Retail Portfolio Management: Renegotiating Your Rental Contracts

This is the second installment of a short series that dives into a few uncommon KPIs for successful retail portfolio management. Learn how traffic cost and footfall per hour can help you renegotiate rental contracts.

For many years, retail expansion was the main growth strategy in the brand retail world. More recently, however, brands increasingly face an under-performing retail portfolio. Realising that retail expansion doesn’t work without like-for-like growth of existing stores, brands are busy assessing their retail portfolios in order to focus on profitable stores and stores with potential for improvement.

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Spain & Portugal on the Brand Horizon

Is it time for brand expansion to Spain and Portugal? The economic outlook for the Iberian peninsula is currently boosting the confidence of international retailers on the lookout for new opportunities.

Spain and Portugal are back in the mindset of expansion managers! Several international brands are currently revisiting their expansion strategies or considering taking up business in Spain and Portugal. There might even be more opportunities for international brands now than there were before the crises.

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Retail Portfolio Assessment: The Good Ones Into the Pot, the Bad Ones Into Your Crop

What tools are available to help brands choose their most promising retail locations, and identify the not so promising ones? Let’s mobilise some unusual KPIs!

Inspired online stores, a lack of innovation in brick & mortar retail, overpriced retail locations and double-digit traffic losses all contribute to diluting 4-Wall contributions of many brick & mortar stores. It’s therefore no big surprise that we are frequently asked to help brands to pick out the most promising retail locations, to identify locations to shut down and, even more importantly, to identify the ones with potential for store performance improvement.

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Online Customer Acquisition: Challenges and Opportunities for Brands

Building a successful e-commerce business requires a strong online customer acquisition strategy, especially when the competition are big platforms like Amazon or Zalando. How can brands leverage their strengths to compete?

A brands’ ability to operate a successful e-commerce business clears the path to bigger margins and critical access to customer insights compared to wholesale channels. If you are an executive working for a ‘traditional’ fashion brand and want to better understand the marketing of your online store, ask your e-commerce director this simple question:

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Goats on a Roof! And What’s Your USP?

As far as unique selling propositions go, goats on a roof are pretty unique. And this offline-only retail location on Vancouver Island has turned them into a long-term success story without selling a single goat.

Once upon a time there was a tiny fruit booth near the Trans-Canada Highway that served Vancouverites en route to their weekend and summer houses as well as tourists exploring an island full of natural beauty. That was back in the 70ies when Kristian and Solveig Graaten, who had migrated from Norway 20 years earlier, decided to start a small retail business on Vancouver Island.

In the meantime, this little fruit stall has become the queen of retail locations and one of the most frequented tourist attractions on Vancouver Island: The Coombs Old Country Market.

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Going Benelux? Done right, a growth opportunity for brands and retailers

What are the challenges and opportunities for brand expansion to Benelux? Learn how to best tap the full potential of the Benelux retail markets.

When considering new regions for brand expansion, Benelux countries may raise concern about their small size as well as the many different languages and other cultural particularities. But taken together, the relatively small countries of Belgium, the Netherlands and Luxembourg represent an often underestimated powerhouse.

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Brand Development for the Future: Back to the Basics

Successful brand development relies on getting three key factors right: having a unique selling proposition (USP), working with the right people, and creating simple and lean processes.

The brand and retail world has grown in size and sophistication, but also in complexity. Every one of the 20 odd years I’ve worked in this industry has made clearer what allows some companies to succeed and what others lack. New distribution channels and fashionable management philosophies notwithstanding, focusing on these three success factors is essential.

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How to Measure Omnichannel Management Success

Brand growth management already has many KPIs. What omnichannel measurement do you use to determine the payback of your investment?

Summertime is brand strategy planning time, when brand managers prepare for battle with their KPIs to prepare for new recruiting and securing a higher share of next year’s investments for their channel. But consumers have fundamentally challenged that profit centre logic. Perhaps it’s also time to rework your brand investment planning and the KPIs that measure brand growth success?

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Driving Brand Growth with Private Equity

Brand private equity investments have increased, but not all have been success stories. How can PE and brands work together successfully?

Over the last couple of years, brand private equity (PE) investments have increased strongly. Brand investments were very attractive, PE investors had a positive influence, but not all PE investments have been success stories. From my experience as a CFO in that environment, I’d like to share some learnings on how brands can grow successfully with private equity. (more…)

How to Benefit from Bestseller Management Immediately

Bestseller Management is one of the most important processes to improve sell-through and mark-down in the consumer goods industry. What KPI helps identify bestsellers and make smart decisions about them?

Some companies like Zara, Kennel & Schmenger or s.Oliver excel at managing bestsellers. While Zara works with sophisticated analytics to alter bestselling styles by fabric, color or detailing, s.Oliver masters  bestseller management to a degree that endangers its potential to innovate.

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