Why Retail Strategies are in Desperate Need of Change #wine #retailers


#retail strategy

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Why Retail Strategies are in Desperate Need of Change

Accurately Responding to Market Change to Create Competitive Advantage

Retail strategy is at a reset moment. Historically, retail CEOs have designed business strategies by creating differentiation among the 8 primary factors of location, store, merchandise/assortment, visual merchandising, staff, service, mass media and communications, and price. A retailer could achieve sustained leadership by standing out in at least 2 of these dimensions.

For example, Walmart’s differentiation is based on broad assortments and low price, or Nordstrom on Service and highly specific assortments.

However, an unprecedented change in consumer technologies, and more so consumer behaviors, has transferred the balance of retail commerce power from retailers to consumers. Consumers are now more connected and informed, and have far more purchase options than ever before. Their personal technologies have changed their behaviors. Consumer expectations have increased, their loyalty has decreased and because barriers to switching brands continue to decline they are in fact switching brands at an accelerated pace.

To respond to consumers’ new behaviors, technologies and purchasing power, retailers must append their business strategy with new forms of differentiation, recognize that customer relationships increasingly influence consumer purchase decisions, understand that mass media communications have given way to consumer preferences for highly personalized messaging, and that business intelligence is a new basis for competitive advantage. My diagram below visually illustrates the adjustments needed for todays successful retail strategy.

While the 8 historical differentiation factors still apply, they are fleeting and insufficient by themselves. They are also being copied and replicated by existing and new competitors in shorter and shorter time spans a trend that will continue to erode differentiation and accelerate commoditization.

The definition of competitive advantage is differentiation that is relevant, measurable and unique. If you recognize that the retail market has changed in a way that none of the original 8 dimensions are unique, you also recognize that they are no longer capable of creating competitive advantage by themselves.

Fortunately, the rise of consumer empowerment also brings new opportunities for retailers. Consumers want to engage with their preferred brands pursuant to their terms and using their personal technologies. Retailers that apply Customer Relationship Management (CRM) strategies to engage consumers and nurture consumer relationships can find that these Customer Relationships trump every other competitive differentiation factor for certain classes of consumers, such as loyalty members, repeat customers and high value customers. Further, customer relationships don’t deteriorate over time. In fact, just the opposite, they normally get stronger over time, making customer relationships one of only two sustainable competitive advantages available to retailers.

The other sustainable competitive advantage is the ability to apply business intelligence for improved decision making throughout the enterprise. Business intelligence is the long heralded but seldom achieved capability to get the right information to the right decision maker at the right time. And for the record, decision makers are not found in just the C-suite. Too often, business intelligence (BI) is narrowly viewed as something for corporate leaders, somehow suggesting the remaining 99% of the business can operate just fine without intelligence.

BI software can use data to create a differentiating customer experience and more accurate merchandise/assortment planning forecasts among other things. However, executive sponsorship is required to create a culture which discourages subjective, gut or intuitive decision making (risk taking) and instead favors data driven, fact based and evidence supported decision making in all areas of the business.

Not Worthless, Just Worth Less

So what about the original 8 competitive advantage factors?

Location and Store. Omni-channel renders any single location and store less potent. More merchandise sold over more channels lessens the volume of business done in any single channel. This doesn’t suggest that the location, store or any single channel is unimportant but that channel diversification renders any single channel less important than the overall omni-channel strategy .

Merchandise and Assortments. These are being copied by high volume imitators and lower cost competitors in shorter durations. For example, shoes, bags, apparel and new fashion trends revealed on Milan runways now have their designs copied and reproduced in hours, and are manufactured in China or Bangladesh in less than four days. However, on the flipside, better data is creating better science to compliment artful assortment planning so that any knowledgeable retailer taking advantage of the science can create improved merchandise and assortment forecasts and plans. Merchandise/assortments is still a critical success factor, but is increasingly replicable by competitors and available to any retailer willing and able to apply data and science to deliver increased accuracy, which thereby renders less differentiation and competitive advantage.

Visual Merchandising. Still important but easily and quickly replicable. Little to no differentiation here.

