Retail Management

Retail
Management by
:
Sapna Pradhan .
Retail
Marginal by
:
buy .
- -
i Gibson lledarnaui
( Pearson)
n n
:
Berman
Retailers are businesses who seel the

product
to consumers for the personnel / family use .
&
Retailers
adding value product of product
ouestoptor
:p of
→ types
, everything .
assortment of
provides an
products .
bulky
reducing
→
Breaking bulk : to
packages units
smaller
.
holds
inventory
•
→
provides services associated
to a
product .
salespeople
bundling loiters
↳
n
transport
→
open ( rent
-
) , e-
→
marketing ( slater little)
- ,
&
hoarders etc .
Vertical
→
Integration :
↳
activities
performs multiple
within the distribution
channel
f-
.
tonnes distribution centres ; where the
company negates
the
wholesaler .
→
two
types :
retailer
a) Backward
Integral
"
:
integrated performs some

manufacturing
and
totally
bʳhᵈᵈ
thy
* wholesaler activities
when .
org ↳gym
.
Iana Ikea
y
:
,
.
µ
gtÉᵈ b) forward
Integration performs :
,
manufacture neholeselliny 9
,
retail on it's own ,
y
:
Apple .
hey functional areas
of
Retailer .
a) Design .
Strategy and
Manning .
b)
Merchandising .
c) logistics 9 Supply chain

Mary ement .
doin
employee '
""""
d) operations ☆ age customer deiurn)
tgi
. .
↳ Customer 9 F-up .
Management .
* 51% FDI allowed in multi brand metal .
% so
suppliers
domestic markets
can come
from
.
* 10090 FDI allowed for single brand retail .
* u
20% ↑se in retail sector in India
value :$ 303 bn .
mm
only organized
sector .
* Mono Exclusive Branded Retail Shops .
↳ when manufacturer store

opens
at their own behest .
Multi branded Detail brands

selling roofproducts multiple
* :
of
under one
.
* Stores Multiple brands

convergence : come
to
together at one
point retail .
* E- Retail .
☆☆
Detail sector
* How was AST
goal for :
↳
Before GST each state had its own
,
VAT .
→ vehicle causes discrepancies .
tan
→
since was
separate .
AMRO I
was different In each .
kind
'
GST made sure face

of
.
one
.
was done _
*
Saira
cleavage being changed .
channel Power : the

power
the retailer
has owe the descisious of a marketer .
&
point from idea

comes the
of
customer and channel contact .
They
collect
feedback .
Retail :
Organized
Indian Detail falls
Majority of in the
unorganized
sector .
should be
they
:
Registered
→
under
gout -
irons
and
regulation
→ Should act under sales tan
→ FSSAI hallmarks
→
invoicing in
important .
Unorganized :
Works in
petty cash
and
, basically
Kirana shops petty
convenience stores .
te
work without
any billing
or a sales transaction .
Inclusive launches .
Omni Channel Retail :
When the retailer sells to customers
multiple channels and

through
retail
formats .
→
social media
stones
→
physical stores
→ online .
characteristics :
→ cross
selling
consistent
across stores
.
→
prices
→ can
buy , return at
any
locations .
peak hour for ecommerce : CO -

12 PM )
Distribution channels :
•
) Enclusiue Distribution .
suppliers have
few
retailersagreements
with a or
single .
( channel power in low)
) Intensive retailers
Supply may
◦
:
•
Selective :
thorough process to
take a retailer .
additional products
for care + for
marketing .
y
↑ ↑
Extensive ,
Manufacturer ✗ Retailer
te
↳
has less
price competition .
Manufacturer gets better

customer
support .
☆
familiarize with top to
retailers
global .
Concepts of
Retail Evolution
pH
entry
*
<
( 1958 )
①
Retailing theory
pot ← trade up wheel
& of
Vulnerable
② Retail Acadian ( 1966 )

theory
③ Dialectic retail evolution
theory of
( 1938 )
Retail life Cycle '
" " ""

"
""
"
" """
"" "" " """ * " """
i ,
i Cashmere ;
^ '
; I l
profits I '
l i i
1 I /
I i
'
I
-
time →
?⃝
an average successful
cycle
a
.
of
life is
Retail bile
cycle
'
Organization
3¥?
-
① Innovation
② Ace growth
.
③ Maturity
① Decline .
Scrambled
7
Merchandising .
can
be
adding other dimensions to a
online or business other than the core one .
Allie
Retailer stocks medicines
egi ,
clothing .
McDonalds stocks
coffee .
-1mn
PEE
got
'
gaga nretavesse
£ →
actors
→
ONDC industries .
→ IOT
→ NFT 's .
Assortment ( defter) .
→ AI
→
Blockchain .
[
width
variety of IP 'ogAFPb
→
an .
-
Suu
]
products
consistency of
✓
Scrambled Retail
formatslot
have
of
a
inconsistencies .
Convenience Stores :
size : Woo -
3000 sq.tk .
Small local stoves

selling
•
late at night
groceries or
24 hours .
•
F- mist in a catchment
area .
◦
located
along busy
and at
roads ,
residential
stations
areas
fuel .
y
: shall select .
Dugout .
dei
Strategy -
Pains
.
: Av .
Above Au .
Atmosphere :
Are .
• Merchandise : Medium width
low
depth .
Phonation : Moderate ( pamphlets .
Supermarkets :
entwine width
Average
F-nteusiue quality
competitions .
¥es :
g Apollo pharmacies
:
.
combination stories .
contains
food items
more non
in
retail .
Hypermarkets : combination
and
department
of supermarket
stores .
Store
Speciality focus particular
:
on one
area
,
living Ngkaa
Goma
Hamby
Home
y
: .
, . -
narrow width
high
.
depth .
work on niche markets .
Category killers
stock
: have immense amount
focus
only
1
of . on
category .
Crossword
ey
: .
Department store :
wide
carry variety and deep
-
a
assortment .
Emphasis on senile from

staff
-
who are well

heft .
3 tiers :
① Upscale high fashion .
g. tlom ,
Zara
② Moderate Reliance Trends

pricing g
:
:
.
③ Value Man
y
: : .
Peeiciy Models :
① Consumer
Cooperative Stones :
•
Pleouides essential commodities at
reasonable
a
price .
Pivoted interest
of common
•
man .
by weeping prices low .
② OH Price .
Retailers :
- sell at leis than retail
prices
-
Procure from old inventories
Returned
.
products
-
Returned orders Brand

y
. :
tacky .
factory Outlets : An
off price
retailer operated
and
manufactured by the brand .
↳ Have Overruns .
↳ Stock on / off season .
2ⁿᵈ line for f- of brand stores

