Monday, January 28, 2008

7 Things To Do When Business is Tough to Get!



By Jim Dion, Founder & President, Dionco Inc.

Retailers are struggling yet again with the grim outlook of the economy for the months ahead. While some argue that if and when a recession is coming, it’s not going to stay for long (6 months at most), or affect consumers’ confidence in a dramatic way, others are voicing far worse predictions. I stand in the middle- looking at what’s happening without worrying too much about it, and rather than sitting back waiting for it to pass, I look for opportunities.

When business is tough, retailers have a unique opportunity to stand out and make a difference for themselves and their consumer. After all, many studies have shown that in times of tight money, consumers don’t necessarily spend less. However, they spend their money more cautiously and wisely- or with companies that deliver an extraordinary shopping experience.

I deliver many keynote speeches on consumer and retail trends around the world, and one of the underling principles for all current and future trends is that in economies of abundance, it is all about shopping for experience and excitement. I also teach that while you may not be able to own a category like “Best Bookstore In Town” (not unless you are Barnes & Noble or Borders), you can own an experience that will excite your customers like “Best Personalized Service in a Bookstore.” Our economy, while possibly heading to a downturn, is still an economy of abundance, and it’s these times when we feel uncertain about the future, that there’s a desperate need for excitement and experience. Consumers need it and you need it!

So, the question you need to ask yourself is “How can I excite my customer and deliver an extraordinary experience?”
Here are 7 things:

1. Create Traffic-Stopping Stores
Humans are visual. If they like what they see, they buy. It’s not just the product that they need to like. It’s the ambience, the lights, the POP signage, and the packaging. Look at your windows- what have you placed in them that would stop a customer and invite them in?

2. Create a Sensory Experience for the Customer
Thuy T. Tranthi of London-based men’s shirts retailer Thomas Pink, once said, "I want to make sure that the customer has a wonderful feeling of being transported to a different place when they enter one of our stores.” This occurs when we enter a store and are surrounded by light, color, texture, and sound. Interactive retail environments deliver an incredible experience, too. Think of the Apple stores, where products are used as a visual tool and customers are encouraged to “play.” In-store demonstrations also contribute to an exciting experience for the customer.

3. Photograph Your Store
Photos allow you to freeze things in time and to look at them more closely. When you examine the photos, what is it that you have done well? What does not look right? Are those props that you used for your Valentine’s Day windows too prominent making products less visible? Are those price tags too worn out giving the look of “playing” store? It’s amazing how looking at things in 2-dimension enables you to notice things that you wouldn’t see just standing in your store.

4. Provide Professional Service:
Approach and educate the customer on your products’ benefits. Thank them and invite them back. Think about how product demonstrations have evolved since the advent of the Web! Customers conduct extensive research on the web and they come to the store more informed than the store associates. Are your sales associates ready for this challenge? Also, do your sales associates know how to sell solutions to the customer’s needs instead of just products? If a customer wants an espresso coffee machine, do your sales associates know what else to recommend to make sure that the customer has everything they need to make the perfect espresso (espresso cups, Italian coffee beans, milk steamer cup, sugar bowl, etc.)?

5. Play “Give Me 5”:
Do this with your staff at every opportunity. Ask them to choose five products that would go with each item in your store for a total solution. Have them practice this everyday until they do it automatically. Make sure they do it with every customer.

6. Develop Special “Bundle” Packs:
Especially for Holidays and gift periods, putting packages together that contain related items, wrapping them, displaying them and pricing them attractively (“in packages”) is the best strategy to sell more and get a better, more exciting solution for the customer. I call it “suggestion selling for dummies!” Make sure to do this not only at holiday time, but all the time.

7. Mine Your Customer Database:
I am always amazed at how many companies I have shopped with over the years, no matter how much I’ve spent with them (and sometimes it’s a lot), who do not encourage me to stop by to check out their new line of products, or to attend a demonstration. Segment your customers by keeping track of their purchases, wishes, needs, dreams, and other information. Review your list of best customers weekly and send them postcards, letters, or e-mails with information on items that they might need, new arrivals, events in your store, events in the community that might interest them, national events, promotions, and/or VIP previews. Remind them that you are there for them and give them a reason to come and visit you.