Staff. While most retailers view staff as expenses and not assets, a few retail leaders are upping their game in terms of staffing – mostly as it relates to their Customer Experience Management goals. Retail staffing as a differentiator varies considerably by sector.

Service. Most retail customer service disappoints but the industry is taking note of the strategies and successes of retailers such as Zappos and Nordstrom. Pre-sale and post-sale service processes are easily and quickly replicable. However, upping the game from simple service scenarios to delivering rewarding and memorable customer experiences (CX) is indeed a strong competitive advantage. For reference, I include CX management within CRM. I know today they are often considered separate, but it’s clear to me they will merge. Understanding this now will help retailers create a single CRM strategy and avoid fragmented processes and systems.

Mass Communications. Mass media branding value and mass communications conversions are dying. I continue to hear retail marketers suggest that mass media creates branding. Unfortunately, they fail to realize that consumers determine the brand value not from paid advertising (which is at an all-time low in terms of believability) but from social media and their own consumer experiences. Retailers must engage consumers via a social media strategy and finely tuned segmentation in order to deliver relevant, personalized and contextual messaging and offers that resonate in order to achieve conversions and campaign effectiveness. This is a big transition that most retailers make at a snails pace.

Price. Unless you are Walmart, competing on price remains a fools errand.

The unprecedented pace of change in the retail industry is producing a growing divide between those that act and those that wait and see. As innovative retailers respond to more demanding consumer behaviors they will in turn attract larger numbers of new customers while those retailers who procrastinate will involuntarily become the source of those customer defections and incur a steady business deterioration.


Apple s Retail Strategy Is Still Paying Off in a Big Way #online #shopping #discounts


#retail strategy

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Apple’s Retail Strategy Is Still Paying Off in a Big Way

NEW YORK (TheStreet ) — Apple (AAPL ) no longer breaks out the sales of its retail store business as part of its quarterly results, but industry analysts who follow the consumer-electronics leader say the rest of Apple’s report suggests its retail operations remain strong at a time when the company is launching its most anticipated product in years.

Apple’s retail stores received attention recently for having only display models of the Apple Watch and only allowing customers to place orders for the device. The practice was promoted in an email and video by Angela Ahrendts, Apple’s senior vice president of retail. She encouraged retail employees to push consumers to purchase an Apple Watch through Apple’s online store.

Ahrendts’ method of promoting the Apple Watch was seen by some as a change in Apple’s retail strategy. Historically, the company has hyped up the first-day sales of new products, leading to long lines outside Apple’s stores.

But analyst Tim Bajarin of Creative Strategies said the absence of the Apple Watch in the Apple stores was more of a “one-off” event than a change in the company’s retail direction.

“You can’t glean any retail information from the Apple Watch,” Bajarin said. “That had to do with their supply chain. But you can get a pretty strong understanding that since their [overall] numbers did well, you have to believe that retail is stronger than ever.”

For the fiscal second quarter. Apple said it earned $13.6 billion, or $2.33 a share, on revenue of $58 billion. In the same quarter a year earlier, Apple reported a profit of $10.2 billion, or $1.66 a share, on $45.6 billion in revenue. Sales of the iPhone and Mac were among the quarter’s highlights, with iPhone revenue rising 55% from a year ago to $40.3 billion on the sale of 61.2 million units. Mac revenue rose 2% to $5.62 billion on 4.6 million units.


Definition – Multi Channel Retailing #tv #retailers


#multi channel retailing

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Gabler Wirtschaftslexikon

ANZEIGE

I. Begriff und Merkmale Die Marktsoziologie oder auch Soziologie der Märkte ist ein Teilgebiet der Soziologie, in der Märkte den zentralen Erklärungsgegenstand bilden. Märkte sind zentrale Institutionen und Ordnungsformen moderner Gesellschaften, über die die Zuweisung und Verteilung von Gütern und. mehr

von Robert Skok

Corporate Governance bezeichnet den rechtlichen und faktischen Ordnungsrahmen für die Leitung und Überwachung eines Unternehmens. Unvollständige Verträge und unterschiedliche Interessenlagen bieten den Stakeholdern prinzipiell Gelegenheiten wie auch Motive zu opportunistischem Verhalten. Regelungen zur Corporate Governance haben grundsätzlich die Aufgabe, durch. mehr