production .
lower
quality w/ discounts .
Warehouse clubs / stores , limited assortment
of food .
low
prices , variety of goods in
bulk .
profit margins ane
higher than
grocery
or
retail stores .
Super warehouses are more

profitable
that supermarkets .
Retail formats Ownerships

by
:
•
Independent Retailers owned by :
a
single
in or
partnership egihirana
a
.
shop .
0 Chain Retailer -
2 or more stores owned
and operated
Westside
by a
single orgauitalion .
g
: .
◦ Franchise
conduct
: Contractual
a business
agreement
under a
to
name .
%
monthly
and
>
pays a
fees a
of monthly for eudusiue

profits ,
to
nights sell goods and
sluices .
: McDonalds
y
Archies
history franchising .
.
↓
Method
Harper .
Leased Department :
Shop in
shops or
Concessioners .
4
Beauty / Cosmetic shops .
stores
↳
Cafes within
grocery
.
Other Models :
Direct
Marketing
→
.
Automated
wending Mlc .
Airport Retailing
→
.
Cash
→
scary .
Shopper Buying Behaviour :
• utilitarian demand :
( mostly by men
for specific task in retail

goes shopping a
.
a
stores
◦ Hedonic demand : when consume
go shopping for pleasure .

reference group approvals :
Social of self esteem

(masdow 's
research
heiranchy )
&
evaluation to
girl
the sends her
picture
:
a
trends
↓ .
approval .
choosing correct
↓ alternative .
purchase
↳
Upsetting Selling
: a
premium or service
the
within same
category .
cross
selling selling another
peurdnit to
◦ :
way supplement then

in some .
Suggestive selling : when salesperson sells

•
something
which has a
high
margin .
Once the
→
person buys an
enfevsiue
between
product ,
a
conflict :
Hedonic us . Utilitarian .
Process
Stages in
buying
:
Need
Recognition .
↓
Information Search
to
f- valuation alt channels
of
-
↓
Purchase of Merch .
↓
Post -
Purchase .
Cross
shopping :
pattern of Buying both
premium
and economical choice
product an .
retailers hedonic needs

How
satisfy
:
Stimulation visual much

◦ :
through .
and ambience .
retail stores play < ↳

music
scent
fast music in
evening
↳
to increase begin
process
,
•
Status and power : the amount
attention
of and sense
retailers
of
that the
power
give you .
adventure : Treat
0
Slobbing as an
shopping
to be
game
as a
best
won
d- scout
by getting ten
Stimulation .
need
recognition .
( viable us
photo ) .
Information Search :
info search -
•
Internal .
•
External .
>
Reduce Information Search :
footfall :
no
of
.
consumers
entering
a
store .
Conversion
rate :
% of cousin coho access
the website wet tee

store and
punch
a
product truth
same _
custom renters
eeuouvoye
◦
.
Show ulelrnoomiuy
rooming
us .
:
>
consumers visit the
stove to
gain info
.
about the product

end
but up
the product
buying
online .
Evaluation
of alternatives
:
◦ Multi Attribute Model .

HBR.ORG SEPTEMBER 2015
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t
os
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HBR CASE STUDY
Can You Win Back yo

