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HOW TO GET TO THE
NUMBERS THAT MATTER
IN RETAIL
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INTRODUCTION 1
Inventory Turn 2
PURCHASING MANAGEMENT 5
INVOICE MATCHING 8
ADDING NEW STORES AND THE IMPLICATIONS FOR PROFITABILITY AND CASH FLOW 9
INTRODUCTION
The objective of this white paper is to review various aspects of retail financial management and to draw important
lessons for small and mid-size retailers. The paper addresses a wide range of topics that impact a retailer’s financial
success. Many of these are common to retailers of all sizes, but some are specific to mid to small tier businesses and
many cautionary notes are given. The topics covered include:
• Key financial metrics and their importance.
• Budgeting and financial planning.
• Relationship of financial plans to merchandise and Open-To-Buy plans.
• Purchasing management.
• Invoice matching.
• Vendor management and its relationship to cash flow.
• Co-op funds and vendor advertising support.
• Operational monitoring.
• Monday morning and end of month routines.
• Financial danger signs and how to avoid pitfalls.
• Managing the store at the Trading Statement level.
• Adding new stores and the implications for profitability and cash flow.
• Dealing with reverse premiums.
• Balance sheet management.
• Inventory—an asset or a liability?
• The role of computer systems in modern financial management.
• Compliance and the implications of Sarbanes-Oxley.
The table that follows shows the key metrics used by most retailers to track and manage their performance.
In particular, The Finance Function is very concerned with Return on Capital Employed or Return on Net
Assets, Inventory Turn, Gross Margin Percent, Expenses Percent To Sales and expenses measured by line
item and expressed as a percent to sales. They may also be concerned with other measures such as the
Quick Ratio, Acid Ratio, Gearing and Interest Cover. This latter set tends to be examined infrequently,
perhaps quarterly, half yearly or annually.
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HOW TO GE T TO THE NUMBERS THAT MAT TER IN RE TAIL
In the chart above two leading office supply companies Gross Margin Percent
are compared. The performance of Office Depot
clearly shows that increasing turn can be done without Gross Margin (GM) is the lifeblood of a retailer. Simply
hurting revenue growth. Five years later, Office Depot defined, it is the difference between the net sales and
did 2.4 times the sales on 1.4 times the inventory. the merchandise cost. Gross Margin Percent (GM%) is
the further relationship of Gross Margin to Net Sales.
Other factors need to be considered when planning a The calculation is relatively straightforward:
desired turn level. Average turns vary by retail sector,
and should be used as a barometer when plans are Gross Margin % = Gross Margin x 100
made. It is possible to turn too fast. Excessive turn can Net Sales
result in lower customer service levels due to higher
out of stocks for the consumer. Studies have shown While Gross Margin is important, a better indicator
that consumers confronted with continuous out of of performance is Gross Margin %. As sales are
stocks will soon shop elsewhere. actualized, they may show significant variance from the
plan. How many GM $ you realize will inevitably also
Turning too slow can also damage a retailer by vary from your plans. But, by using GM% you have
requiring extensive amounts of capital to finance a more accurate indicator of your performance on a
bloated inventories. Slower turning products week-to-week, monthly or seasonal basis.
frequently require markdown funds to clear older,
unwanted inventory. Excessive inventory investment Planning your GM% is a vital part of understanding
has contributed to many retailers demise. how to run a successful retail operation. With planned
margins too high, customers may see you as overpriced
The following table based on a review of leading US and will look elsewhere to shop. Too low, and you may
retailers, shows the average turns by retail segment. have trouble with cash flow and staying alive.
RETAIL SEGMENT INVENTORY TURN Retailers can impact GM% by either lowering costs
or raising prices. Raising prices is easier, but can be
Automotive Supply 2.50
deadly to the consumer. Lowering the cost of goods
Book Stores 2.15
is not an easy task, but may provide the retailer with a
Consumer Stores 16.00 significant competitive advantage.
Department Stores 3.50
Drug Stores 5.40 Expenses Percent To Sales
Fashion Specialty 6.50
There are three major components to a retail Profit and
Home Decor 3.35
Loss (P&L) statement. These are sales, cost of goods
Home Improvement 4.00
and expenses. Hence there are three major ways to
Jewelry 1.30 improve profitability—grow sales, reduce cost of goods
Mass Mechandisers 4.50 or reduce expenses. Reducing or containing expenses
Music / Entertainment 2.65 is vital. The calculation is:
Off Price 4.30
Expenses % = Total Non-Merchandise Expenses x 100
Office Supplies 5.50
Net Sales
Pet Supply 6.67
Shoes 4.20 Expenses generally run out between 20% and 45% of
Sporting Goods / Leisure 2.60 sales, depending on retail format. (Warehouse clubs
Supermarket 10.00 are much lower). There are three important measures
Toys 2.00
to track:
Warehouse Club 8.50
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• Expense percent to sales verses plan or budget possible to compare staff percent to sales.