von Prof. Dr. Axel v. Werder

Multi Channel Retailing

ANZEIGE

mehrgleisiger Vertrieb, mehrgleisige Distribution, Mehrwegabsatz, hybride Verkaufssysteme, Mehrkanal-Vertrieb, mehrgleisiger Einzelhandel, Mehrkanalsystem im Einzelhandel. Der Kunde kann zwischen mehreren Kanälen wählen, z.B. stationärer Einzelhandel, Katalogversand, Onlineshop oder via TV, um Leistungen eines Anbieters nachzufragen. Soweit neben den stationären Geschäften ein elektronischer Absatzkanal eingeschaltet ist, spricht man auch von Click Mortar. Multi Channel Retailing liegt auch vor, wenn der Händler allein im stationären Bereich (oder in einem anderen Bereich) mehrere Vertriebslinien führt, z.B. die Tengelmann-Gruppe mit Plus, Kaiser’s, Tengelmann und kd. Die Kanäle können integriert sein: Der Kunde kann den Kaufprozess auf mehr als einen Kanal verteilen, z.B. Information im Onlineshop und Kauf im stationären Geschäft, was u.a. bei Conrad Electronic, Douglas, Karstadt, Lands’ End, Otto, Plus, Tchibo und Schlecker möglich ist. Oder die Kanäle werden völlig separat geführt: Der Kunde hat nicht die Möglichkeit, mehrere Kanäle einer Handelsunternehmung (z.B. Saturn und Media Markt) bei einem Kaufprozess in Anspruch zu nehmen. Probleme beim Multi Channel Retailing können entstehen, wenn in den einzelnen Vetriebswegen unterschiedliche Strategien (etwa Preisstrategien) eingeschlagen werden, der Kunde aber zwischen den einzelnen Kanälen wählen kann.

Suche in der E-Bibliothek für Professionals

ANZEIGE

Multi Channel Retailing

ist im Gabler Wirtschaftslexikon folgenden Sachgebieten zugeordnet:

Informationen zu den Sachgebieten

Die Versicherungswirtschaft ist zum einen ein Wirtschaftszweig von großer volkswirtschaftlicher Bedeutung und zum anderen eine spezielle Betriebwirtschaftslehre – auch Versicherungsbetriebslehre genannt. Als Wirtschaftszweig mit Dienstleistungscharakter ist die Versicherungswirtschaft mit Aufgaben der Schadensverhütung und -regulierung und der Sammlung von Kapital betraut.. mehr

Durch eine internationale Rechnungslegung und damit internationale Harmonisierung der Rechnungslegung soll eine Vergleichbarkeit bzw. Interpretierbarkeit der Jahresabschlüsse international agierender Unternehmen, die ansonsten nach länderspezifischen, unterschiedlichen Rechtsnormen erstellt sind, erreicht werden. Diese Harmonisierung ist seit 2001 Aufgabe des IASB, des privatrechtlichen. mehr

Die Wirtschaftsinformatik als Wissenschaft von der Konzeption, Entwicklung und Anwendung computergestützter Informations- und Kommunikationssysteme (IKS) nimmt eine interdisziplinäre Schnittstellenfunktion zwischen der Betriebswirtschaftslehre und der Informatik ein. Jedoch bietet die Wirtschaftsinformatik auch zusätzliche Funktionen/Ergebnisse wie etwa Methoden und Modelle, anhand derer. mehr

I. Kurzübersicht Die Volkswirtschaftliche Gesamtrechnung (VGR) erstellt ein quantitatives Gesamtbild des wirtschaftlichen Geschehens. Hierzu erarbeitet sie ein aus der Logik eines Kreislaufschemas hergeleitetes Rechenwerk, das – aus mehreren Teilrechnungen bestehend – eine umfassende und hinreichend gegliederte Darstellung aller geleisteten Wirtschaftstätigkeit anstrebt. II.. mehr