op
Online Shoppers?
tC
A brick-and-mortar retailer searches for a

response to “showrooming.”
by Thales S. Teixeira and Sunil Gupta
No
Do
This document is authorized for educator review use only by KINGSHUK BHADURY, Symbiosis International University (SIU) until Apr 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
EXPERIENCE FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG
t
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Case Study
that what you do has consequences.
I
This real-live shopping experience
you’re having here at Benjy’s is help-
Can You
rP
ing you decide which TV to buy. And
if you order from Amazon, you’re
basically cheating us.”
She knew she sounded shrill. The
Win Back
couple looked as if they expected
her next words to be “I’ll get you, my
pretties, and your little dog too!”
Online
yo
Caught in the Middle
Bertice wasn’t accustomed to playing
the Wicked Witch. Although
she prided herself on her
Shoppers?
financial toughness, she was a
natural mediator. Her even temper
and evenhandedness had helped her
succeed in her mostly male undergrad
op
finance and MBA programs and then
at a top-tier accounting firm, where
A brick-and-mortar retailer searches for a response to “showrooming.” she had become the sole African
by Thales S. Teixeira and Sunil Gupta American partner.
Bertice would soon be mediating
B
among the board members of Benjy’s
tC
ertice Jenson couldn’t believe figure out which TV you want to buy, as they discussed what she had just
how shameless they were. Right you’re going to order it from Amazon.” c-
seen in Oklahoma: “showrooming.”
in front of her in the Benjy’s “Probably,” the young man said. Customers like the couple with the
Thales S. Teixeira superstore in Oklahoma City, a young “But this isn’t Amazon’s showroom,” dog weren’t unusual. More and more
is an associate
couple pointed a smartphone at a said Bertice. “Benjy’s doesn’t display people were coming to Benjy’s to
professor at
Harvard Business Samsung 50-inch Ultra HD TV and these products and staff these stores look at products but then buying
⇐
School. Sunil then used an app to find an online for the benefit of Amazon. We want them from online competitors whose
Gupta is the
price for it. They did the same for a you to buy from us.” lack of a brick-and-mortar presence
No
Edward W.
Carter Professor Sony and an LG LED model, as the They looked at her blankly. “Oh, enabled them to offer discount prices.
www.t
of Business Munchkins from The Wizard of Oz you work here?” the woman asked. Research showed that 83% of people
Administration
danced across all three screens. Bertice wasn’t dressed like the shopping for electronics and appli-
and the chair
of the General “Excuse me,” Bertice said. “I see sales staff, and the couple had no ances were now practicing showroom-
Management what you’re doing. Don’t you think way of knowing that her father had ing. The chain’s sales had nose-dived
Program at
that’s kind of…unfair?” founded Benjy’s and that she chaired as a result; the most recent quarterly
→
Harvard Business
School. The two shoppers looked at each the board of the $40 billion electron- loss was nearly $700 million.
other as though this hadn’t ics and appliance retailer. Bertice’s father, Ben Jenson, and
occurred to them. “We’re only She was now making a the company’s CEO, Stanley Farber,
÷:*
Do
comparing prices,” the young routine drop-in visit to one knew that something had to be done,
woman said, stroking of the chain’s 2,000- but they didn’t agree on what. Ben
the terrier she was odd stores. But favored a two-pronged approach that
• cradling.
“But the app—
that wasn’t worth
explaining.
was already under way in a few stores:
make showrooming as difficult as
MATTIAS MACKLER
it’s Amazon’s, “Never mind,” possible for customers, but if they did
right?” Bertice Bertice said. find a lower price online, then match
asked. “Once you “Just be aware it, in keeping with the company’s
COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. September 2015 Harvard Business Review 2
online
§
EXPERIENCE
t
Case Study
os
Teaching Notes
_ ⑦
traditional low-cost, high-volume Sunil Gupta and Thales S. Teixeira teach cases about respect, I think we should scrap the
ethos. The CEO wanted to pursue showrooming in their digital strategy and executive education defense and focus on a stronger of-
classes. Here Gupta shares some thoughts.
a different strategy: He thought fense. We need to be looking at what
WHAT DREW YOU TO THIS STORY?
rP
Benjy’s should set itself apart from more we can do for our customers—
I teach a case on Amazon and showrooming, but I
the competition by emphasizing a provide better service, knowledgeable
realized we should cover the topic from the perspective
curated product mix, knowledgeable salespeople, exclusive products, and
of the brick-and-mortar retailer too. If technology is
employees, and follow-up services. disrupting your business, what should you do? after-purchase support.”
After her visit to Oklahoma, Ben broke in: “But now you’re
Bertice flew to Atlanta, where the WHAT SUGGESTIONS DO STUDENTS MAKE? talking premium. Customers don’t
company had its headquarters, for a Match prices, use anti-showrooming tactics, improve want that from us. Our priority is
regular board meeting. The first item customer service, ask manufacturers to create the biggest range of products at the
yo
on the agenda was how to address exclusive SKUs, focus on installation and repairs, lowest prices. That’s the Benjy’s
E-
showrooming, and she jumped right emphasize instant gratification. But there are problems promise. How can we make money
in: “This is a serious problem for most
with those approaches; this case highlights a few. by increasing our cost structure?”
retailers, but particularly those of us “Maybe it’s time to change our
WHAT LESSONS DO YOU HOPE TO TEACH?
in electronics. Amazon keeps making When the market changes, companies must reconsider promise,” Farb said. He paged quickly
it easier for shoppers to search for, how they create and capture value. Would consumers through the deck until he got to a slide
find, and order a product online. We miss Best Buy if it disappeared? Yes, because many titled “The New Benjy’s.” Bertice was
need to decide on a counterstrategy.” slightly miffed; Farb hadn’t warned
op
like to see and touch products. Would manufacturers
Farb, as everyone called the CEO, miss it? Those that don’t have stores would. So Best her about this. But as ever, she kept
had prepared a presentation. But the Buy is creating value. How do you capture it? Ask the her expression neutral. “I’ll skip over
projector was balky, and Ben took manufacturers to pay a fee for showcasing. some of the lead-in, but here’s a short
advantage of the pause to share his report I had my team prepare,” Farb
own views. “It’s obvious that we need off the products. There are consul- said. “As I see it, we can’t beat Amazon
to play both offense and defense. tants that specialize in this. The costs on range, and when we try to match
tC
Offense should include providing are relatively minor and well worth it. prices that are, on average, 8% lower
①__=
more-aggressive discounts through I think this tactic is a no-brainer.” than ours, we’re in the red on most
the Benjy’s app and matching online of Farb caught Bertice’s eye and sales. But what if we shifted away
prices. We also need to get more sup-
pliers to impose minimum advertised # signaled that the projector was now
working. Realizing that
from big-box retail to a more boutique
prices on their online retailers so that , she’d allowed her father to
Fay
there’s a price floor for every product, dominate the conversation,
online or off. she turned the floor over to
No
“As for defense, it will be a process. the CEO.

Some of the basic tactics, such as “As you all know,” Farb
altering our bar codes, are now moot, said, “I spent my early career
9=-7
because the newest price-comparison HBR’s fictionalized in the hospitality industry, and one of experience? Fewer and smaller stores
apps incorporate object-recognition case studies the reasons you hired me five years with fewer but better-motivated
software. That means shoppers don’t present dilemmas ago was to improve our customer ser- and better-trained employees—the
faced by leaders
even have to upload bar codes. All in real companies vice. That starts with respecting our baristas of electronics retail.”
they have to do is point a smartphone and offer guests and how they like to shop.” Ben sputtered: “We’re not running
.
at a product.” solutions from “The way they shop is killing us,” cafés, Farb!”
Do
experts. This one
]
There was murmuring around is based on the Ben interjected. Bertice spoke up: “Let’s hear him
the table. Apparently this was news HBS Case Study Farb hesitated but continued: out, Dad.”
to some of the directors. “Showrooming at “We have to acknowledge that the Farb gave her a grateful look. “TVs
+
Best Buy” (case L
“But there are ways to thwart no. 9-515-019), by world has changed. Showrooming is and laptops may seem like commodi-
object-recognition software,” Ben Thales Teixeira and a fact of modern life, and if shoppers ties that people will buy only at the
E-
continued. “We’ve begun creating dis- Elizabeth Anne sense that we’re trying to stop them lowest prices, but so did coffee before
Watkins, which
play structures within the stores that is available at from doing it, they won’t even walk Howard Schultz made Starbucks a
confuse the apps while still showing HBR.org. through our doors. So with all due destination. Why shouldn’t Benjy’s do
3 Harvard Business Review September 2015

