Strategic Planning in Retailing
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The document discusses key elements of developing a retail strategy, including: 1) Defining target markets and retail formats to focus on, sources of competitive advantage, and criteria for selecting target markets. 2) Developing objectives, positioning approaches like mass, differentiated, and niche retailing. 3) Considering elements of the retail mix like location, merchandise, pricing, and communication for retailers like Macy's and Walmart. 4) Obtaining resources and considering relationships with vendors, human resources, distribution systems, and store location.
Strategic Planning in Retailing
- 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.
- 3. STEPS INVOLVED IN DEVELOPING A RETAIL STATEGY
- 4. STEPS IN DESIGNING RETAIL STRATEGY
- 5. KEY ELEMENTS IN RETAIL STRATEGY Target Market the market segment(s) toward which the retailer plans to focus its resources and retail mix Retail Format the nature of the retailer’s operations—its retail mix Sustainable Competitive Advantage an advantage over the competition © image100 Ltd
- 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
- 15. CHECKLIST FOR NEW BUSINESS
- 16. CHECKLIST FOR PURCHASING AN EXISTING RETAIL BUSINESS
- 17. ELEMENTS IN A SITUATION AUDIT
- 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
- 24. MARKET PENETRATION INCREASE THE BASKET SIZE INCREASE THE CUSTOMERS INCREASE THE PURCHASE FREQUENCY
- 25. MARKET DEVELOPMENT NEW MARKET SEGMENTS WITH EXISTING FORMATS NEW CUSTOMER BASE EXAMPLE: Mc DONALDS
- 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
- 36. MACY’S RETAIL MIX Location Pricing Communication Mix Store Design and Display Customer Service Many Items in Apparel and Soft Home Assortment Strategy
- 37. MACY’S RETAIL MIX Location Communication Mix Store Design and Display Customer Service Merchandise Assortment Moderate with Frequent Sales Pricing 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
- 43. WAL-MART’S RETAIL MIX Location Pricing Communication Mix Store Design and Display Customer Service Large Number of Categories Few Items in Each Category Assortment Strategy
- 44. WAL-MART’S RETAIL MIX Location Communication Mix Store Design and Display Customer Service Merchandise Assortment Low, EDLP Pricing 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
- 48. OBTAIN AND ALLOCATE RESOURCES NEEDED TO COMPETE Human as well as Financial
- 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
- 53. OVERALL STRATEGY Controllable Variables •Store location •Managing business •Merchandise mgmt. •Pricing •Communicating with customer Uncontrollable Variables •Consumer •Competition •Technology •Economic conditions •Seasonality •Legal restrictions Retail Strategy
- 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.
- 57. UNCONTROLLABLE VARIABLES CONSUMERS: COMPETITION: TECHNOLOGY: ECONOMIC CONDITIONS: Unemployment, Tax rates, Inflation, Interest rates, GDP. SEASONALITY: LEGAL RESTRICTIONS:
- 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
- 59. FACTORS TO CONSIDER WHEN ENGAGING IN GLOBAL RETAILING
- 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 FEEDBACK