AT Kearney: Retail success still depends on core principles May 2013

1Retail Success Still Depends on Core Principles
The 2013 Achieving Excellence
in Retail Operations study
Retail Success Still
Depends on Core
Principles
The retail market is changing, but the 2013 AERO
study shows that the priorities remain the same.

“Increasingly, where one shops will be irrelevant,” USA Today wrote last summer in one of those
typical death-of-the-physical-store features full of anticipation about how augmented reality,
phone- based payment systems, and 3-D printers will change the very fabric of life.1
And some-
times it does seem that change is coming so fast that it is shaking the very foundations of tradi-
tional institutions. Just as managers gain familiarity with basic point-of-sale (POS) data, dozens
of new sources for data—and uses for it—proliferate. Just as online shopping channels finally
become accepted, mobile channels materialize to take some of their traffic. Just as one form of
new in-store technology (such as handheld scanners for inventory management) gains accep-
tance, another dozen tools (from tablets to digital price displays) clamor for deployment. Given
this pace of change, it’s tempting to believe that the future of retail really is somewhere else.
Certainly as we developed A.T. Kearney’s 2013 Achieving Excellence in Retail Operations (AERO)
study, we were aware the huge changes that had occurred just since our previous study, in 2010
(see sidebar: About the Study on page 3). Three years ago, we did not ask retailers anything
about social networking. We covered far fewer options for deploying technologies to customers—
and for getting information back from them. And although we asked about multiple channels,
the notion of integrated channel retailing was at best a distant mirage.
Despite the changes, the 2013 AERO study
demonstrates the importance of many
traditional core principles of retailing.
But look what happened with our results in 2013: Despite the changes, the AERO study demon-
strates the importance of many traditional core principles of retailing. It confirms that running
a successful retail operation is all about people: employees, customers, and the interactions
between them. One of the biggest secrets to success is the simple notion of engagement:
listening to your staff and your customers. Another is cutting back on administrative burdens to
get managers out in the field. And although the new wealth of technologies and available data
is a great boon, often the most productive uses of it are in addressing familiar challenges such
as managing shrink and out-of-stocks.
Sure, it is both fun and important to look at new technologies and the insights you can gain
from them. Yes, there is some value in the gee-whiz imaginings of a Jetsons-like retail future.
But when you dig deep into what actually generates profits for today’s most successful retail
companies, it turns out that they’re simply good at what great retailers have always been good
at: the nuts and bolts of operations. They identify the right metrics, analyze them appropriately,
and act intelligently. They support field leadership with tools and processes to improve their
decision making. They rely on, and seek insights from, front-line staff. And they view technology
as neither a threat nor a toy, but as a tool that better enables them to achieve ancient ambitions
such as customer insight, operations efficiency, and customer service.
In a sense, then, the more things change, the more they stay the same. In an information-soaked
environment, amid the emergence of multiple retail channels, it’s important to understand how
to take advantage of the changes. But it’s equally important to keep a hand on the pulse of core
1

Jon Swartz, “Why shopping will never be the same,” USA Today, 8 August 2012

About the Study
A.T. Kearney’s Achieving
Excellence in Retail Operations
(AERO) study provides insights
into how retailers around the
globe can improve their opera-
tions. With more than 100
questions, the survey probes the
strategy, tactics, and execution
of retailers in more than 20
countries. It covers multiple
sectors, including apparel,
health and personal care,
mass-market and hypermarket,
electronics, food and grocery,
and cash and carry.
The study is based on
A.T. Kearney’s Store Operations
Framework (see figure). This
framework, which was also used
to pioneer the 2010 study, breaks
operations into categories that
set strategic direction, deliver
core value, optimize expenses,
and drive lasting change.
Many retailers find great value in
the study. The results provide
them with insights into best
practices for improving opera-
tions; the customized benchmark
report shows how their perfor-
mance compares to sector
leaders (although of course all
company-specific data remains
confidential). Many also appre-
ciate the reflective process of
participating in the study. They
say that filling out the secure
online survey, which takes three
to four hours, helps identify
areas and processes that may
need further attention, and
metrics to consider in the future.
For companies with more than
one banner, AERO can serve to
help compare methods and
results to enhance best practices
across banners. For example, it
can point out where consistency
might be valuable in allocating
managers’ time or in managing
indirect costs.
The study is ongoing, and there
is still an opportunity to partic-
ipate in further research.
For more information, please
contact:
Joel Alden
joel.alden@atkearney.com
Adam Pressman
adam.pressman@atkearney.com
Source: A.T. Kearney analysis
Figure
A.T. Kearney’s Store Operations Framework forms the basis for the AERO study
Channel strategy
Voice
of the customer
Store business planning
Store operations
Real estate
life cycle management
Operating
expense control
Store
technology
Merchandising and
supply chain interfaces Field leadership
Drive store value
Enhance store valueChange management
and communications
Deliver core store value

principles: people, customers, and physical store layouts. This report examines the insights
from our 2013 AERO Study to show how retailers are turning great operations into profits.
Measure, Analyze, and Act
Everybody aspires to use information more effectively. With the increased availability of all sorts
of data on all sorts of issues, people want to be smart about taking advantage of it. But some
struggle to turn that desire into execution. Such is the case in retail. The AERO study shows that
retail leaders are much better than followers at collecting data, measuring activities, acting on
their insights, and measuring again to see the results. In short, they have mastered a principle
we call Measure, Analyze, and Act.
Voice of the customer
Retail leaders effectively apply this principle in the crucial area of the voice of the customer.
Although most retailers do a solid job of examining point-of-sale (POS) data, few use other data
sources, such as traffic-flow analyses or customer intercepts, to access customer opinions
(see figure 1).
In particular, we found that few retailers value social-network data. Fewer than half even bother
to collect it from third-party domains, and just 8 percent say it is very important in generating
insights. Likewise, retailers don’t take full advantage of direct customer contact data through
call centers or store employees. More than half still do not regularly mine their loyalty program
data—30 percent say they only look at the data once a year—especially ironic since most loyalty
Product review
Store employee
Contact center
Online
External
Loyalty
Survey
In-store
POS
Source: A.T. Kearney’s 2013 Assessment of Excellence in Retail Operations (AERO) study
Figure 1
Many sources of customer data exist, but not all are used
Rare
(fewer than 25% of respondents)
Common
(more than 75% of respondents)
Number of transactions
per day
Spending per transaction
Customer traffic
Customer surveys Focus groups Intercept interviews
Vendor-led consumer research
Loyalty program data
Industry research Association research
Social networks (company) Social networks (third party)
Contact center data
Store employee-generated consumer insight
Product reviews
Conversion rate Traffic flow analysis
Customer time
in store
Units per transaction

programs are designed to reward customers for the right to track their data. Respondents cited
workforce capabilities and technology as the main barriers to tracking this loyalty data—a theme
we’ll pick up in “Enable with Technology” below.
In a sense, the study provides two lessons here. First, at the granular level, there are many
underutilized sources of customer data, and retailers may need to invest more in the technology
and skills to take advantage of them more effectively. Second, in the bigger picture, the more
successful retailers are not only using more data, but they focus on the principle of Measure,
Analyze, and Act. Their leaders encourage measuring the right data, invest in the skills to gain
insights from that data, and use those insights effectively to frame future actions.
Store and channel management
Leading retailers excel at managing their stores and channels with strong operational and
employee metrics. As customers use multiple channels and bricks-and-mortar store revenues
decline, most retailers have correctly identified that they must move beyond multi-channel
retailing and begin integrating those channels. But our study finds that few retailers have
achieved real integration. Many services that a genuinely integrated multi-channel retailer
would offer, such as the ability to buy a product online and pick it up in-store, or visibility into
inventories from other channels, are offered by less than half of the retailers in our study.
A big problem is that although we live in a cross-channel world, few retailers have access to
cross-channel metrics (see figure 2). With the voice of the customer, the big issue is analyzing
and acting on a wealth of data; in store and channel management, the key is having the right
data in the first place.
For example, consider employee incentives. Many managers have studied the same metrics,
such as revenue or gross margin generated at POS, for 20 years. But an integrated channel
environment requires new employee behaviors not reflected in these metrics, such as supporting
a customer in ordering an out-of-stock item through a different channel. When employees are
rarely measured on the success of non-store channels, they have little incentive to encourage
their growth. Encouraging new employee behaviors requires new incentives, based on new
metrics. In short, as strategies change, metrics must change with them. Again, the focus needs
to be on Measure, Analyze, and Act—all three effectively.
Figure 2
Performance metrics do not support multi-channel results
Do your field managers have access to multichannel results in these categories?
(% of respondents)
Sales
21%
13%
11%
5% 5%
Sales
growth
Returns
rate
Demand
fill rate
Inventory
returns

Out-of-stock performance
Leading retailers use the Measure, Analyze, and Act principle to improve operational perfor-
mance, for example reducing the percentage of out-of-stocks. Respondents who set in-stock
goals at the stock-keeping unit (SKU) level, rather than by store, category, or subcategory,
perform 47 percent better on this key operational issue (see figure 3). Why? Because they know
when an important SKU is out of stock. When you aggregate out-of-stocks to the store level, you
may not know that that you’re missing a particularly high-volume or high-margin SKU, so your
overall out-of-stock performance will seem better than it really is. By measuring in greater detail,
leaders are better able to identify and address problems.
The sources of data are proliferating in our fast-changing retail environment. But as always,
what matters is not so much using lots of data, but rather using the right data. When you put
energy into defining what you’re measuring, you get a truer picture of your performance, and
results improve.
Shrink management
Another key operational issue, managing inventory shrinkage, can also be powered by
analytics. Again, you get what you measure. The one-third of retailers that don’t have shrink
as a key measurement cannot analyze it or act on it, which means they won’t be very effective
at managing the issue.
Figure 4 on page 7 highlights leading practices for managing shrink. Establishing shrink
targets by category is especially valuable because some categories are particularly large
contributors to shrink. Again, knowing how and where to Measure, Analyze, and Act can
greatly improve efficiency.
Note: SKU is stock keeping unit.
Figure 3
Defining in-stock goals at the SKU level can improve performance by almost 50 percent
Level at which in-stock goals are
goals are defined
(% of respondents)
Out-of-stock performance
(%)
4.0%
7.5%
Store, category,
or subcategory
SKU
–47%
7.3% average
SKU
32%
Store, category,
or subcategory
68%

Peak season management
Measure, Analyze, and Act also applies to managing stores during peak seasons. Analytic tools
can effectively predict peaks, giving you the power to act aggressively to increase staffing and
otherwise maximize peak volumes (see figure 5). Leading retailers not only make larger
increases in labor hours during peaks, which lead to larger revenues during peaks, but they also
ramp down more quickly. Managing peaks is not only about getting more revenue out of the
peak, but also about not wasting those revenues on inefficient post-peak operations. Leaders
have used measurements and analysis to know with confidence when the peak is over, and they
act accordingly.
Figure 4
Few firms set shrink targets by category
Which practices do you employ to reduce shrink?
(% of respondents indicating “extensive” or “somewhat”)
Have a well-
documented
strategy
85% 81%
65% 65%
58%
Leading practices
54%
38%
Have a formal
process
in place
Employ
technology
Use shrink
as a key
performance
metric
Establish
shrink targets
by store
Establish
shrink targets
by category
Use financial
incentives
Average number of
weeks in advance
to begin hiring
Number of weeks
after peak to ramp
down hiring
Number of hours
training peak staff
Figure 5
Leaders are more aggressive in managing peak periods
Others
Leaders
4
4
2
1
9
7