,;÷÷÷É
FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG
t
me
os
÷
the same—sell only the highest-value it would also be useful to have more but people say they don’t want to go
products and educate customers detail on those countermeasures you through the hassle. Seems they just
about them, instead of letting them mentioned. So let’s table this discus- want to hear our spiel, try out the
rP
get overwhelmed in an uncurated sion for now and get through the products, and go online. And often FURTHER
retail landscape?” other items on our agenda. Farb can not to the Benjy’s site.” READING
“You’re naive, Farb,” Ben said. send around his deck, with plenty of That was extremely discouraging. Learn more about
“People will still showroom if they find supporting data, and we can all take “What spiel?” Bertice asked. showrooming.
→É
better deals online.” some time to review the information. “Lately we’ve gotten a lot of train- “Facing Digital
Disruption”
> “We could still match prices,” the If everyone is amenable, I’d like to ing, so we can tell you everything
Sunil Gupta
CEO said. arrange a conference call next week you ever wanted to know about the Mint, June 10, 2015
“How could we afford that?” to discuss only this and decide on a sound system in the Sony Bravia TV,
yo
“How Pinterest
Bertice asked, keen to break up the course of action.” for instance. We’re full of information.
Puts People in
back-and-forth between the two men. People tap into that, get educated— Stores”
“I’m glad you asked,” Farb said. New Ways to Make Money and then go buy from Amazon.” David Sevitt and
Alexandra Samuel
He paged ahead to a different slide. The next day, Bertice was in “But I can’t imagine everyone does Harvard Business
“You’ll see we’ve done some modeling. Huntsville, Alabama, to join in the the showrooming thing,” Bertice Review
July–August 2013
Of course, fewer and smaller ribbon cutting for a redevelopment said. “Don’t some of your customers
"
¥ stores would cost less to staff
and maintain. But I’d like us
project. Several big-box super-
stores—including a Benjy’s—had
really appreciate your knowledge and
=
purchase from us as a result?”
“Make Customers
Want to Buy
op
Offline”
to think more creatively too. been closed and replaced by a The employee laughed nervously. Sohrab Vossoughi
HBR.org
Before I was in hospitality, I worked mixed-use residential-retail com- “Honestly? I think service scares June 23, 2014
=
for a supermarket chain. Do you know munity. Benjy’s still had a presence people—especially people who are
“Brick-and-
how those companies make money there, but a much smaller one. longtime Benjy’s customers,” she said.
Mortars (Still)
while cutting prices? By capitalizing “Welcome to Benjy’s,” a store “Scares them?” Bertice asked.
8
Can’t Beat the
on their position as sales platforms. employee said when Bertice walked “They assume good service equals Web on Price”
tC
,
They charge their suppliers fees for in. “Did you come here today looking higher prices. It’s not true, but I’ve Rafi Mohammed
HBR.org
☆=
promotions and access to prime shelf for something specific?” seen people turn around and walk out June 3, 2013
space. Everyone thinks Amazon is all- That was a nice touch—prob- when we try to engage them.”
powerful, but look behind the curtain ably Farb’s doing. He was no doubt So customers weren’t respond-
and you’ll find vulnerabilities. For piloting his ideas about more helpful ing to price matching, and they were
one thing, it’s a pretty poor marketing and attentive employees here in this being chased away by excellent
platform. Benjy’s is a great marketing smaller-store format. The previous service. All this put her in mind of Oz
platform. If we curate the best and let evening she had gone over his and again. This time she didn’t feel like the
No
customers experience the products, her father’s proposals, analyzing the Wicked Witch; she felt like Dorothy,
why shouldn’t suppliers support us?” business cases. Ben’s plan seemed a thrown into an unfamiliar world. But
E-
“There’s no precedent for that in short-term but low-cost and poten- no ruby slippers were going to help
Q
electronics retail,” Ben countered. tially effective solution. Farb’s was her get back to the old predictability
“It’s a nonstarter. You’ll ruin relation- more costly and risky but possibly of retail. She would have to figure out
ships that we’ve spent decades build- much better in the long run. herself how to move forward.
ing. And you’re talking about huge Instead of responding to the
↳
Reprint Case only R1509X
business-model changes that, even young woman’s question, Bertice
if we wanted to make them, would explained that she was in corpo-
Do
take months—maybe years!—to rate management at Benjy’s. Then Should Benjy’s fight
implement. We need a solution now!”
Several board members nodded
she asked about the showrooming
phenomenon.
the showroomers or
in agreement. Bertice could sense the The woman’s cheery expres- welcome them?
See the commentaries on the next page.
tension building between Farb and sion faded. “Oh, yeah. That’s a big
her father. “Farb, you’re proposing a problem. We’ve changed the displays
pretty radical change, and it’s a lot for to make showrooming harder. And
us to digest,” she said quickly. “Dad, we’ve tried matching online prices,
September 2015 Harvard Business Review 4

FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG
t
os
the same—sell only the highest-value it would also be useful to have more but people say they don’t want to go
products and educate customers detail on those countermeasures you through the hassle. Seems they just
about them, instead of letting them mentioned. So let’s table this discus- want to hear our spiel, try out the
rP
get overwhelmed in an uncurated sion for now and get through the products, and go online. And often FURTHER
retail landscape?” other items on our agenda. Farb can not to the Benjy’s site.” READING
“You’re naive, Farb,” Ben said. send around his deck, with plenty of That was extremely discouraging. Learn more about
“People will still showroom if they find supporting data, and we can all take “What spiel?” Bertice asked. showrooming.
better deals online.” some time to review the information. “Lately we’ve gotten a lot of train- “Facing Digital
“We could still match prices,” the If everyone is amenable, I’d like to ing, so we can tell you everything Disruption”
Sunil Gupta
CEO said. arrange a conference call next week you ever wanted to know about the Mint, June 10, 2015
“How could we afford that?” to discuss only this and decide on a sound system in the Sony Bravia TV,
yo
“How Pinterest
Bertice asked, keen to break up the course of action.” for instance. We’re full of information.
Puts People in
back-and-forth between the two men. People tap into that, get educated— Stores”
“I’m glad you asked,” Farb said. New Ways to Make Money and then go buy from Amazon.” David Sevitt and
Alexandra Samuel
He paged ahead to a different slide. The next day, Bertice was in “But I can’t imagine everyone does Harvard Business
“You’ll see we’ve done some modeling. Huntsville, Alabama, to join in the the showrooming thing,” Bertice Review
July–August 2013
Of course, fewer and smaller ribbon cutting for a redevelopment said. “Don’t some of your customers
stores would cost less to staff project. Several big-box super- really appreciate your knowledge and “Make Customers
Want to Buy
and maintain. But I’d like us stores—including a Benjy’s—had purchase from us as a result?”
op
Offline”
to think more creatively too. been closed and replaced by a The employee laughed nervously. Sohrab Vossoughi
HBR.org
Before I was in hospitality, I worked mixed-use residential-retail com- “Honestly? I think service scares June 23, 2014
for a supermarket chain. Do you know munity. Benjy’s still had a presence people—especially people who are
“Brick-and-
how those companies make money there, but a much smaller one. longtime Benjy’s customers,” she said.
Mortars (Still)
while cutting prices? By capitalizing “Welcome to Benjy’s,” a store “Scares them?” Bertice asked. Can’t Beat the
on their position as sales platforms. employee said when Bertice walked “They assume good service equals Web on Price”
tC
They charge their suppliers fees for in. “Did you come here today looking higher prices. It’s not true, but I’ve Rafi Mohammed
HBR.org
promotions and access to prime shelf for something specific?” seen people turn around and walk out June 3, 2013
space. Everyone thinks Amazon is all- That was a nice touch—prob- when we try to engage them.”
powerful, but look behind the curtain ably Farb’s doing. He was no doubt So customers weren’t respond-
and you’ll find vulnerabilities. For piloting his ideas about more helpful ing to price matching, and they were
one thing, it’s a pretty poor marketing and attentive employees here in this being chased away by excellent
platform. Benjy’s is a great marketing smaller-store format. The previous service. All this put her in mind of Oz
platform. If we curate the best and let evening she had gone over his and again. This time she didn’t feel like the
No
customers experience the products, her father’s proposals, analyzing the Wicked Witch; she felt like Dorothy,
why shouldn’t suppliers support us?” business cases. Ben’s plan seemed a thrown into an unfamiliar world. But
“There’s no precedent for that in short-term but low-cost and poten- no ruby slippers were going to help
Q
electronics retail,” Ben countered. tially effective solution. Farb’s was her get back to the old predictability
“It’s a nonstarter. You’ll ruin relation- more costly and risky but possibly of retail. She would have to figure out
ships that we’ve spent decades build- much better in the long run. herself how to move forward.
ing. And you’re talking about huge Instead of responding to the Reprint Case only R1509X
business-model changes that, even young woman’s question, Bertice
if we wanted to make them, would explained that she was in corpo-
Do
take months—maybe years!—to rate management at Benjy’s. Then Should Benjy’s fight
implement. We need a solution now!”
Several board members nodded
she asked about the showrooming
phenomenon.
the showroomers or
in agreement. Bertice could sense the The woman’s cheery expres- welcome them?
See the commentaries on the next page.
tension building between Farb and sion faded. “Oh, yeah. That’s a big
her father. “Farb, you’re proposing a problem. We’ve changed the displays
pretty radical change, and it’s a lot for to make showrooming harder. And
us to digest,” she said quickly. “Dad, we’ve tried matching online prices,
September 2015 Harvard Business Review 4

