You should go... if you are in the mood for a bargain.
(It's a client, and I KNOW they have good stuff because I have some of it myself.)
retail business development and business performance
You should go... if you are in the mood for a bargain.
(It's a client, and I KNOW they have good stuff because I have some of it myself.)
The definition of shelf-space-elasticity is the ratio of additional sales to additional space allocated in retail settings.
Based on a meta-analysis (Elsend, Journal of Retailing, May 2013) of 1,268 estimates of shelf space elasticities, the author found that:
The author does not explicitly state this, but one assumes that the findings apply ‘within reason’. That is; if you increase shelf space allocation by 10%, sales will increase (on average) by 17% - up to a point.
Also please note this does not mean that sales will increase from 10% to 17% - it means that sales will increase by a factor of 17% (and not by 17%).
BUYCOTT (an app) was launched recently that allows users to boycott the retail brand. Once you’ve scanned an item, Buycott will show you its corporate family tree on your phone screen, and if you don’t like the parent company for whatever reason, you can pick a different brand.(I haven’t downloaded the app because the Android app has been withdrawn because of a flaw. (The app is #10 in the App Store overall, and is getting 10+ new users every second. I also presume it is US only at the moment.)
In a twitter conversation, the person who first tweeted the link and I had a conversation, and her point of view was:
And my view is that, yes, I am more afraid of the leaderless, faceless mobs of the twittersphere than of the (predictable) power-elite.
I have written previously about the power of social to do harm. Some examples of community-powered change are:
These are all examples of how people power made the ‘authority’ bend the knee to the people.
You may agree or disagree with these ‘causes’, but once the mob had mobilised, there was not stopping it.
Recently there was the example of how Bernie Brookes from Meyer ‘caused a social media stink’ with his comments about the NDIS.
Again, this was a classic case of misguided zeal that led the mob to propose Meyer boycotts. In fact, a local retail consultant actively instigated this initiative under a cloak of self-righteous indignation. Obviously it has now become dangerous to express an opinion, or in Mr Brooke’s case a fact, that the mob might take offense too. I have no doubt Mr Brookes supports the NDIS; as do I and every person who has a heart. Supporting the NDIS (or not) was not quite the point, but the full story cannot always be redacted to 140 characters and reason therefore does not always prevail in a tweet.
(I suppose the point was lost on the ‘consultant-activist’ that such a boycott would actually hurt all the innocent shareholders, employees, suppliers and all their employees and so forth.)
And one more about Abercombie & Fitch to show the power of a CEO to make – or break – a brand can never be overestimated – even in an interview that took place 7 years ago.
(Apparently the mob does not condone target marketing any more.)
And there is more.
IT’S NOT the first time that everyday people all o
ver the world have decided to reclaim the streets, and it surely won’t be the last. In the face of discontent and apathy about politics – in response to the democratic deficit between citizens, politicians and financial markets – citizens will always look for better alternatives to the existing political structure.
Global Noise is about making ourselves heard. In a democracy, the government should be by the people and for the people. The reality is that we are asked to cast a vote once every three years, watch our elected representatives change all their policies and just shut up. The world is facing a great variety of issues that perpetuate conflict, poverty and political apathy.
This is the story of how ONE reader sent Victoria’s Secret scurrying for cover.
But because one person was particularly offended by this particular item, and found a ready echo chamber at a web site dedicated to issues relating to race, and then the online ‘news’ sites like Huffington Post and The Daily Mail reported it as a controversy, the product disappeared from Victoria Secret’s site.
That’s not evidence of peer-to-peer collaboration or effecting meaningful change in the world, is it?
Most brands are realizing that there’s someone out in the ethersphere who will be offended by something it does. Online tech gives everyone a soapbox (again, I’m all for it) and makes anyone a potential rabble-rouser. And then it stops…right there…since very few people are actually equipped to propose real things, inspired to lead one another, or willing to take the time and effort effecting real change takes.
Still, so much marketing gets away with selling us impossible ideals of beauty, happiness, and success, even in 2013.
Corporations and governments should be scared shitless of the day when we of the huddled masses figure out that we can use the Internet to change the things they offer us.
These words are going to prove prophetic indeed. And all people (not only early adopters) will eventually realise the power they have.
Whilst we recognise in principle that power is being returned to the people – the wildcard in all of this is technology.
It will amplify the trends and consequently the potential to do good and the potential to do harm.
On the negative side, there is a risk of mob-mentality and combine this with self-righteousness and half-truths, you have a cocktail for disaster.
And the mob will come for you at some stage. The little guys may only warrant little mobs, but don’t bank on that. The main thing is whether you are prepared for the inevitable; because the full force of these faceless masses unleashed on a business can be sufficient to spell the end of your business. You better have a social-savvy PR firm on your side to help you navigate.
Good marketing will slowly build your business. Bad PR will destroy it all instantly.
And finally, which is why I reckon: Long Live the Trolls. (Eventually they will help save the self-righteous mob from itself.)
Future-proof your business with Ganador
Do yo know your Space Allocation Index?
One simple thing to do in a multi-category store (and it is even somewhat relevant when you have several sub-classes in a single category) is to balance your store in terms of merchandise allocation.
The core idea is that percentage contribution that a category/class makes to your overall gross margin should be proportionate to percentage of floor space that the product category occupies.
If product A contributes 10% of your GM$ then it should occupy 10% of your floor space.
You calculate the index as follows:
%Category Contribution to Margin
%Category Allocation of Floor Space (sqm)
The idea is that if the resulting index < 1 then the category occupies more space than it should and if it scores > 1 then you have category that over-performs.
In theory you will increase the space allocation (and stock) when a category is productive and vice versa for low-scoring categories.
But the exceptions to this rule are many and varied of course:
But the key point remains valid:
You don’t want to be under or over represented in a merchandise category, and calculating your SAI is an excellent starting point. Once you have done the calculations, you can then make some rational decisions about whether the misalignment has nay merits – and if not take action.
In my experience, for example, a typical newsagent can increase sales by 15% by getting this right.
How much money are you leaving on the floor?
PS: Happy to discuss simple ways to calculate the floor space allocation for a category - because in practice that can prove to a lot harder than you may think at first.
completed my own doctorate (waaaay back), one of the tangential observations
made was the following shopping typology:
Type Q: The functional, utilitarian patron who shops of necessity, as quickly (hence: type Q) as possible because it is a chore. This type of behaviour is characterised by small but frequent purchases which are purely aimed at acquiring merchandise for consumption. Duration of the visit is usually short, and only a limited part of the centre (if it is a large centre) or a small (convenience) centre is patronised. Target stores are usually supermarkets for grocery shopping.
Type R: The hedonic shopper who does not necessarily buy a lot but has fun and enjoys the shopping task. The visit to the centre is in a relaxed (hence: type R) manner. The aim is to enjoy the shopping experience and the actual purchase and consumption is secondary. That is the patronage behaviour does not necessarily extend to buying behaviour - or is limited to entertainment orientated consumption.
Type Q and Type R never took off, but the industry has subsequently adopted (none of my doing) the typical distinction of the Social and the Functional shopper. The reason why Q & R works for me is because it relates to two very different customer experiences and hence can be translated pragmatically into specific programs.
The retail supply chain is broken and I am sadly observing systemic failure in the retail supply chain,. The symptoms are as follows:
Who is right and who is wrong? The short answer is they are all wrong – about each other – and this is the cause of the systemic failures in the supply chain.
We often have to spend a great deal of time on facilitating discussions to help each party understand the other’s point of view.
‘While two dogs are fighting for a bone, a third runs away with it’; so the old saying goes. And it is true here too.
Whilst there is a tussle for power and control between landlord and retailer, between franchisor and franchisee, the customer (the third dog) runs away with it.
