing the
engagement and retention of our Associates, and
delivering industry leading financial performance
to our shareholders."
Wal-Mart Stores Mission Statement:
"Wal-Mart’s mission is to help people save money
so they can live better."
11. SOME RETAILER’S MISSION
STATEMENTS…..
Sears Holdings Mission Statement:
"To grow our business by providing quality
products and services at great value when and
where our customers want them, and by building
positive, lasting relationships with our
customers."
Sears Holdings Vision Statement:
"To be the preferred and most trusted resource for
the products and services that enhance home and
family life."
12. SOME RETAILER’S MISSION
STATEMENTS…..
Macy's Mission Statement:
"Our goal is to be a retailer with the ability to see
opportunity on the horizon and have a clear path
for capitalizing on it. To do so, we are moving
faster than ever before, employing more
technology and concentrating our resources on
those elements most important to our core
customers. "
Macy's Vision Statement:
"Our vision is to operate Macy's and
Bloomingdale's as dynamic national brands
while focusing on the customer offering in each
store location."
13. SOME RETAILER’S MISSION
STATEMENTS…..
Home Depot Mission Statement:
"The Home Depot is in the home improvement
business and our goal is to provide the highest
level of service, the broadest selection of products
and the most competitive prices."
14. OWNERSHIP & MANAGEMENT
ALTERNATIVES
A sole proprietorship is an retail firm owned by one person
A partnership is an retail firm owned by two or more
persons, each with a financial interest
A corporation is a retail firm that is formally incorporated
under state law; it is a legal entity apart from its officers
18. MARKET FACTORS
Market size – large markets attractive to large
retail firms
Growth – typically more attractive than mature
or declining
Seasonality – can be an issue as resources are
necessary during peak season only
Business cycles – retail markets can be affected
by economic conditions – military base towns
19. COMPETITIVE FACTORS
Barriers to entry
Scale economies of big box retailers
Service and unique, high-end products of small
retailers
Bargaining power of vendors
Markets are less attractive when only a few vendors
control the merchandise sold within it
20. COMPETITIVE FACTORS
Competitive rivalry
Defines the frequency and intensity of reactions to
actions undertaken by competitors
Conditions leading to intense rivalry: a large number
of same size retailers, slow growth, high fixed costs, a
lack of perceived differences between competing
retailers
21. QUESTIONS FOR
ANALYZING THE ENVIRONMENT
New developments or changes -- technologies,
regulations, social factors, economic conditions
Likelihood changes will occur
Key factors determining change
Impact of change on retail market firm,
competitors
22. PERFORMING A SELF-ANALYSIS
At what is our company good?
In which of these areas is our company better
than our competitors?
In which of these areas does our company’s
unique capabilities provide a sustainable
advantage or a basis for developing one?
Stockbyte/Punchstock Images
23. STRATEGIC ALTERNATIVES
MARKET SEGMENTS
RETAIL FORMATS
EXISTING NEW
EXISTING Market
Penetration
Market
Development/
Expansion
NEW Retail Format
Development
Diversification
Igor Ansoff matrix for growth opportunities for a retailer
26. RETAIL FORMAT
DEVELOPMENT
INTRODUCING NEW FORMATS
FOR EXISTING CUSTOMERS
EG. CROSSWORDS OPENING SMALLER FORMAT
STORES BY THE NAME OF CROSSWORDS CORNER.
CCD OPENING CCD EXPRESS
27. RETAIL FORMAT DEVELOPMENT
Develops a new retail format with a different
retail mix for the same target market
Multi-channel retailing
UK based TESCO:
Tesco Express: small stores located close to
where customers live and work
Tesco Metro: bring convenience to city
center location by specializing in ready-to-
eat meals
Tesco Superstores: traditional stores
Tesco Extra: one-stop destination with the
widest range of food and non-food products
28. DIVERSIFICATION
NEW RETAIL FORMATS DIRECTED AT NEW MARKET
SEGMENTS BY DEVELOPING NEW PRODUCTS
EG ITC GOING INTO APPAREL AND NOW INTO
GREETING CARDS.
29. SET OBJECTIVES
Objectives helps mould a strategy and translates the
organisational mission into action.
These objectives can be:
sales (growth, market share)
profit (level, ROI, efficiency)
satisfaction of publics (stockholders and consumers) and
image (customer and industry perception).