Schwerpunktbeitrag von Michael Horvath, Prof. Dr. Robert K. Frhr. von Weizsäcker

I. Neoklassisches Basismodell Annahmen: Marktform der vollkommenen Konkurrenz (Ausschluss von Marktmacht) mit folgenden wichtigen Implikationen: Homogenität und vollständige Substituierbarkeit aller Arbeitskräfte und Arbeitsplätze (Ausschluss von Diskriminierung); vollkommene Information aller Wirtschaftssubjekte (Markttransparenz); vollständige Mobilitätsfähigkeit und -bereitschaft aller Arbeitskräfte; vollständige Flexibilität der Löhne. mehr

Schwerpunktbeitrag von Privatdozent Dr. Fred Henneberger, Prof. Dr. Berndt Keller

I. Begriff und Bedeutung Der Begriff Krisenmanagement entstand im politischen Bereich, wobei dessen erstmalige Verwendung dort umstritten ist, mehrheitlich aber Kennedy im Zusammenhang mit der Kuba-Krise 1962 zugeschrieben wird. In der Betriebswirtschaftslehre findet der Begriff Krisenmanagement erst seit den 1970er-Jahren Verwendung, wenn. mehr

Schwerpunktbeitrag von Prof. Dr. Ulrich Krystek


Retail Manager jobs #retail #merchandising #jobs


#retail manager jobs

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Retail Manager jobs

Assistant Store Manager / Assistant Retail Manager Our client is the largest independent convenience store operator in the UK with over 600 independent retailers plus over 300 company owned stores and over 7500 employees in total across all of their divisions in England and Wales. It’s through their.

  • Guildford
  • Permanent, full-time
  • 16,000 – 18,000 per annum
  • 9 applications

Assistant Retail Manager – Champneys City Spa Guildford Assistant Retail Manager – Champneys City Spa Guilford An exciting opportunity has arisen for a dynamic and commercially minded individual who has a proven track record in retail sales to join Champneys who have been market leaders for over 90.

  • Huntingdon
  • Permanent, full-time
  • 20,000 – 24,000 per annum
  • 11 applications

Job: Retail Manager Location: Huntingdon Salary:20-25k Reporting to: Fundraising Coordinator Hours: Full time This is a Fantastic opportunity to work for a passionate and productive charity based in Huntingdon. My client is looking for an experienced retail manager who can guide and manage their retail.

  • Blakeney
  • Permanent, full-time
  • Salary negotiable
  • 4 applications

Assistant Store Manager / Assistant Retail Manager Our client is the largest independent convenience store operator in the UK with over 600 independent retailers plus over 300 company owned stores and over 7500 employees in total across all of their divisions in England and Wales. It’s through their.

Posted 5 days ago by Off to Work

Walk In The Footsteps Of Kings and Queens Do you have a wholehearted, passionate love for giving your guests the BEST time possible? If so, step this way I am looking for a hospitality Retail Manager /Restaurant Manager with a creative approach and a natural flair for motivating their team. As Retail.

Posted 11 October by AdMore

  • Corby
  • Permanent, full-time
  • 20,000 – 24,000 per annum
  • 13 applications

Are you an energetic and inspiring Retail Manager / Sales Manager within the Retail /Hospitality sector who is ready for a change of career? Would you like to join a rapidly growing business with exciting times ahead? The role is Monday to Friday and offers a salary of up to £24,000p.a. with great benefits.

  • South East England
  • Permanent, full-time
  • 26,000 per annum
  • 0 applications

An experienced Retail Manager or Retail Liaison Manager with a strong commercial awareness is needed for this newly created role within a dynamic Shopping Centre in Surrey. The main focus of the role is to act as the liaison between individual store managers the marketing teams to engage the stores.

Posted 5 days ago by Heron Foods

  • Wellingborough
  • Permanent, full-time
  • 25,031 per annum
  • 6 applications

Store Manager / Retail Manager (Food / Supermarket) Heron Foods are a family owned food retailer based in the East Riding of Yorkshire dedicated to bringing their customers the very best value in frozen chilled and grocery products. There first store opened in Hull in 1979 and they now operate from.

Posted 14 October by Heron Foods

  • Blackpool
  • Permanent, full-time
  • 20,400 per annum
  • 3 applications

Store Manager / Retail Manager (Food / Supermarket) Heron Foods are a family owned food retailer based in the East Riding of Yorkshire dedicated to bringing their customers the very best value in frozen chilled and grocery products. There first store opened in Hull in 1979 and they now operate from.