For more insights on these and other topics, visit Dionco Inc.

Jim Dion is an internationally known consultant, keynote speaker, trainer, and author of the best-sellers "Retail Selling Ain’t Brain Surgery," "It’s Twice As Hard," "Start and Run a Retail Business," and "The Complete Idiot’s Guide to Starting and Running a Retail Store."
Jim consults, trains and speaks on consumer trends, retail technology, selling and service, retail merchandising and operations, marketing and leadership.
A writer for hundreds of national and international trade magazines and a regular contributor at www.allexperts.com, Jim is consistently ranked at the top for his insights and practical advice. He has also appeared on NBC, Fox News, First Business and CNN Turkey.

Thursday, January 10, 2008

Unsolicited Strategy Suggestions For Starbucks’ CEO

I’ve been following the news about Starbucks founder Howard Schultz taking back the reins as CEO of Starbucks, and the under whelming plan of attack the company has laid out has left me scratching my head a bit.

Tuesday’s edition of The Wall Street Journal quoted Schultz saying he would slow the pace of new store openings in the U.S. (the company had planned to open 1,600 stores) and close some struggling locations, and instead accelerate expansion overseas. Beyond those changes, the only strategic shift mentioned was to improve customer experience at U.S. stores. With their share price down almost 48% from a year ago, I would have expected a more aggressive plan to fuel the growth engine.

I’m all for focusing on the customer experience, but I don’t think that area is where Starbucks needs the help. In my opinion, their stores are still the gold standard, and most of their current customers are extremely loyal. I would suggest the focus for Starbucks ought to be on attracting new people into the tent by taking a harder look at their marketing and menu items.

Now I’m sure Schultz has a lot of people sitting around the table in Seattle figuring out how to right the ship, but based on what I’ve seen so far, I think they are missing some obvious opportunities. Here are my unsolicited suggestions for Starbucks on kick-starting sales and share price:

Ramp Up the Outreach: Much of Starbucks’ meteoric rise was driven purely through word of mouth. Their customers were so passionate, they actively told friends about their experience and once someone sampled the product, they were hooked on the taste and the experience. Now with over 10,000 locations and McDonald’s making a push to grab a larger share of the coffee aficionados, Starbucks will have to work harder to draw new people into the tent. Given the targeted, creative messaging the retailer does in-store, I’d love to see the retailer be more aggressive with email marketing, social media, and other marketing platforms.

Expand The Menu: In the interest of full disclosure, I am not a coffee drinker, but I have still spent a fair amount of time in various Starbucks locations consuming their other offerings. I am a big fan of their breakfast sandwiches, but find their menu around lunch and other day-parts to be a little limited. I think this is a shot for Starbucks to turn the tables on McDonald’s and really ramp up its menu of food offerings and other non-coffee beverages.

In particular, I’ve always thought there was a missed opportunity for Starbucks to become a destination for desserts –think Cheesecake Factory without the long lines. In his letter to customers on the corporate website, Schultz did promise new beverages and products, so it will be interesting to see what they have planned. I would suggest they look closely at Dunkin Donuts, which has consistently done a great job of adding new flavors and then building up excitement around them with promotions and marketing campaigns.

Take Advantage of the Traffic: Starbucks had done a great job of branching into ancillary businesses, with music being the most obvious example. But considering the captive audience they have of devoted customers who spent considerable amounts of hours in their stores, there should be a way to cash in further on that traffic, maybe by branching beyond CDs into books, magazines, etc.

Every retail concept has a saturation point and with a Starbucks on every other block in major metro areas, Starbucks may be running out of room for growth. But considering the revolutionary job they have done in creating a great customer experience and building an extremely loyal customer base, I’m not betting on that just yet.