30. POSITIONING APPROACHES
Mass Retailer is a positioning approach whereby retailers
offer a discount or value-oriented image, a wide or deep
merchandise selection, and large store facilities
Differentiated Retailer positioning approach is when
retailer segments the customers in clusters and targets each
segment with a different approach
Niche retailer approach is when retailers identify specific
customer segment and deploy unique strategies to address
the desires of those segment rather than the mass market
31. IMAGE AND POSITIONING
An image represents
how a given retailer is
perceived
by consumers and others
33. IDENTIFICATION OF CONSUMER
CHARACTERISTICS AND NEEDS
Strategic Mass Concentrated Differentiated
Implications marketing Marketing Marketing
Retailer’s near a large near a small or medium near a large
Location population base population base population base
Goods/ wide assortment deep assortment of high distinct goods/services
Services of medium quality quality or low quality items aimed at each segment
items
Price popular prices High or Low High, Medium and
Orientation Low
Strategy General Specific Specific
Promotion mass advertising Direct mail/ Different Media for
Efforts subscription each segment
34. MACY’S RETAIL MIX
Retail Strategy
Customer
Service
Location
Merchandise
Assortment
PricingCommunication
Mix
Store Design
And Display
35. MACY’S RETAIL MIX
Enclosed Malls
Customer
Service
Merchandise
Assortment
PricingCommunication
Mix
Store Display
And Design
Location Strategy
38. MACY’S RETAIL MIX
Communication Mix
TV, Newspaper Ads
and Special Events
Store Design
And Display Merchandise
Assortment
Pricing
Customer
Service Location
39. MACY’S RETAIL MIX
Store Design and Display
Ring with Displays
Customer
Service Location
Merchandise
Assortments
Pricing
Communication
Mix
40. MACY’S RETAIL MIX
Customer Service
Modest
Location
Merchandise
Assortment
Pricing
Communication
Mix
Store Design
and Display
41. WAL-MART’S RETAIL MIX
Retail Strategy
Customer
Service
Location
Merchandise
Assortment
PricingCommunication
Mix
Store Design
And Display
42. WAL-MART’S RETAIL MIX
Free-standing Stores
Customer
Service
Merchandise
Assortment
Pricing
Communication
Mix
Store Display
And Design
Location Strategy
45. WAL-MART’S RETAIL MIX
Communication Mix
TV and Newspaper
Insert Ads
Location
Pricing
Store Design
and Display
Customer
Service
Merchandise
Assortment
46. WAL-MART’S RETAIL MIX
Store Design and Display
Basic, Special
Displays
for Products
Customer
Service Location
Merchandise
Assortments
Pricing
Communication
Mix
47. WAL-MART’S RETAIL MIX
Customer Service
Limited
Location
Merchandise
Assortment
Pricing
Communication
Mix
Store Design
and Display
49. VENDOR RELATIONSHIPS
Low Cost - Efficiency Through Coordination
Electronic Data Interchange (EDI)
Collaborative Planning and Forecasting to Reduce
Inventory and Distribution Costs
Exclusive Sale of Desirable Brands
Special Treatment
Early Delivery of New Styles
Shipment of Scare Merchandise
50. HUMAN RESOURCES MANAGEMENT
“Employees are key to build a sustainable
competitive advantage”
Strategies for Recruiting and Retaining Talented
Employees
Employee Branding
Develop positive organizational culture
51. DISTRIBUTION AND INFO SYSTEMS
Flow of Information
Vendor
Distribution Center
Store
-Better services
-Increase in breadth and depth
-Decrease in prices
By decreasing costs here, the
is more money available to
invest in:
52. LOCATION
What are the three most important things in
retailing?
“location, location, location”
Location is a competitive advantage
A high density of Starbucks stores
Creates a top-of-mind awareness
makes it very difficult for a competitor to enter a
market and find a good locations
54. CONTROLLABLE VARIABLES
STORE LOCATION:
General location and specific site, competitors, transportation
access, population density, type of neighborhood, nearness to
suppliers, etc
Build/ buy/ rent
55. CONTROLLABLE VARIABLES…
MANAGING A BUSINESS:
Human Resource Management and Operation
Management
Employee hiring, training, compensation, supervision,
rewards. Job descriptions are detailed and
communicated.
Financial dynamics involve asset management,
budgeting, resource allocation.
Store size and format, personnel use, store maintenance,
energy management, store security, insurance, credit
management, computerisation and crisis management.
56. CONTROLLABLE VARIABLES….
MERCHANDISE MANAGEMENT & PRICING:
Width and depth of merchandise, quality of goods & services
offered, buying decisions, budgeting, forecasting, retail
accounting, level of inventory.
Pricing techniques, range of price.
COMMUNICATING WITH CUSTOMERS:
Building & maintaining image as well as promotional techniques.
Store exteriors, layouts, displays, wall and floor colors, lights,
music, smell, temperature, kind of sales personnel, customer
service.
Flyers, ad campaigns, sales promotion.
Free publicity through stories written, televised or broadcast.
58. LEGAL ENVIORNMENT AND
RETAILING
Store Location
zoning laws
environmental laws
direct selling laws
local ordinances
leases and mortgages
Managing the Business
licensing provisions
personnel laws
antitrust laws
franchise agreements
business taxes
recycling laws
Merchandise Management and Pricing
trademarks
merchandise restrictions
product liability laws and sales taxes
sale prices
price discrimination laws
Communicating with the Customer
truth-in-advertising and selling laws
truth-in-credit laws
telemarketing laws
labeling laws
60. China
Increasing operating costs
Lack of managerial talent
Underdeveloped and
inefficient supply chain
India
Prefers small family-owned
stores
Restricts foreign
investment
GLOBAL GROWTH OPPORTUNITIES
61. KEY TO SUCCESS IN GLOBAL
RETAILING
Globally sustainable competitive advantage
Low cost, efficient operations - Wal-Mart, Carrefour
Strong private label brands: Starbucks, KFC
Fashion Reputation - The Gap, Zara, H&M
Category dominance – Best Buy, IKEA, Toys R Us
Adaptability
Global Culture
Financial Resources
62. INTEGRATING OVERALL STRATEGY
Elements are coordinated to have a consistent, integrated
strategy and to systematically account for uncontrollable
variables.
CONTROL
Retail audit
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