(see below).
• Expense percent to sales verses last year. Smaller retailers can sometimes economically sustain
a higher staff cost percent to sales (and give better
• Expense percent to sales verses competitors.
service than big chains) because they don’t carry the
headquarters overhead that big chains carry.
The first two bullets should be measured and
monitored weekly. In the case of the first one,
comparisons should be made between this week this
year and the same week last year, and then year to date BUDGETING AND FINANCIAL PLANNING
this year verses year to date last year. For the second
bullet, the comparison should be this week verses plan As the previous section indicates, it is important to
for this week and this year verses plan for this year. have a well thought out budget or plan for the current
fiscal year.
The third bullet can only be reviewed half yearly or
annually. Annual reports (or half yearly statements) Most larger retailers have a series of financial plans.
should be obtained for public companies in the same These include a five-year outlook, a three-year forecast,
retail segment and their expense percent to sales and annual and seasonal plans. Naturally, the forecast
calculated. This can then be compared with your accuracy increases as the time horizon gets closer in.
company’s figure to yield valuable information.
Why have a five and three year plan? These are
When making the comparison, it is important to used to set expectations on market expansion, profit
remember that higher service operations have a higher margins, capital expenses and cash requirements.
expense percent as service costs more, so the right Retailers looking to grow their company make
companies should be selected for comparison. extensive use of this long range forecasting. The five-
year outlook may only look at a few KPIs such as Sales,
Generally speaking small and medium retailers mostly Margin, Inventory and Expense expectations. A three-
need to focus on assortment and service, since they year view will include additional KPIs and often add
don’t have the economies of scale to lead on price. more detail lines to each.
This may result in a higher expense percent (but it may
not—see below). Annual and seasonal plans involve more levels of detail
and decreased margins of error. A main function of
Having looked at total expenses, it is important to annual planning is to establish budgets for payroll,
repeat the exercise for each line item in the P&L. For inventory, shortage, operations expenses and other
example, store labor is the biggest expense item for headings. Additionally, these financial plans are
all retailers and ranges between 8% and 16% of sales. used as the basis for creation of lower level store and
Four main categories of expenses—staff, space (or merchandise plans.
occupancy), marketing and distribution account for the
lion’s share of all expenses. As strategic planning becomes more ingrained into the
core processes of retailers, many retailers are realizing
The items listed below should be calculated as a other issues arise. Issues relating to plan ownership,
percent to sales with comparisons done as follows: version control and data inputs become vital to
producing optimal plans. Modern software solutions
• This week verses this week last year. can integrate strategic plans with merchandise plans as
• Year to date verses year to date last year. well as utilize the same sales and financial data as other
• This week verses plan this week. core merchandising systems.
• This year verses plan this year.
In the US, it will generally not be possible to compare When developing financial budgets, it is extremely
this level of detail with other retailers, as public valuable to be able to examine the last two or three
companies do not publish their results at this level of years financial performance at the detailed level and
detail. In some other countries, such as the UK, it is identify trends in, for example, gross margin %, staff
costs percent to sales, occupancy costs percent to
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RELATIONSHIP WITH MERCHANDISE AND The problem with reconciling the merchandise plan
with the Open-To-Buy is the expectation that the
OPEN-TO-BUY-PLANS plans should not change, but the OTB must reforecast
its future numbers to ensure smooth operation. The
Financial budgeting results in setting a sales target for relationship that links the two is not the actual dollar
the company. Retailers then build merchandise plans plans, but the percents contained in the merchandise
that start to break out how those sales will be achieved. plans. If a retailer is not meeting sales plans, they
Often, the sales goal built into the merchandise plan should look to reduce future purchases (where
will be higher than the sales budget. This gives some sensible) to maintain the inventory to sale ratio
room to under achieve the merchandise plan (usually previously planned.
the highest risk area for retail profitability) and still
make the financial plan. (Note: Expenses are geared One of the keys to successfully implementing an
to the financial plan not the merchandise plan). Open-To-Buy process is integration to other core
merchandising processes and systems. Processes
Smarter financial management involves coordinating and systems such as purchase order management,
merchandise plans with financial plans and the rolling merchandise and financial planning, warehouse
Open-To-Buy (OTB) process. The problem for most management and inventory management should all
companies is trying to keep the merchandise plan be linked to the OTB process. This integration will
constant and unchanging, while the OTB is a dynamic, eliminate many trouble spots and is offered by many
fluid tool. software solution providers.
