retail management chapter 5
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This document discusses retail market strategy and the strategic planning process for retailers. It defines the key elements of a retail strategy as target market, retail format, and competitive advantage. Sources of competitive advantage can be sustainable, like location and customer loyalty, or less sustainable, like prices and promotions. The document outlines different growth strategies retailers can pursue, such as market penetration, expansion, format development, and diversification. It also discusses factors important for success in global retailing and the stages of the strategic planning process, including performing a situation audit and self-analysis.
retail management chapter 5
- 1. Retailing Management 8e © The McGraw-Hill Companies, All rights reserved. 5 - 1 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 Retail Market Strategy CHAPTER 05 McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
- 2. 5 - 2 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Questions • What is a retailing strategy? • How can a retailer build a sustainable competitive advantage? • What steps do retailers go through to develop a strategy? • What different strategic growth opportunities can retailers pursue? • What retailers are best positioned to become global retailers?
- 3. 5 - 3 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 • Due to the emergence of • New competitors • New formats • New technologies • Shifts in customer needs More attention to long-term strategic planning than ever before
- 4. 5 - 4 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Elements 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
- 5. 5 - 5 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 • Attractiveness -- Large, Growing, Little Competition More Profits • Consistent with Your Competitive Advantages Criteria For Selecting A Target Market Rim Light / PhotoLink / Getty Images
- 6. 5 - 6 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Sources 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
- 7. 5 - 7 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Customer Loyalty • More than simply liking one retailer over another • Customers will be reluctant to patronize competitive retailers • Retailers build loyalty by: • Developing a strong brand for the store or store brands • Developing clear and precise positioning strategies • Creating an emotional attachment with customers through loyalty programs
- 8. 5 - 8 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 • Retail brand • Can create an emotional tie with customers that build their trust and loyalty • Facilitates store loyalty because it stands for a predictable level of quality Retail Branding Stores use brand (store’s name and store brands – private label brands) to build customer loyalty
- 9. 5 - 9 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 Approaches for Building Customer Loyalty • Brand Image • Positioning • Unique Merchandise • Customer Service • Customer Relationship Management Programs
- 10. 5 - 10 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Example of Positioning
- 11. 5 - 11 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Vendor 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
- 12. 5 - 12 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Human Resources Management • “Employees are key to build a sustainable competitive advantage” • Strategies for Recruiting and Retaining Talented Employees • Employee Branding • Develop positive organizational culture
- 13. 5 - 13 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Distribution 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:
- 14. 5 - 14 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Location • 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
- 15. 5 - 15 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Growth Strategies • Market Penetration • Market Expansion • Retail Format Development • Diversification • Related vs. Unrelated Ryan McVay/Getty Images
- 16. 5 - 16 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Growth Opportunities
- 17. 5 - 17 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Market Penetration • Attract customers from target market – Walgreens “on every corner” • Get current customer to visit store more often or buy on each visit Cross Selling – sales associates in one department sell complimentary merchandise from other departments Example: Manicurist sells services plus hand lotion or nail polish Example: Salesperson sells leaf blower directs customer to electrical department to purchase a 100 foot extension cord.
- 18. 5 - 18 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Market Expansion • Market expansion growth opportunity involves using the existing retail format in new market segments • Dunkin’ Donuts – new stores (and at gas stations) outside northeastern • Abercrombie & Fitch (for college students) opens lower-priced chain Hollister Co. for high school students
- 19. 5 - 19 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Retail 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
- 20. 5 - 20 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Diversification • Introduces a new retail format toward a market segment that is not currently served by the retailer • Related diversification • Unrelated diversification • Vertical integration into wholesaling or manufacturing
- 21. 5 - 21 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 • 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
- 22. 5 - 22 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Key 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
- 23. 5 - 23 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 Stages in the Strategic Retail Planning Process
- 24. 5 - 24 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Elements in a Situation Audit
- 25. 5 - 25 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Market 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
- 26. 5 - 26 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Competitive 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
- 27. 5 - 27 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Competitive 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
- 28. 5 - 28 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5 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
- 29. 5 - 29 CHAPTER 2CHAPTER 1CHAPTER 1CHAPTER 5Performing 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