  • Basingstoke
  • Permanent, full-time
  • Salary negotiable
  • 0 applications

Retail Manager – Basingstoke 37.5 hours per week (working 5 days per week, Monday – Friday) Competitive salary plus Excellent Benefits Are you a qualified dispenser or ACT looking to step up in to a management position? We currently have an excellent opportunity within our Basingstoke pharmacy.

  • Uxbridge
  • Permanent, full-time
  • 30,000 – 33,000 per annum
  • 69 applications

Store Manager – Retail Manager Uxbridge Area Up to £31,491 with Great benefits + Excellent Bonus £1.5m turnover store Team of 15 OUR CLIENT A highly focused retail organisation selling premium products Nearly 40 stores across the UK Unique, fun and entertaining environment Focused on the customer.


The four benefits of multi-channel retailing #retail #product #packaging


#multi channel retailing

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The four benefits of multi-channel retailing

The following is an excerpt from the free guide “Multi-channel Retailing: An Introduction,” sponsored by Frank Mayer and Associates and available for download here .

Creating a successful multi-channel experience can seem intimidating to many retailers, who may wonder if the effort is worth it. They may not have a choice, however.

“Consumers are expecting this kind of integration already,” said Ron Bowers, senior vice president of Frank Mayer and Associates. a Grafton, Wis.-based merchandising company. “They expect that if they order an item online, they can return it in the store, that kind of thing. It’s up to retailers to make sure that expectation is met.”

But multi-channel retailing offers plenty of benefits to retailers, benefits that make investing in the strategy worthwhile.

Improved customer perception

“Channels are disintegrating for customers,” said Jeremy Gustafson, vice president at KSC Kreate, a digital commerce agency based in Hollywood, Fla. “People are watching television and using their tablet at the same time. They expect the same kind of integration with their shopping experience.”

Brands who don’t provide that kind of experience, he said, are likely to lose customers, especially as the digital generation gains even more buying power.

Stores who do create a seamless experience that integrates all different forms of technology, however, can gain significant customer loyalty. Those brands are perceived as forward-thinking and responsive to customer’s needs — qualities that will keep customers coming back.

That improved perception offers another advantage, as well. In a world of big-box stores and online shopping, finding the best price is easier than ever for customers. A store that is perceived as responsive to customer needs and gives customers easy access to a variety of channels can differentiate itself in a crowded field. That allows the brand to compete on the experience offered, rather than just price. Customers might be willing to pay a little more for the convenience, and will come back repeatedly, and brands don’t have to slice their profits just to keep up.

The primary driver for a retailer adopting any strategy is, of course, increasing profit, most frequently by increasing sales. Multi-channel retailing, by offering a variety of engagement points for the customer to make a purchase, increases the convenience and ease of sales, thus boosting profit.

A customer who thinks about buying a pair of pants, for example, may not want to drive to the mall, park, walk to the store, find the pants and try them on. For that customer, she can go online at home and order the pants from the store’s website. Another customer, however, might be in the store trying on the pants and decide she’d like them in a different color. In that case, she can use an in-store kiosk to find the pants in the preferred color, order them and have them delivered to her home. Still another customer can use her smartphone to take a picture of the pants, send it to a friend and discuss whether to purchase them or not. Having a variety of engagement points gives retailers more tools to make a sale.

Better data collection

Knowing the customer is a key tenant for successful retailing, and multi-channel engagement points provide more opportunities to gather information about customers.

There are two benefits to the data collection offered by multi-channel retail: First, the possibility for gathering more information exists, and the information can be used more effectively.

“People usually are more comfortable entering information themselves, rather than giving it to a salesperson,” said Steve Deckert, marketing manager for Sweet Tooth, a Toronto-based provider of loyalty programs to retailers. “So they are far more likely to enter their email address into a kiosk than give it to a cashier. At the same time, by having that information available across a variety of channels, the retailer has more opportunities to capture the information, and more of it.”

If a retailer can track what a customer is purchasing, and where, more targeted marketing can be introduced. Someone who tends to browse online and then purchase in-store, for example, can be emailed an invitation to a private showing in a store, and the list of products to be shown can be sent before the event, increasing the likelihood of purchase.