Thursday, December 27, 2007

Facing Seasonal Slump, Retailers Ramp, Up Post Holiday Promo Strategies

By Amanda Ferrante, Assistant Editor

The good news from the recently wrapped holiday season, was that retailers were very creative and pushed a lot of the right buttons to drive cross channel sales. The bad news is the efforts still fell short was and most results still fell short of modest sales projections, and retailers are still pushing hard to drive results during the last days of December.

Retailers were like little children waiting for Santa this year, lying out discount cookies for hungry shoppers to come in and make their last-minute purchases. And as talk of procrastination danced in retailers’ heads, the cycle became clear- shoppers are still waiting to get the best deals, and retailers are still slashing prices to bring consumers in.

Between extended hours and discounted prices, retailers went above and beyond to bring in shoppers during the peak holiday season. During the final weekend before Christmas, Macy’s kept eight of its stores, including its flagship in New York, open all-night from Friday through Christmas Eve.

Though its audience is generally in bed early, Toys ‘R’ Us kept its doors open until midnight. JC Penney had its “Ultimate Christmas Sale,” the Friday and Saturday before Christmas, offering a 60% discount on apparel, cosmetics, and jewelry. The department store had doorbuster specials Friday from 4 p.m. to midnight and Saturday from 6 a.m. to noon. Target’s “red-hot deals” emphasize electronics like digital cameras, portable gaming systems, the iPhone and iPod, and the must-have game, Guitar Hero.

Despite in-store shopping taking a hit, online shopping continued its climb this year. According to comScore, From Nov. 1 to Dec. 21, American consumers spent more than $26 billion on retail items online, a gain of 19% over the same period last year. The gain is attributed partly to free shipping offers and holiday discounts.

POST-SEASON SALES
Though the holiday shopping season did not make as much an impact as hoped, retailers are making an earnest attempt to maximize the last days of the year. Though many online retailers offer free shipping during the holidays, it’s been extended in effort to entice customers.

Red Envelope, an online and catalog gift retailer, partnered with MasterCard to offer free 2-Day shopping when customers use their MasterCard for a purchase greater than $50.
Both Overstock.com and LL Bean are offering free shipping with no minimum purchase, and Zappos.com, an online shoe retailer, offers free overnight shipping. Barnes & Noble offers free shipping on orders of $25 or more through the remainder of the year.

In addition to the shipping enticement, sales and promotions are prominent at this time, giving retailers a “second chance” to make their efforts worth it. A sample of some of the post-season strategies include:

Holiday and Post-Holiday Sales
• Aeropostale offered 50% off several days before Christmas and $5 graphic tees the day after Christmas.
• Circuit City’s Red Dot Markdown sale offers up to 60% on computers and accessories- saving up to $200 in laptops. Their Internet-only deal has all iPods on sale.
• Nordstrom shoppers can earn twice the rewards points using their Nordstrom credit card during December 26-28
• Old Navy’s “Wish it, Win it” Instant Giveaway offers shoppers a chance to win everything on a wish list they create, plus a $10,000 grand prize drawing.
• Bloomingdales is taking 50% off, including sale & value items until January 1.
• Williams-Sonoma will unveil a new line of natural cleaning products called “Pure and Green.”
• Victoria Secret shoppers who buy one bra can get a second half off for the two days after Christmas. The popular lingerie company recently debuted a limited-edition fragrance, “More Pink Please.”
• LL Bean offers a $10 gift card with a $50 purchase
• Best Buy’s “Very Merry Two-Day Sale” offers free items with select purchases, like a free starter kit with the purchase of a select camcorder.
• Target is offering 10% off to shoppers who open up a REDcard credit account.

Monday, November 19, 2007

Retailers Getting Head Start On Black Friday

By Amanda Ferrante, Assistant Editor

With Black Friday just days away, retailers are thinking outside the gift box this holiday season, using new methods to shoppers started early. JC Penney is helping shoppers rise and shine by opening their doors for the traditional holiday kickoff at 4 a.m. and offering wake-up calls to consumers on Black Friday.

The wake-up call strategy is just one of the new campaigns tapping into mobile marketing, as Nordstrom and Wal-Mart are offering shoppers who sign up text messages with discounts and special sales.

While Black Friday traditionally kicked off with the arrival of the weekly circular, retailers are also using email marketing to get a head start on the holiday rush. Circuit City sent out an email on Monday with the headline “Thanksgiving Countdown—Get Black Friday Deals Now.” Other retailers like Kohl's are sending e-mail alerts on upcoming sales, offering web visitors to 10% off their next purchase for signing up.

The push to drive business during this key week is a growing imperative as recent research shows an increase in people planning to shop the day after Thanksgiving. A poll from Maritz Research found that 37%of respondents plan to shop on the day Black Friday, vs. 34% last year. While the survey found that the majority of consumers were planning to spend an average of 10% less overall this holiday season, those who plan to shop on Black Friday say they will spend $790 overall on their holiday purchases, compared to $637 for all shoppers combined.

Just like the doorbuster shoppers they hope to attract, retailers got an early start this year with campaigns beginning in mid-October, led by Wal-Mart, which launched its "sneak peak" deals to those who signed up beforehand more than a month before Thanksgiving.

Yet despite the advance notice retailers were giving customers, Black Friday web sites once again leaked the news early with circulars and coupons appearing weeks before the big day. While retailers have publicly battled against these sites, they have been quietly supported by some merchants. Jon Vincent, founder of BlackFriday.info, says big name retailers began emailing him back in August “to start the line of communication."

Looking beyond Black Friday, cross-channel retailers are also readying for Cyber Monday. According to the Shop.org/BizRate Research 2005 eHoliday Mood Study, 77% of online retailers said that their sales had increased substantially on the Monday after Thanksgiving in 2004. This year, NRF’s CyberMonday.com web site will feature 500 retailers throughout the holiday season.

Wednesday, October 3, 2007

90 Second Warning For Retailers

Four in 10 customers are prepared to wait a mere 90 seconds to buy goods in-store, according to recent research released by IP solutions provider Mitel. The research, based on a sample of 2,353 consumers in the UK, also found that nearly half (48%) of customers kept waiting in-store will leave the shop without buying anything and will go to a competitor.

Customers proved to be even less tolerant when they are left waiting on hold when they call a retailer with a question. Only 34% said they would stay on the phone for an average of 90 seconds. The biggest frustration for curstomers when calling a retailer, according to the data, is not knowing where they are in the queue (80%), while 74% cited being directed to a foreign call center and 68% cited the cost of the call.

Nearly two-thirds of consumers surveyed said they believe retailers need to make call centers more user-friendly and 42% think making more information online will improve customer service.

Lisa Dolphin, retail specialist at Mitel, said, "While retailers recognize the importance of the in-store customer experience and invest in displays, lighting and other mood enhancements, the telephone experience is often overlooked. With the emergence of IP communications there is no excuse for customers to be kept waiting in call queues indefinitely or worrying about the cost of the call."

Monday, August 6, 2007

Foot Locker May Be Perfect
Fit For A Potential Buyer

By Andrew Gaffney

There hasn’t been a lot of good news coming the headquarters at Foot Locker lately. The specialty athletic retailer recently notified analysts that they would post a second quarter loss, driven by significant inventory markdowns. Comp store sales are expected to drop between 7 and 8% for the period. On top of that, Foot Locker doubled the number of unprofitable stores to be shuttered this year to 250.

Foot Locker appears to be dress up its financial ledger for a potential buyer. The company recently announced that it retained Lehman Bros. to explore “strategic alternatives.”

Despite the slumping sales at Foot Locker, a few of the changes to point some silver linings for a potential buyer, including:

  • The new executive suite looks strong, after a recent reshuffle. Keith Daly, current president/CEO of Foot Locker Europe, taking over the U.S. operation is a great move. Daly is one of the best merchants and will get the chain back in front of trends.
  • The partnership with Nike on the planned House of Hoops stores could be the first fresh offering from Foot Locker in over a decade. This partnership is also significant because Foot Locker has had some fairly public feuds with Nike in the past, so the fact that two companies are working together on the Hoops concept can only be healthy for both.
  • Outside of the U.S., Foot Locker is still doing fairly well. While they are closing unprofitable stores here in the U.S. they are planning to add up 30 new locations in Europe in 2008. Dick Johnson, another strong executive within the company, will be taking the reins in Europe from Daly so international growth should still be strong.