Unleashing Field Leadership
To drive store performance, retailers have always depended heavily on field managers. Yet
these crucial employees face ever-more-difficult challenges, and need more support to do their
jobs effectively. The AERO study finds that across the board—at the district and regional level
and above—managers are overseeing more stores. Implemented effectively, increasing spans
of control can save the company money. But performance will suffer unless the additional
responsibility is accompanied by a change in the type of work managers are asked to do.
The AERO study shows that field managers are spending too much time on administration, and
not enough actually in the field (see figure 6). Indeed, field managers spend more time on
administration than on interacting with customers, coaching staff, and looking at the condition
of their stores—combined. Yet, it is these field-based activities that create value. Retailers must
seek to reduce their managers’ administrative burden.
Although the average store manager’s administrative burden is likely not so obviously skewed,
even these managers would benefit their companies by coaching staff or interacting with custom-
ers. They too would benefit from better tools and processes to help them perform their adminis-
trative duties more quickly and efficiently. For example, one-third of store managers do labor
scheduling without guidelines from headquarters—and they use many different practices, from
Excel spreadsheets to custom applications to pen and paper. The different practices can lead to
errors and inefficiency that better guidelines and support from headquarters could easily reduce.
One valuable form of support is training. AERO results show that the leading firms give field
managers training in financial and human resources (HR) skills almost 90 percent of the time—
but for the followers, those numbers are just 43 percent for financial and 67 percent for HR.
More training means better decision making. It also means that managers higher up the ladder
are better able to delegate, because they can trust their sub-managers to accomplish these
tasks successfully.
Customer
interaction
Figure 6
Field managers have little time to interact with customers
Store managers
Field managers
34% 4%
18% 38%
19% 20%
11% 7%
Administration
Coaching
direct reports
Merchandising
compliance
What percent of time do you spend on each activity?

Don’t Leave the Front Line Behind
The front-line staff interacts with customers all day long—gaining valuable insights into customer
needs along the way. For example, when customers want products that a store doesn’t carry,
that data will not easily show up in many metrics, but the employees they spoke to will know.
However, few retailers take full advantage of these insights.
Front-line staff has always been closest to the customer, and that hasn’t changed. Successful
retailers have always been, and remain, those that best take advantage of these staffers’ insights.
This issue perhaps best encapsulates the irony we discussed in the introduction: that with the
myriad new developments and challenges today, fundamental principles can get lost. The
problem today is a lack of formal requirements or processes to gather these employee insights.
Simply hoping that employees will tell their supervisors (who will tell their supervisors, who will
tell theirs, and so on) isn’t enough. Zara and Best Buy are rightly lauded for creating formal
pipelines that capture and use employee insights.
Encouraging new employee behaviors
requires new incentives, based on new
metrics. In short, as strategies change,
metrics must change with them.
Employee satisfaction surveys are also underutilized. Happy employees make for happy
customers, but employee metrics are not well represented on standard performance measures
(see figure 7). A “balanced scorecard” should truly balance all dimensions of performance, but
many scorecards overemphasize financials at the expense of indirect measures such as
employee satisfaction that can also impact future financial results.
Figure 7
Employee and operational dimensions underweighted in measuring performance
Most importantVery importantImportant
61%
31%
23%
4%
Customers
Financials
Employees
Operations
How important are these dimensions in performance reviews?
(% of respondents)

Since employees’ customer skills are so important, shouldn’t this talent figure more prominently
in the hiring process? Half of all retailers have no customer experience skills testing (see figure
8). Again, retailing is a people-oriented business, and successful retailers find great, people-
oriented employees.
Additionally, few retailers create dedicated change management programs to help their
employees prepare for new initiatives (see figure 9). While the vast majority say they use
training, metrics, dedicated teams, and follow-up measurements, only 19 percent say they
include dedicated change management programs as part of pilots and initiative rollouts.
Figure 8
Variable recruiting practices
89%
82%
57%
46%
14%
Structured Q&As
Background checks
Standardized tests
Drug tests
Customer experience
skills testing
Which of these tactics do you use in store hiring?
(% of respondents)
Two-thirds of leaders
test for customer
experience skills
Figure 9
Few retailers address change management when preparing for new initiatives
How do you prepare for initiative rollouts?
(% of responses)
Employee
training
96%
85% 81%
73%
27%
19%
Clearly
defined
metrics
Dedicated
teams
Follow-up
to measure
success
Employee
certification
Dedicated
change
management
program