21
"
August . } 20 hours .
particular retail brand which

compouitine btw a
is both online and

offline .
→ no more than
2 in one module .
① create a retail store audit form .
must
my
cover
aspect of store
② Online retail audit
*
management
detail
.
form , focusing more ,
credits
buying enpeiienae more
on . .
( fulfilment delivery )
-
Unity and complete team to visit

* 2 -3
the audit form major outlets in

Pune .
across all
categories
of the
mystery
store .
* act as
shoppers .
③ Visit the online app ,

and complete
torn till fulfillment .
④ Each team to pick up to items
access store which in both

online and
offline and compare the
buying influence from 2- 3
hypothetical
market
segments↳ .
demographics .
⑤ Compare the stor 's ambience and
website
layout agonist hygiene
and
navigation
.
merchandise
⑥ Compare min
variety ,
SKU 's
catyy and
,
across both
platforms .
⑦
Summary and Conclusion .
( only in bullet
points )
✓
1
validate with
findings .
and
min to
points :
learning observations .
Names to be in same order as that
sheet indene
of google 9 .
attachments :
• Store audit torn
-
Online audit to
-
min topics store visit

of
• .
marking .
> 10 maths , contribution

lean
5inch ,
group report
compilation .
5m .
quality of
audit ton .
compact
.
_
analysis ) .
genuineness of
work .
Purchase of Merch / Service :
↳
ways to increase evaluation into purchase
Make it to purchase
easy
◦
.
◦ Provide information which
reinforces evaluation .
Reduce risk
making
a
of
•
mistake
purchase
create a
/
of
urgency
• sense
scarcity .
limited stock
y
:
availability .
→ Post purchase Evaluation ,
( NPs)
> Net Promoter Score ( NPs )
to
likely
How
question
:
are tr received
you
our product / sluice .
based on
<
likert scale .
I ↓
9- to 26
Promoters Detractors .
✗
8- 7 : will mark an
average .
*
Try NPS with
shoppers who left
the store .
what males consumes

buy .
Demographics population
→
measure
of
: .
→
lifestyle : how families spend money speddtimeet
.
.
Aspirational
◦
Mentorship
◦
Dissociative
0 Face -
Face .
Customer Buying Behaviour and Fashion
Many retailers sell fashionable merchandise. To sell this type of
merchandise profitably, retailers need to (1) understand how
fashions develop and diffuse throughout the marketplace and (2)
use operating systems that enable them to match supply and
demand for this seasonal merchandise. This appendix reviews the
consumer behavior aspects of fashion; the operating systems for
matching supply of and demand for fashion merchandise.
Fashion is a type of product or a way of behaving that is temporarily

adopted by a large number of consumers because the product,
service, or behavior is considered socially appropriate for the time
and place. For example, in some social groups it is or has been
fashionable to have brightly colored hair or tattoos, wear a coat
made from animal fur, or have a beard. Even though a wide range
of activities and products go in and out of fashion, in many retail
environments the term fashion is associated with apparel and
accessories.
CUSTOMER NEEDS SATISFIED BY FASHION Fashion

gives people an opportunity to satisfy many emotional and practical
needs. Through fashions, people develop their own identity. They
also can use fashions to manage their appearance, express their
self-image and feelings, enhance their egos, and make an
impression on others. Through the years, fashions have become
associated with specific lifestyles or the roles people play.
You wear different clothing styles when you are attending class,
going out on a date, or interviewing for a job.
People use fashions to both develop their own identity and gain
acceptance from others. These two benefits of fashion can be
opposing forces. If you choose to wear something radically
different, you will achieve recognition for your individuality but might
not be accepted by your peers. To satisfy these conflicting needs,
manufacturers and retailers offer customers designs that are
fashionable but that still enable consumers to express their
individuality.
Consumers also adopt fashions to overcome boredom. People
get tired of wearing the same clothing and seeing the same
furniture in their living rooms. They seek changes in their
lifestyles by buying new clothes or redecorating their houses to
meet their changing tastes, preferences, and income.
HOW DO FASHIONS DEVELOP AND SPREAD?