Wednesday, August 1, 2007

New Blockbuster CEO Faces Long Line Of Challenges
By John Gaffney, Contributing Editor

Retailing is an active verb. It requires that companies that consider themselves retailers actively generate demand for their products or services. When I look at some of the retailing business models that are under siege these days, I wonder if the ones in danger understand the economics of demand.

Entertainment retailing is one of those retail business models that has taken some knockout blows from new delivery platforms. It’s still staggering. Record stores? All but done. Book stores? Having a tough time. Video stores? Blockbuster, the category leader, has posted losses in 9 of the last 10 years. In the first quarter alone, Blockbuster reported a net loss of $46.6 million, compared with $1.9 million of red ink in the same period last year.

Well, its time to meet the latest combatant stepping up to take on the tag team of Netflix, On Demand, iTunes, Amazon, Tivo and a line of other services. He’s new Blockbuster CEO James Keyes. He is credited with helping turning around 7-Eleven and putting the convenience chain back on a growth track. Wall St. is optimistically hoping he can achieve a similar turnaround with Blockbuster.

During his tenure at 7-Eleven, was credited with using business intelligence to tailor merchandise assortments down to the store level, and ultimately reducing the average footprint to run more efficiently and provide a more convenient shopping experience for their customers.

At first blush that sounds like a solid blueprint for reversing the fortunes at Blockbuster. Any number-cruncher could walk through a Blockbuster store today and point to empty aisles and crowded shelves of inventory that isn’t turning. The problem is, the foundation of the video rental business is built on a “watch what you want, when you want,” philosophy. The appeal of Blockbuster for most consumers over the years has been that you can find one of your old favorites while you are picking up that week’s new release.

RAVE REVIEWS
If you focus on Netflix as Blockbuster’s biggest nemesis over the past six years, then there is some cause for hope that Keyes can the company around. Blockbuster’s Total Access program has clearly been turning the tides on its online competitor this year. In July, membership at Netflix actually fell for the first time in seven years, after growing at a compound rate of almost 80% per year. Blockbuster’s Total Access membership, on the other hand, has been growing at close to 50%

Putting the two movie rental giants side by side, Netflix had 6.7 million subscribers, compared to close to 3 million for Blockbuster’s multichannel Total Access program. Analysts project that the total online rental market will have more than 20 million members over the next four to six years. Assuming that growth rate is in the ballpark, the big question will be how much share Blockbuster can secure.

PLUS OR MINUS
Ironically, in a category that has been over-run by digital formats, Blockbuster’s base of almost 5,000 brick and mortar stores has proven to be a competitive advantage. Consumers are clearly voting for the convenient choice of ordering titles online or driving over to the store for immediate gratification. The challenge for Keyes will be to deliver that convenience in a profitable way.

Blockbuster has announced plans to close another 5% of its locations this year and Keyes may be pressured to shutter even more to improve the bottom line. Of course, fewer or even smaller stores could also slow the growth of its Total Access program.

In a recent interview with The New York Times, Keyes was already looking ahead to other delivery formats, such as digital distribution, or “next wave of demand.” However, his real ticket for success will likely be punched by the strategy he builds for the traditional brick and mortar business.

A reasonable strategy, to me, would be to generate all the demand for my core product that I could. If I was running Blockbuster, I would make sure I owned key customer groups and then I’d generate demand from them accordingly. At brick and mortar locations, I would cater to moms, kids, and gamers. In fact, I’d want to own those groups. Leave the art house groupies to Netflix. Blockbuster needs to get back in front of moms and kids with the concept of movies that the family can watch over and over and over.

To an extent that seems to be what’s Keyes is doing. But he may be leaving out the demand gen part. Shrinking the footprint of brick and mortar stores, shrinking the physical inventory could be a big mistake.