Enable with Technology
Many retailers are buying technology as an answer to their problems. The leaders stand out,
however, because they also know the question. They obtain technology with a clear view of
what they hope to accomplish.
Customer-facing technology is a hot topic, and many retailers plan to invest more in it (see
figure 10). In part, these heavy levels of investment reflect the fact that deployment of customer-
facing technology is limited. Still, few retailers are convinced of the effectiveness of these
technologies. For nearly all of the technologies listed in figure 10 (other than self-serve order
terminals), fewer than 20 percent of retailers rate any of them as highly effective. It’s a bit
puzzling that companies would invest in technologies that they have not yet seen to be effective.
We believe the issue is that these retailers don’t understand their effectiveness because they
don’t know how to measure the success of these tools. Devoting more attention to the goals
they hope to accomplish with the tools will lead to ways to measure their effectiveness in
achieving those goals.
For example, a retailer hoping to gather more meaningful customer insights might identify a
lack of technology as a barrier to that goal, and thus invest to achieve it. Which technologies will
effectively analyze, for example, loyalty data? How will you know when these tools are working?
Asking these questions helps target the best technology investments, whether the goal is
customer insights, channel integration, or operations efficiency.
To date, operational efficiency technologies have demonstrated clearer benefits than customer-
facing technologies. Tools such as handheld scanners for inventory management, labor
Figure 10
Mobile commerce tools and self-serve terminals lead customer technology trends
Which customer-facing technologies do you expect to invest more in?
(% of respondents)
Self-serve
terminals
95%
91% 89% 87%
77%
70%
58%
26%
Mobile
apps
QR-code-
enabled
information
Mobile
point-of-
sale
Digital
marketing
displays
Digital
price
displays
Smart
carts
Free
Wi-Fi
Moderate increase
Significant increase

scheduling applications, customer traffic flow technology, tablets or similar devices, and
time-attendance solutions all have higher levels of adoption and higher effectiveness ratings.
AERO respondents expect to increase their use of tablets, in particular, for purposes ranging
from POS solutions to product displays.
The More Things Change…
Fifty years ago, some of today’s retail technologies would have been inconceivable. To think
that most homes would have a computer through which you could search for, examine, and
purchase items without ever having to go to the store… and yet similar alternatives actually did
exist. Substitute the word “catalog” for “computer” could show that, to borrow USA Today’s
words, “where one shops [has been] irrelevant” for decades. And yet over all of these years,
shoppers have preferred the in-person store experience.
We can’t predict what technologies will be available in 50 years—or even five years. As options
proliferate, bricks-and-mortar stores may indeed play a smaller role. But at heart, retail is a people
business, with traditional principles that center on maximizing the value of human interactions.
As always, retailers should seek to improve analytics to drive better performance, support field
leaders to reduce their administrative burdens, highlight the value of their front-line staff, and
achieve meaningful goals. Despite the latest inventions—or even because of them—the funda-
mental principles represent the soundest road to success.
Authors
Joel Alden, partner, Toronto
joel.alden@atkearney.com
Adam Pressman, principal, Chicago
adam.pressman@atkearney.com
Caitlin MacNamara, consultant, Toronto
caitlin.macnamara@atkearney.com
Dean Hillier, partner, Toronto
dean.hillier@atkearney.com
Megan Geelhoed, consultant, Chicago
megan.geelhoed@atkearney.com

A.T. Kearney is a global team of forward-thinking, collaborative partners that delivers
immediate, meaningful results and long-term transformative advantage to clients.
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© 2013, A.T. Kearney, Inc. All rights reserved.
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AT Kearney: Retail success still depends on core principles May 2013

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