Not only is it more likely that the customer will provide important information, but if all the different channels are communicating, then the information only needs to be entered once.

“If you’re going to ask someone for information about themselves, it needs to be available whenever they come to you,” said Verizon’s Bagel. “Otherwise, it feels intrusive and annoying to have to repeat the same information over and over again.”

Multi-channel retailing offers benefits for more than shoppers. Workers, too, can benefit from the use of new technology, by arming them with more information and increasing their efficiency.

A tablet, for example, frees employees from the point-of-sale system, instead allowing them to carry the register with them. Employees can go directly to the aid of customers, helping them to find out what is in stock, what is available at other stores and when new products might be launching. The tablet also can contain information about the loyalty program, so a frequent customer can be given VIP status. Then, when a purchase is ready to be made, the customer does not have to stand in line, but rather can simply continue talking to the salesperson and make her purchase via tablet.

While every type of channel has its own unique set of challenges, there are some strategies that are true across all engagement points.

Be consistent. Messaging across all channels should have the same look and feel; the customer should always know exactly what brand she is interacting with.

“Traditionally, retailers have approached each channel individually,” said Gustafson. “What is needed, though, is to create a single marketing message, and then figure out how to deploy it across all channels. The messaging doesn’t have to be identical, but it all needs to be clearly related.”

Provide a value-add. Make sure each engagement point offers something to the customer. An in-store kiosk that simply accesses the company’s website, for example, is not bringing anything unique to the customer; instead, she can check the website at home, on her own. The same is true of a tablet. If the salesperson with the tablet does not have access to more or better information than the customer can access via her own tablet or smartphone, the application will not bring much value to the transaction.

Security. There is a fine line between being helpful and being intrusive, and it’s a line that is easily crossed. Customers are aware of security issues, and are wary of providing too much personal information.

“There has to be a clear connection between the information collected, how it’s used and what value the customer receives from it,” said Bagel. “Understand your brand strategy and what level of intimacy is appropriate. Depending on your clientele, privacy might not be as important — digital natives tend to be far less concerned with privacy than Baby Boomers, for example. But everyone wants to know that they will receive a benefit from giving you information.”

Be committed. Multi-channel retailing requires an investment in time and money. There needs to be a clear strategy across all teams, and cooperation is critical to success.

“In order to have totally seamless solution, all stakeholders need to be involved, giving their insight and taking ownership and having support and understanding as to what is being done, why and how,” said Bowers. “This is not a sometime commitment; this is a total marketing strategy for the retailer to invest in the future of the customer acquisition, retention process and loyalty programs.”


Erfolgreicher Multi-Channel-Handel #retail #banking


#multi channel retailing

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Erfolgreicher Multi-Channel-Handel

Multi-Channel-Retailing ist ein Businessmodell, das beim E-Commerce parallel mehrere Vertriebskanäle einsetzt (= mehrgleisiger Vertrieb des Handels). Es zielt damit auf den sogenannten multioptionalen Kunden, der zwischen den einzelnen Absatzkanälen hin- und her wechselt. Dabei nutzt er die verschiedenen Vorteile, die ihm jeder Kanal bietet. So informiert sich der Kunde zuerst online, lässt sich das Produkt im physischen laden vorführen, kauft es aber schliesslich im Online-Shop, weil er dort einen Preisvorteil erhält. Dieser Usertyp wird in Zukunft im E-Commerce an Bedeutung gewinnen. Deshalb implementieren viele Unternehmen eine Multi-Channel-Vertriebsstrategie.

Multi-Channel-Strategie vor allem im B2C-Bereich
Viele Unternehmen haben in den letzten Jahren eine Multi-Channel-Strategie implementiert. Vor allem im B2C-Bereich ist dieser Trend zu beobachten und es hat sich gezeigt, dass Multi-Channel-Anbieter deutliche stärker im Markt positioniert sind, da sie das Potential des Online-Handels besser ausnutzen.
Ein Grund dafür ist, dass Multi-Channel-Kunden tendenziell mehr kaufen und loyaler sind. Denn dank der Präsenz des Anbieters auf verschiedenen Kanälen lässt sich der Kunde besser bewirtschaften und bei seinen „Wünschen packen“. Die befürchtete Kannibalisierung des „Hauptkanals“ findet nicht statt.