Fashions are not universal. A fashion might be accepted in one
geographic region, country, or age group and not in another.
Consider how your idea of “fashionable” differs from that of your
parents. Many of you might have a hard time imagining them
dressed in distressed, skinny jeans and a tight T-shirt. Well, they
might have just as much trouble picturing you in a double breasted
business suit. One interesting sports fashion trend has been the
uniforms for college and NBA basketball players. Forty years ago,
they wore tight, short shorts, and Converse shoes. Now they have
wear baggy shorts and Nike shoes.
The stages in the fashion life cycle are shown in Exhibit.
Retailing
considers
only
Apparel IdudÑ
The cycle begins with the creation of a new design or style. Then
some consumers recognized as fashion leaders or innovators
adopt the fashion and start a trend in their social group. The
fashion spreads from the leaders to others and is accepted widely
as a fashion. Eventually, the fashion is accepted by most people in
the social group and can become overused. Saturation and
overuse set the stage for that fashion’s decline in popularity and
the creation of new fashions. The time span of a fashion life cycle
varies depending on the type of product and the market.
FAD + Fashion + Basic Product
.
§
The cycle for apparel fashions for young teenagers is measured 00
in months or even weeks, whereas the fashion cycle for home

furnishings may last several years.
Creation if
New fashions arise from a number of sources. Fashion designers
are one source of creative inspirations, but fashions are also
developed by creative consumers, celebrities, and even retailers.
&
When high-profile actors, performers, and athletes wear the latest
styles in television shows and movies, on stage, or on the red §
carpet, consumers interested in fashion often adopt and follow
these trends.
www.sneahjtod-hod
'
catches •
trend knockoffs
.
Adoption by Fashion Leaders , one

there
are
The fashion life cycle really starts when the fashion is adopted by
leading consumers. These initial adopters of a new fashion are
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write converse
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Taylor
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,
:
called fashion leaders, innovators, or trendsetters, and they are the
first people to display the new fashion in their social group or write
about them in social media, like fashion blogs. If the fashion is too
innovative or very different from currently accepted fashion, it might
not be accepted by the social group, thereby prematurely ending its
life cycle.
Three theories have been proposed to explain how fashion
spreads within a society. The trickle-down theory suggests that
fashion leaders are consumers with the highest social status—
wealthy, well-educated consumers. After they adopt a fashion,
the fashion trickles down to consumers in lower social classes.
When the fashion is accepted in the lowest social class, it is no
longer acceptable to the fashion leaders in the highest social
class.
Manufacturers and retailers stimulate this trickle-down process by
copying the latest styles displayed at designer fashion shows and
sold in exclusive specialty stores. These copies, referred to as
knockoffs, are sold at lower prices through retailers targeting a
broader market. For example, designers at retailers like Forever 21
view fashion shows and interpret the designs for their market. If
the designers in Paris and Milan are showing turtlenecks, the
Forever 21 designers determine what aspects of that fashion will
appeal to their broader market and then have their designs
manufactured in lower-cost countries like China. It is likely that the
knockoff turtlenecks will be on the shelves at Forever 21 well
before the higher-priced originals get to the highend specialty and
department stores.
The second theory, the mass-market theory, suggests that fashions
spread across different peer groups. Each group has its own
fashion leaders who play key roles in their own social networks.
Fashion information trickles across groups rather than down from
the upper classes to the lower classes. Spain-based fast-fashion
retailer Zara solicits new fashion advice from its store
management all over the world. These managers funnel
information to the corporate offices in Spain about fashion requests
from its customers, what they are wearing, and how they are
interpreting and changing off-the-rack apparel to adapt to their
unique fashion senses. Zara’s fashion designers synthesize the
information and reinterpret this information into their own new
fashions.
The third theory, the subculture theory, is based on the
development of recent fashions. Subcultures of mostly young and
less affluent consumers, such as urban youth, started fashions for
such things as colorful fabrics, T-shirts, sneakers, jeans, black
leather jackets, and surplus military clothing. Many times, fashions
are started unintentionally by people in lower income consumer
groups and trickle up to mainstream consumer classes.
For example, workers wear blue jeans that have holes in them
and are distressed from manual labor, their T-shirts are faded from
working in the sun, and people who paint houses are covered in
splashes of paint. These looks have been adapted by
manufacturers and sold to many different consumer groups. The
more distressed, the more people are willing to pay. These
theories of fashion development indicate that fashion leaders can
come from many different places and social groups. In our diverse
society, many types of consumers have the opportunity to be the
leaders in setting fashion trends.
Spread to Large Consumer Groups
During this stage, the fashion is accepted by a wider group of

consumers referred to as early adopters. The fashion becomes
increasingly visible, receives greater publicity and media attention,
and is readily available in retail stores. The relative advantage,
compatibility, complexity, trialability, and observability of a fashion
affect the time it takes for that fashion
to spread through a social group. New fashions that provide
more benefits have a higher relative advantage compared with
existing fashions, and these new fashions spread faster.
Fashions are often adopted by consumers because they make
people feel special.
Thus, more exclusive fashions like expensive clothing are
adopted more quickly in an affluent target market. On a more
utilitarian level, clothing that is easy to maintain, such as
wrinkle-free pants, will diffuse quickly in the general population.
Compatibility is the degree to which the fashion is consistent

with existing norms, values, and behaviors.
When new fashions aren’t consistent with existing norms, the
number of adopters and the speed of adoption are lower. Head
to-toe leather apparel is compatible only with a relatively small
percentage of the public. Although this look may be moderately
successful for a season or two, it will never achieve widespread
acceptance.
Complexity refers to how easy it is to understand and use the new
fashion. Consumers have to learn how to incorporate a new
fashion into their lifestyles. For example, a platform, 6-inch,
stiletto-heeled pump is difficult to walk in unless you are taking
only a quick strut down the runway.
Trialability refers to the costs and commitment required to adopt
the fashion initially. For example, consumers buying fashions
through Internet channels or catalogs cannot examine the
garments or try them on before making a purchase commitment—
the trialability is low compared to shopping in
stores. New size matching machines are being used in several
shopping centers around the United States. The machines take
consumers’ measurements and match them with specifications
provided by clothing manufacturers, thus providing a proper fit
and increasing trialability by reducing the risk associated with
buying apparel that has not been tried on.
Observability is the degree to which the new fashion is visible and
easily communicated to others in the social group. Clothing
fashions are very observable compared with fashions for the
home, such as sheets and towels. It is therefore likely that a
fashion in clothing will spread more quickly than a new color
scheme or style for the bedroom.
Fashion retailers engage in many activities to increase the adoption
and spread of a new fashion throughout their target market.
Compatibility is increased and complexity is decreased by showing
consumers how to coordinate a new article of fashion clothing with
other items the consumer already owns. Trialability is increased by
providing actual or virtual dressing rooms so that customers can try
on clothing and see how it looks on them. Providing opportunities
for customers to return merchandise also increases trialability
because it reduces purchase risk. Retailers increase observability
by displaying fashion merchandise in their stores, advertising it in
the media, and facilitating coverage through social media like
YouTube and fashion blogs.
Saturation
In this stage, the fashion achieves its highest level of social
acceptance. Almost all consumers in the target market are aware of
the fashion and have decided to either accept or reject it. At this
point, the fashion has become old and boring to many people.
Decline in Acceptance and Obsolescence When fashions
reach saturation, they have become less appealing to consumers.
Because most people have already adopted the fashion, it no
longer provides an opportunity for people to express their
individuality. Fashion creators and leaders thus are beginning to
experiment with new fashions. The introduction of a new fashion
speeds the decline of the preceding fashion.
bewmeahab.it#
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How
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Economy
→
.
Rural
Marketing
→
→ Rural Detail .
Reasons
for leaning retail store w/out Buying .
hey factors purchase

in the act .
Types of consumer Decisions .
dissonance
cognitive :
not
choosing the
- -
eight alternatives .
Extended thigh
limited Risky Time