None of the business entities in the retail supply chain have much power anymore. And whatever power you exert over another party is tenuous and will fade anyway. The consumer is empowered. They have a little device in their pocket called a Smartphone, and that means they can any information and increasingly any product from anywhere in the world at any time they please.
A collaborative supply chain is a strong supply chain.
But, I am not optimistic:
ganador.com.au: architects of high-performance retail environments.
On our very first day on the planet, the influence
task that faced us was immense. We had to persuade those around us, without
language, without consciousness, without anything like the oratorical prowess
that we possess as adults, to take care of us—to subjugate their own interests
at the expense of ours.
Babies are equipped with three features, fitted as standard, calibrated to cut straight through our deliberation, which are:
1. An unignorable soundtrack that figures at the top of nearly everyone’s list of aversive acoustic stimuli;
2. Appallingly cute good looks, that prove pretty much irresistible to anyone caught in the spotlight;
3. A hard-wired propensity to make eye-contact, to attend to the eye-regions of faces.
In one study, a bunch of wallets were left on the streets of Edinburgh, each containing one of four photographs. A happy family. A cute puppy. An elderly couple. And a smiling baby. Which ones, the researchers wondered, would find their way back to their "owners" most often?
Of the 40 wallets of each type that were dropped, 28% of those containing the portrait of the elderly couple made it back successfully; 48%, the family snapshot; 53%, the photo of the cute puppy.
And a whopping 88%, the picture of the smiling baby!
HT: Via Kevin Dutton - Unfortunately no source was recorded at the time. Happy to rectify that if you can assist.
A friend of mine has put his hand up to help you.
Michael Ratner (owner of Compendium) is collecting some basic data that will assist retailers to understand where they are at - exactly - and how they compare.
He is braver than me, but it is a worthwhile exercise.
DOWNLOAD this simple spreadsheet and provide him with some basic percentages and you will get a huge benefit in return. It won't take long to do - JUST DO IT...
post I wrote about how your body ‘thinks’ = Embodied Cognition.
I asked you a question. If you haven’t read it, read it quickly before continuing because the answer follows at the bottom of this post.
I have changed my writing schedule to bring you DAILY blog posts instead of a weekly posts and a monthly (more-or-less) newsletter. But sometimes you just come across stuff that can only be shared as ‘titbits’ in a newsletter, so I am introducing a ‘random stuff you need to know about’ post.
1. There is a place that kids can turn to get homework help. Mmmmh….
2. I juxtapose this with Seth Godin agitating for change in the school system – a noble dream and interesting read. (Although it has been around a while.)
3. Two interesting facts from some academic research:
Our results show that a higher degree of customers' convenience orientation in contrast to the degree of risk aversion and service orientation encourages the selection of the online channel over the offline channel.
The negativity of the service failure has the potential to escalate when consumers who are part of a traditionally stigmatized group believe the service failure to be a purposeful event brought on by physically observable differences in appearance
As always, YOUR JOB when being confronted with facts like these are to ask yourself: SO WHAT? And then respond to your own interpretation.
4. And fourthly, being entrepreneur, I was attracted to the title of this site: http://www.thestartupofyou.com/ - and since it was written by the founder of LinkedIn I thought it was interesting enough to check out.
5. This wonderful piece from Ian Martin on turning 60 – one for the Boomers.
6. Have you ever wondered what the world's first website, looked like? It is recreated on its original URL 20 years since it launched? Check it out.
The answer to yesterday’s question is:
People moving UP are more likely to donate because they are more ‘upstanding’ or ‘high-minded’ and will act accordingly.
GANADOR: Building businesses that can jump the curve with certainty.
Here is a heads-up for contextual commerce. We had eCommerce, the F- and S- and T- and now we are simply back at c-commerce.
There are two converging trends that are now creating the typical mash-up of opportunities and crisis for retailers. (Hands-up if you have had enough change to last a lifetime?)
1. Content Marketing.
What? You didn’t know? Goodness, there is an INSTITUTE already and a recent report has found that 96% of Australian marketers use content marketing. But this post is not about content marketing so here is a good current overview. Content marketing is the background you must understand in order to get what contextual commerce is all about. So a short definition will suffice:
Content marketing is the art of communicating with your customers and prospects without selling. It is non-interruption marketing. Instead of pitching your products or services, you are delivering information that makes your buyer more intelligent. The essence of this content strategy is the belief that if we, as businesses, deliver consistent, ongoing valuable information to buyers, they ultimately reward us with their business and loyalty.
It has proven pretty difficult to make a buck on the internet. There are of course a few success stories, but relative to the number of websites online, there are an infinitesimal number of commercial successes that are purely digital. (Internet users have grown up on a diet of FREE, it seems.)
Almost every business model of any internet enterprise that does not sell physical goods, pornography or advice on how to make money on the internet makes money via advertising. Google makes BILLIONS with Adwords.
But even the Adwords goldmine will run dry - unless Google jumps the curve to acquire a new platform for contextual commerce, which is the convergence of content and ecommerce.
Opensky focuses on social network for its contextual commerce efforts.
And Mulu focuses on what they call ‘shoppable ads’.
The above are applications that provide contextual commerce. That is, there are services (applications) that allow the product owners to ‘own’ key words on other websites (content providers) which, when clicked on, does not take you to a website and does not pop up and advertisement – it allows you to buy the item straightaway. ) There are several examples of how some publishers are riding the content wave.)
For example the technology to click on an item of clothing an actress on TV is wearing and then be taken to your shopping cart is rapidly maturing. That is an example of the ‘context’ of that particular item of clothing (provided by the television story) is what sells the item. (I.e. not an advertisement during a break in the programming.)
Contextual commerce is set to disrupt marketing as we know it substantially. It is a world without ads, because everything you see and read and interact with IS ALREADY the ad. Another way is to view it as product placement that is directly shoppable.
What to do?
I advise clients to bet on every technology horse possible. Not because we don’t know what to do or which technology is the best fit, but the process of constantly re-setting the business to cope with changing technologies is the core competency that every organisation must develop.
I think Facebook is going to fail – or at the very least shrink substantially, but at the same time I still advise many clients to hone their technology competencies on Facebook even though in a few years it may be filed in a memory cabinet along with Ning and Myspace and a long list of others. As I made clear in this post, I am not anti-internet. On the contrary if technology is not part of your present, you have no future.
If you put your hand up in the opening paragraph, please note my question was not facetious: the only way to survive, grow and be successful is to build resilient (or rather antifragile) organisations. That is; building an organisation that is designed to cope with constant change is the goal
Go to it…
Ganador Management Solutions specialises in helping organisations in the retail supply chain deal productively with challenges of change.
I am (obviously) fascinated by business models. That is how you design your business to respond to the opportunity in the market.
In my mind your strategic success is determined by your business model and thinking and tinkering on your business model is more important than strategic planning - which usually perpetuates the status quo.
When we started out, we replicated the business model that worked for us running our own business in South Africa. (Consulting, Training, Mystery Shopping.)
Those three elements work well together:
Over time we also added:
But putting all of the above into an ‘elevator pitch’ becomes hard. Explaining to a CEO of a potential client what we do is not easy. In fact, whilst it may be true, it is not credible to for a small organisation like ours to be a ‘one-stop shop’.
On a more personal note; we now simply say we are business architects: if you are business with a retail presence (brand or retailer) we will design and deliver solutions to make that happen. It may or may not include training and it may or may not include technology - and so forth.
I hope our message is clearer. I hope by stripping back everything that we do to only the essentials (building businesses in a retail environment) is a better way of communicating – because it is more relevant to the needs of the intended receiver.
Emails, comments and even phone calls are welcome.
We design and execute solutions to help:
1. Retailers survive the retail revolution by Jumping the Curve:
2. Brands to build retail communities that are high-performing retail environments.