Let’s imagine for a moment that you’re running a billion-dollar brand. Last year’s net expansion of stores was negative (not counting a recent acquisition) and your share in online sales remains below 5%. Can you already feel how analysts and journalists rip you to shreds over your unconvincing omni channel retailing?
Those of you working in travel retail know Global Blue. The company services tourist retail around the globe with VAT refund services. In this way they collect valuable information about a very precious consumer group. With more than 30 years in that business, they have collected a lot of valuable consumer information. Global Blue have shared some of their insights together with the Economist Intelligence Unit (EIU). This post takes an in-depth look at an example of these insights: the habits of Brazilian consumers and their luxury spending. (more…)
Put yourself in the shoes of a senior vice president of outlet retail for a lifestyle brand in Europe who runs a few stores across several countries. Your stores are commercially successful, and your brand is an anchor tenant for many landlords. But you observe that you could do even better by becoming more engaged in retail operations. Are you tempted to push that old KPI and performance management button to reach your full- and part-time store associates? And, how well has that worked out for you in the past?
Asics, Adidas, New Balance, Nike, and Puma were my main brands of interest. To assess them, I researched cross channel experience best practices of a wide range of brands and retailers, created a scorecard, and built a store assessment app. In late August, I went on a field trip to London to find out how well they performed.
In Part I I talked about the specifics to consider when taking a proven retail format international with regards to store location, adjacencies, assortment, product mix, store size, dimensions, layout and store look and feel.
Imagine you own 43% of your online market, and 50% of the online growth, but 85% of your market continues to be brick & mortar? Imagine (more…)
I have to admit, I have a love-hate relationship with Amazon. As a consumer, I like their ultimate convenience for need shopping, yet find their attempts at inspiring my impulse shopping utterly over the top. As a brand and retail manager, I love them for (more…)
In the old days, higher average selling prices were a convenient strategy to grow competition. This often worked, even though the number of tickets came down. But over the last few years, many retail managers focussed on monitoring conversion rates and units per ticket when driving same store performances – now we may have to look for new ways to grow L4L sales. (more…)
Its retail sales staff stand out when compared to their counterparts in other countries. Yes, department stores are dying off in Japan too and retailers are cutting costs, but retail service continues to be superior. As retailer managers we still look to Japan with great respect for their service culture. How can they afford to hire so many retail service personnel? (more…)
There are many ways to report inventory turns and as New York is an expensive retail place, retailers there have to be more creative about how they do this. Nygård’s Times Square store for example, communicates stock turns on a live ticker (similar to those at the NY Stock Exchange) in their store window. “We sell a pair of leggings every 45 seconds!” tells consumers that stock turns fast and you had better hurry up if you want to participate. (more…)