Routine low .
Types of Impulse shifting :
①
Completely unplanned .
( sale)
②
Partially unplanned .
coulter
③ Unplanned substitution .( ubsell)

Strategic profit Model :
→ Net Profit Margin

→ Asset Turnover :
↳ 2=3 it means
each
dollar
it
generates 2=3
invested .
for
→
QOA .
t i.net#lcs---N.P.Mnetsa
NI-P.marg_
fatal am> total and> .
,
ROA . = NPM ✗ Asset turnover .
either can be high for any
busing
check 2 Statement .
→
Income St .
→ PIL St .
different strategies ,
→
Profit Margin Path :
Components -
↳
Net sales :
↳ Co as
Gross
Margin
↳
↳
Stoltz tea .
back fee
↳
Charge
( defective product
Vendor )
tour .
operating eulpeuesi
↳
( SUSA)
*
selling gun
- ID administrative
emperors .
↳
op .
profit margin
Not
is
profit Margin .
% vac:
open
gross margin
%
op .
profit margin
]
S total current Asset turnover .
mtsahs_
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.
.
↑se ROA
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How to
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:
inventory
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tse Op .eu at cost

.
tous
by decreasing
Tse asset turnover but lead to lower
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profit and net
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Retail Locations :
↳ One the
of most → Gives competitive
influential factors advantage .
to considerations
pertaining
by
a consumer .
→
types of locations :
Unplanned
→
.
→ Planned
→
CAM ( common area
maintain once
) Calls and )
all
↳
paining .
security adIy , .
> GLA :( Gross Leasable Area ) : total

floor area available
eudusive
for the use
by
the retailer .
s Trade Area : area where customers interact
[ basis of
Analyzed on with retailer .
customer
density )
factors location
→ in
selecting a
particular '
① Size trade
of area
① cut
Occupancy and
③ pedestrian vehicular traffic .
⑥ Restrictions .
⑤ Convenience .
Unplanned Retail Locations ,
①
Freestanding site : adv : Convenient
High Disability
less restrictions .
dis :
Higher occupancy cost
Low
pedestrian traffic .
parcels hoishs lots

parking
>
making
Out :
near or
centres
shopping .
Planned Detail Locations ,
Centres
>
Shopping : commercial establishments
planned ,
developed and
managed as a
single property .
I
A# : a
shop or stove which
becomes the main attraction in a
shopping center .
shopping centre
management
i
.
Strip skohhing centers .

Cuidula is
great , Chandigarh rocks )
>
Drive -
thru
Non traditional locations :
→ Pop up
-
stores
→ Stove within a Store
→ Merchandise kiosks .
Retail market
Shopping Behavior in .
3 classifications .
Convenience goods
→
Specialty goods . ( e-
goods ,
car
,
house)
Shopping
→ convenience
→
Comparison Shopping
specialty Shopbeiy
→
Location Retail
strategy
and .
Density of Target Market .
Retail
→
Uniqueness of
offering .
→ Societal and Zonal Rules .
Area
Trading Analysis :
Area
> fringe .
for convenience
goods
focus on
primary area .
, Primary
-
for specialty goods

people may move
from
time to
primary / secondary .
→
Secondary
Area Proposed
•
Trading of Current and Outlets .
overlapping of nlmile .
-
Destination stores v. Parasite Stoves .
Trading Area u . Store

Type .
Largest
|
•
Departmental
Supevmaht
•
Trading -
Apparel
Ana g. µ
.
.mg
-
Convenience
•
Smallest
-
Elements in
Trading Area Selection .
① Population :
② Economic base .
③
Availability of labour .
⑨ b-
Closeness
supply
sources
of .
⑤ Competitive Situation .
locations
⑥ Availability of store .
Types of lease :
①
Straight Lease : ( ✗ amount ) for y years period .
Graduated :( × ) for
②
y years ,
ut 2000 for $+5 years
-
y+i◦)
③ Maintainana compounded increase 5% town 4-
escalation
6g
: as a .
.
①
Percentage : Retailer
pays ✗ amount
along with 5% of sales .
⑤ Net Retailer than

Lease :
and structural
pays all
cutpurses w.ir - t
property other
montage repairs .
⑥ 5- lease with an
option to renew
year .
⑦ Lease to for rent

buy
with an
option : ✗ amount
option to purchase
after loyears
.
⑧ Sale Leaseback and

retailer sells the
property to investor
- '
later Leases it back ( for unsure businesses)
⑨ Good
Guy clause : retailer to
property
in not liable the
vacated and
owner as
long as
they've the
property
that be due
paid all the rent
may .
Supply chain :
a) Distribution Centres ( Dc) :

warehouse vehicle houses all
the merchandise from vendors and distributes it to
multiple stoves .
b) fulfilment Centre ( Fc) :

ships
directly to the customer _
it slips to Reduction
vendor
directly retail store : in COGS .
I UPC : Universal Product Code

Pos : Point of Sale
Slipping
ASN : Advanced Notice .
Direct
Delivery
DSD : stove
.
JIT Just Time

: in
delivery .
Lead Time : amount order

of time btw
recognition of
an
and the point at which the merch
arrives at the store and is

ready for
sale .
Stock Out :
Pull demand
Supply chain : automated
supply chain ,
in
Pos terminal and

captured
by the
slipped
the order is
automatically
from supplier .
Push
Supply chain : done on historic demand data
•
.
RFID ( Radio frequency '
D)
Rain check when sale merchandise out stock
in
of
- :
,
to the sale at the

and sell it
,
retailer
promises
discounted price .
Vendor ( VMI)
Managed Inventory : vendor in
responsible
-
retailers stock
for maintaining the .
↳ Reduces Stock Outs w/ minimal
inventory .
↳ Reduce Vendor and Retailer costs .
↳ lacks communication
way
2 .
Collaborative ,
planning forecasting.
and replenishment ( CPFR)
→ DSD v. DC
Direct store
advantages of DC :
delivery .
→ More accurate sales

forecast
→ Retailers need less merchandise .
→
easier to avoid stochouts .
→
Space is less enlpeisiue at DC .
DC does
Ticketing and
Marking
→
,
work and wasted

reducing time
at retail stores .
Private v.
Manufacturing v. white
labeling .
↓
When a
brand take over the
product from the

manufacturing company .
of marketing
The retailer takes care
veliilr produces
manufacturer .
Retailer has euclusiue

right to the
pewduct .
Reverse
Logistics :
consumer s retailer .
-
At what conditions Ave customer returns accepted .
what in the refund policy