Vorteile eines Multi-Channel-Vertriebs
Folgende Vorteile ergeben sich aus einem Multi-Channel-Vertrieb:

  • Erhöhte Marktabdeckung:
    Der Einsatz verschiedener Kanäle erlaubt es, unterschiedliche und auch neue Zielgruppen anzusprechen
  • Zusätzlicher Nutzen für den Kunden:
    Die Kunden wählen ihren „Lieblingskanal“ nach nutzenorientierten Gesichtspunkten und empfinden das Angebot als „wertsteigernd“. Dies erhöht die Kundenbindung. Zudem erlaubt es den Unternehmen, spezifische Leistungen auf einzelne Kanäle zu verteilen und so ein umfassendes Branding zu generieren.
  • Wirtschaftlichkeit:
    Ein Mehrkanalsystem kann zu einer Senkung der Distributionskosten führen.
  • Risikoausgleich:
    Ein Multi-Channel-System erlaubt es, Abhängigkeiten zwischen Zielgruppen und Absatzmittlern auszugleichen und zu minimieren.

Erfolgreiche Umsetzung: Diese Punkte gilt es zu beachten
Multi-Channel-Retailing stellt ein Unternehmen aber auch vor gewisse Herausforderungen. Folgende Aspekte müssen gemeistert werden, um einen Erfolg sicherzustellen:

  • Saubere Kundendaten:
    Effizientes Multi-Channel-Retailing ist nur möglich, wenn alle Kundendaten aus den verschiedenen Systemen und Kanälen zentral verwaltet werden. Wichtig ist es, alle Daten möglichst aktuell zu halten und die verschiedenen Kanäle zeitnah zu bedienen.
  • Harmonisierung der Infrastruktur:
    Infrastrukturen von Unternehmen sind meist organisch gewachsen und bestehen aus unterschiedlichen Systemen, die nicht immer auf dem neusten Stand sind. Da es oft unmöglich ist, alle Systeme gleichzeitig upzugraden, ist es daher sinnvoll, eine Art Zwischenschicht einzusetzen, die alle Systeme und Kanäle miteinander verbindet. So wird sichergestellt, dass die Produkte in allen Kanälen zur Verfügung stehen.
  • Integrierte Kommunikationsstrategie:
    Damit der Kunde das Unternehmen möglichst aus einem Guss wahrnimmt, muss die Kommunikationsstrategie kanalübergreifend ein einheitliches Markenbild vermitteln.
  • CRM:
    Teil der Markenwahrnehmung ist der Umgang mit den Kunden. Vor allem das Beschwerdemanagement spielt beim E-Commerce eine wichtige Rolle. Deshalb ist darauf zu achten, dass die Kommunikation mit den Kunden über alle Kanäle vereinheitlicht wird.

Retail Store Manager Jobs #wholesale #retailers


#retail manager jobs

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“retail store manager”

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  • Event Merchandising #retail #management #software


    #merchandising

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    Event Merchandising develops and markets merchandise to a worldwide audience.

    We work in partnership with some of the world’s most recognised brands and events.
    This ranges from blue chip corporate requirements to selling at live events, from devising licensing programmes to running online shops. Event Merchandising prides itself on its ability to listen to the needs of the client, offer a remarkable customer experience and deliver goods and services that elevate a company’s brand perception.

    FIA Formula E

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    Event Live Sponsorship

    A Specialist Live event and Promoter Services division of Event Merchandising Ltd, established since 1982
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    Tough Mudder

    Tough Mudder officially Licensed Web Shop
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    Event Clothing

    We offer a range of fashionable men’s, womens and childrens clothing. Whether it is T-shirt, hoodies or underwear, we have it all.
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    Magazine – Retail News – A1 Retail Magazine – Retail events From A1 Media Magazines


    #retail magazine

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    Magazine

    An honest circulation is important to us.