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P1 P2 P3 P4 P5 P6
Opening 865 1205 1476 1812 1982 1512
Inventory
On order 950 600 1230 57 20 17
Estimated 486 501 704 792 1020 962
Sales
Closing 1205 1476 1812 1982 1512 1015
Inventory
Open to Buy (124) 172 (190) 392 350 295
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FINANCIAL DANGER SIGNS AND HOW TO • If desired sell throughs are not being achieved,
AVOID PITFALLS take the markdown early. A 20% markdown
early in the season may do a lot more to clear
the goods than a 50% markdown in the end of
As discussed above, weekly and monthly analysis is
season sale.
important to review actual performance vs. planned
expectations. The objective being to recognize
potential problems and issues before they become
threats to the company. There is a variety of danger
signs to watch for when reviewing performance, these
include:
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HOW TO GE T TO THE NUMBERS THAT MAT TER IN RE TAIL
• Consider developing an automated markdown Comp store sales is defined as the sales increase this
recommendation model, that identifies under year over last, only for stores open in both years.
achieving products and generates markdown Hence, it removes the impact of new store openings.
recommendations. There have been many examples of companies
• When comparable store sales are declining, reporting sales growth while comp store sales were
check that you have enough inventory on declining. The added sales from the new stores
hand in the right categories. Then drill down camouflaged problems in the existing store base. In
to identify categories that are still growing and the longer term, the new stores report declining comp
exploit those more. store sales adding to the general decline.
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HOW TO GE T TO THE NUMBERS IN RE TAIL THAT MAT TER
subsequently filed bankruptcy based on an unfortunate Age is the key. As mentioned above, leading retailers
site selection. The danger is that the premium have a monthly review process to understand the
disguises the true profitability of the store and later age of their inventory. Age is typically defined as the
comes home to roost in the store’s second year of length of time in weeks since the retailer last received
trading. the merchandise. This definition may vary somewhat
by retailer, but the concept remains constant, age is
A retailer paying a premium price to get a prime important.
location is one thing, receiving reverse premiums from
a realtor or mall developer is something to treat with a What defines “old” merchandise? This varies widely by
great deal of caution. retail segment. In ladies fashion areas such as Dresses
or Juniors, anything older than six to eight weeks is
deemed “transitory”. For these merchants, goods
BALANCE SHEET MANAGEMENT in stock for over 10-12 weeks are considered “old”
and are a significant liability. This type of fast paced
fashion goods has a short life span for a retailer and
Maintaining a healthy balance sheet is critical to any has a smaller tolerance for age.
business. In retailing, a significant portion of the
finances raised to fund the business may be secured Merchants who sell commodity goods such as bed
against the assets in the company’s balance sheet. pillows have a completely different range to describe
old age. Styles rarely change and may be continued
There have been well known instances of large by a vendor for years. Innovation may add new styles,
retailers with severe inventory problems who were but rarely displace existing goods. For a merchant in
forced to overstate the true inventory value on the this type of business, the aging issue is not a concern.
balance sheet. Marking down the inventory to its true Goods can be in stock for months with little concern
market value would place some of these retailers in about becoming unsellable to a consumer. The
breach of their banking covenants causing them to be concern for this merchant is not one of the age of the
technically insolvent. Hence, they were not able to take merchandise, but the amount of money tied up in slow
badly needed markdowns to clear the inventory and selling goods. Consumers express little reluctance to
purchase new goods. buy the same pillow style year after year. Their only
concern being that the pillow is clean and in good
Smarter retailers regularly review inventory aging physical shape.
reports. Special attention is paid to seasonal
merchandise and other goods with a pre-determined Other areas such as appliances, commodity clothing,
shelf life. Taking markdowns in a timely fashion may household products and other similar businesses see
create pressure on the Open-To-Buy in the short term, age as a problem at months, not weeks, and tend to
but will greatly enhance the long-term viability of the take permanent price reductions less frequently on the
business. products.
Retail is intrinsically a cash business. Managing the Understanding these concerns, successful retailers
relationship between inventory turns and vendor view inventory as an asset or liability as a combination
payment times is another critical aspect of keeping a of age and productivity depending on the type of
healthy balance sheet. Utilizing effective financial and merchandise considered. Different rules should be
merchandising software solutions can greatly improve defined for the needs of each category. Usage of
insight and understanding of the financial health of a current inventory management systems will enable
retail operation. a retailer to better understand the status of their
inventory. Retailers can then anticipate problems and
minimize any potential liabilities.
INVENTORY—AN ASSET OR A LIABILITY
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