•
needed to
-
what in the customer documentation
verity the
purchase .
How repairs handled

•
are .
Merchandise
Management '
merchandise #I cat
group
:
. .
gross margin % sales

v =
× to Stoehr .
deft .
↓ =
gross margin
uetsalesclanit.cat
×
-
inxeihy " wet sales at .

at
cost .
↓
= guns margin
SKU 's ow .
inventory at cost .
buying inventory in smaller

•
quantities , more
often
reducing buff stocks

.
- .
Assortment Plan within merchandise
, of no .
subcategories a
category .
~
↳
Breadth
variety :
.
↳ no .
of SKU 's :
Depth
for
→ Model
n
Stock Plan :
each
plan in made
separately each Suu .
↳
each Sku
plans what the
buyer
want and males that available .
n independent Sku
Hierarchy .
category
classification
normally where assortment plan
'
Buyers in made .
departments .
merch v. P
group
store specific plans : model stock plan .
I
mostly in
groceries .
Private retailer
labels : marketed
by retailer
only for sale at the
'
available .
F- inclusive brands vendor

brand
only available at
→ :
developed by a national
the retailer .
mainly for apparels

' .
National Brand and marketed retailer

→ :
designed , produced by the .
brands : brand
]
Copycat imitates the
manufactured in
appearance ,
but lower price and lower

copy
the in
of a
quality .
27%-1
Markup
µ¥
'
retail cost
price =
of item +
markup .
I
always done
basis
on the
of 20% .
markup %
=
wd--makup_
markup .
markup calculation :
% = Retail Sell Price -

merch cost
retail Price
selling .
= Planned open +
Profit
planned open .
What is markup dependent upon .
↳
suppliers suggested price
Inventory turnover
•
competition
•
availability servicemembers to
push the
product .
selling effort
•
overhead cost
→
Initial Markup calculation :
initially set for the start

of shore
Maintained markup done

consistently period of time
→ : over a .
☆
Direct Product
Profitability :(cheek google classroom )
→
Markdowns : % reduction final price
selling
in .
↳ can be done for clearance .
markdowns
types of
→ :
Promotional markdowns .
Clearance markdowns .
Capons
.
Price )
bundling
etc
.
. Czar 3 for 99
Quantity discount ( etc)

Buy 3
get
-
.
'
.
> Odd
Pricing marking
: a
product at a cost which
generally
ends
with a 9
,
one less than the even whole number .
499 / -
,
5991 -
"
Bait and Switch

%
"
→ :
upto ✗
off .
↳ She store advertises a sale however
the same in
applicable to
maybe
few products The ultimate
goal
a .
to
is
up sell a
pewduct with a
higher
to the customer
margin .
→
Stove Design Objectives :
①
Increasing sale on visit .
② Control costs to increase

profits .
⑦ Meet the
legal requirements .
①
Design tradeoffs .
Grid
Store
Design Layouts ① layout
> :
.
'
main focus on utilitarian customers
to
find products
•
easy .
cost
efficient
-
centre store sales

hey
•
are
-
.
which
products
move
quickly .
> Store
layout may
be
influenced by the traffic sides
of
that
country .
② Racetrack
layout / loop layout .
meant for hedonistic

mostly customers
•
encourages unplanned purchases .
③ Free-form layout .
arrangements are done

unsymetñcally
•
↳ hedonic
product play a
big part .
Store
Directory
> :
Store
display directory
-
to action
call
signage
-
.
Promotional
signs
.
Point sale
of signs
-
Digital .
Stove
Design Elements :( Visual
Merchandising )
>
Freestanding display : tincture of mannequins

disorganized
bin
endcap propel sales
'
: can
, .
'
Space Management : the
space allocated to merchandise
category .
Visual
Merchandising
>
:
Cleanliness
labels must be
facing towards customer
.
Near
inking pewducts must be stacked at the front .
'
Idea Oriented presentation : shows customers how
to dress and has an

influence in the
criteria
customers
buying .
' Vertical
Merchandising stocking :
products vertically
of arranging the pewdud >
vertically in a
rack to their colour

according .
Sales and Phonation paid promotion other than PR

advertising /
> :
and personal selling .
Helps in :
Increasing sales volume

•
short term
Displays
i.
:
Referrals
'
contests .
^
lotteries
Capons
•
Frequent shopper programs .
.
Prizes .

Retail Management

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Retail Management

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Retail

Retailers are businesses who seel the

tonnes distribution centres ; where the

integrated performs some

retail on it's own ,

c) logistics 9 Supply chain

* 51% FDI allowed in multi brand metal .

* 10090 FDI allowed for single brand retail .

↳ when manufacturer store

Multi branded Detail brands

* Stores Multiple brands

→ vehicle causes discrepancies .

was different In each .

GST made sure face

channel Power : the

point from idea

Omni Channel Retail :

When the retailer sells to customers

multiple channels and

peak hour for ecommerce : CO -

( channel power in low)

Manufacturer gets better

② Retail Acadian ( 1966 )

Retail life Cycle '

" " ""

"" "" " """ * " """

online or business other than the core one .

Small local stoves

• Merchandise : Medium width

Phonation : Moderate ( pamphlets .

work on niche markets .

Emphasis on senile from

who are well

① Upscale high fashion .

② Moderate Reliance Trends

by weeping prices low .

- sell at leis than retail

Returned orders Brand

↳ Stock on / off season .

2ⁿᵈ line for f- of brand stores

Warehouse clubs / stores , limited assortment

Super warehouses are more

Retail formats Ownerships

of monthly for eudusiue

Shopper Buying Behaviour :

for specific task in retail

go shopping for pleasure .

Social of self esteem

way supplement then

Suggestive selling : when salesperson sells

retailers hedonic needs

Stimulation visual much

retail stores play < ↳

the website wet tee

consumers visit the

about the product

◦ Multi Attribute Model .

Can You Win Back yo

A brick-and-mortar retailer searches for a

prices on their online retailers so that , she’d allowed her father to

“As for defense, it will be a process. the CEO.

experts. This one

3 Harvard Business Review September 2015

September 2015 Harvard Business Review 4