    Winner: New Company of the Year Awards 2011

    Finalist: Excellence in Marketing Awards 2011

    Finalist: Business to Business Award 2012

    Finalist: Small Business Award 2013

    Published 11 times a year, A1 Retail magazine brings you up to the minute news, inspiring projects, comments from leading voices in retail, where to stay when away on business, as well as extensive coverage of industry events, exhibitions and awards. A1 Retail hits the desks of all the important figures in the industry, including active retail buyers and specifiers, shopfitters, manufacturers, interior designers and architects. It is critical for retailers to keep one step ahead, and this is where A1 Retail can help. We bring you all the latest news to your desk as it happens, in the form of a magazine and regular e-newsletters. Our comprehensive web site is also updated daily with current news, as well as events, case studies and opinions from key figures. A1 Retail is also available to view on the A1 Media APP – download it now for FREE!

    View the October 2016 issue here!

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    View the A1 Buyers Guide 2014 issue here!

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    View the December 2013/ January 2014 issue here!

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    View the November 2013 issue here

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    View the December 2012/ January 2013 issue here!

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    Fashion Merchandising Careers #online #coupns


    #merchandising

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    What is Fashion Merchandising?

    Fashion merchandising is a rather broad term that can be used to describe the business side of the fashion industry. Professionals with a fashion merchandising career must still have an eye for style, but they should also have a head for business as well.

    This field involves buying, pricing, marketing, displaying, and selling certain types of garments and accessories.

    What Does a Fashion Merchandiser Do?

    A fashion merchandiser may have several different duties.

    Most fashion merchandisers must be able to predict future fashion and market trends. In order to do this, these professionals will often need to rely on their own research as well as current trend reports.

    After predicting future fashion trends, fashion merchandisers will also determine which fashions and garments that a particular store should stock. The type of merchandise that a garment store will stock is not only determined by fashion trends, but also by the type of clientel that a store caters to. For instance, a chic boutique will usually stock high end expensive fashions, while a large chain retailer will typically stock trendy yet affordable fashions.

    Buying different garments in order to stock stores is another responsibility of some fashion merchandisers. Buyers will usually need to travel often and interact with suppliers and manufacturers. When purchasing the different fashions, a fashion merchandiser must usually follow a strict budget. Finding the best deals for the merchandise usually requires a certain type of charisma and assertiveness.

    Fashion merchandisers will also usually have a hand in setting prices and displaying the different types of fashion as well. Pricing garments can be somewhat difficult, as the prices must reflect the quality of the garment as well as be affordable for the intended clientele Some fashion merchandisers will also help create window displays and direct fashion photography shoots.

    What is the Average Salary for a Fashion Merchandiser?

    According to Salary.com, fashion merchandisers can make anywhere from $40,384 to $124,728 annually. As with most professions, very successful and experienced fashion merchandisers are usually able to command higher salaries.

    The salary of a fashion merchandiser might also be affected by her location as well. For instance, fashion merchandisers located in large “Fashion Meccas”, like Milan or New York City, will also usually make more money than merchandisers that live in small rural or suburban towns.

    What are the Education Requirements for a Fashion Merchandising Career?

    A degree in fashion merchandising is usually an intricate blend of fashion and business. Many traditional colleges and universities, as well as art schools, offer targeted fashion merchandising degree programs. Some individuals may prefer to specialize in specific areas of fashion merchandising, like marketing or buying, while others may prefer to do it all.

    Some retail stores also offer special fashion merchandising training programs in lieu of a degree. In these training programs, individuals will often be able to learn the ins and outs of fashion merchandising while they earn money as well. Upon successful completion of this type of program, a participant will often be able to secure steady employment with the company that offered it.

    What can I do With a Degree in Fashion Merchandising?

    A degree in fashion merchandising is generally the one of the first steps toward a fashion merchandising career. Several different types of garment industries hire individuals with these types of degrees, including garment manufacturers, wholesalers, and retail stores. If you are more interested in high fashion rather than mainstream fashion, you can also try to secure employment with high end specialty boutiques or fashion designers.

    Hard working fashion merchandisers will often be offered promotions and be able to take positions with more responsibilities as well as more generous wages.

    Those interested in a fashion merchandising career may also want to consider opening their own garment store. This business move allows them to utilize their fashion merchandising degree, but also be in complete control of their career.

    Featured Schools with Fashion Programs: Request information to learn more.

    Learn about art schools accepting students now: